Make Successful Promotions Part of Your Company’s Culture

Most workers dream about moving up the ladder, getting a more impressive title, and landing a raise. Those offered higher positions usually think they’re ready for the new role and accept the challenge. At first, they revel in the expanded responsibilities, but the euphoria is often short-lived.

The Downside to Moving Up

According to a study by payroll service provider ADP, 29 percent of employees quit their jobs within a month after their first promotion. This is a troubling statistic, considering most employers expect to improve their staff’s work experience and strengthen retention by offering higher positions. ADP analysts pinpointed two factors that lead to promotion attrition.

• For those already considering leaving, receiving a promotion gives them an advantage as they seek work elsewhere.
• People who are given more responsibility without adequate preparation or resources are more likely to quit.

Business leaders can combat these scenarios by building a vibrant company culture. Employees are less likely to job shop if they work in a stimulating and supportive work environment. And companies with a supportive culture that includes mentoring and educational opportunities have a higher retention rate.

Journalist Dominic Catacora offers another factor in an article for AllWork. He suggests many promoted employees leave because they don’t find their new positions meaningful.

“Studies reveal that the art of creating meaningful promotions requires more of an individualistic approach — one that aligns the employee’s personal aspirations with the overall business culture that surrounds them.”

In an article for Forbes, leadership expert Rachel Wells suggests additional reasons newly promoted employees may become disillusioned.

• Inappropriate Pay
  Sometimes, people who take on more responsibility are not offered a raise. They may agree to the arrangement because they want the title or leadership opportunity. However, they may grow resentful if the promotion involves a heavier workload. Fair compensation is tied to the level of respect companies show employees, a vital element of the organization’s culture.
• Lack of Support
  A Harvard Business School study shows that employees’ experiences in the first three months in a new work role largely determine their performance, longevity, and connection with the company. Many promotees’ outlooks on their jobs depend on the support they receive during this critical period to ensure their success.
• Lack of Training
  In many cases, high performers or tenured employees are promoted as a reward, but they lack the skills for the new position. Leaders should not assume that people will simply learn by doing or reviewing their predecessors’ files. Employees thrust into positions without training will likely be overwhelmed before they can pick up the needed expertise.
• Imposter Syndrome
  Wells quotes a study that shows up to 70 percent of managers and high performers feel inadequate and unworthy in their positions. This feeling is especially acute after assuming a loftier role. A lack of endorsement and validation from leadership can compound their feelings. People experiencing impostor syndrome feel more stress and are likely to be unhappy in their jobs.

The Art of the Promotion

Leaders can take steps to prevent the circumstances that cause burnout among people moving into higher positions. The most effective way they can help rising staff members is to build a culture that strengthens them from the time they assume their new roles.

Dominic Catacora outlines strategies to create more successful promotions:

1. Align promotions with employees’ aspirations.
   Today’s workers are increasingly interested in aligning their jobs with their ideals and tying their professional roles to company values. Promotions make people feel they should identify even more closely with their employer. To help newly promoted employees feel vested, leaders should have meaningful discussions with them about how their roles amplify personal and corporate values.
   
   
2. Integrate meaningful work practices.
   Beyond helping people see the context of their roles, leaders should give people stepping into new roles meaningful new assignments. But as Catacora notes:

“To be clear, this doesn’t mean piling on to what they were already doing, it may mean reevaluating responsibilities among others on the team to open up room on the promoted employee’s plate for new tasks. By establishing a culture that feeds meaningful work, leaders can help mitigate higher attention rates and promote a true sense of belonging.”

3. Mentorship opportunities.
   Despite success in past positions, many promotees arrive unprepared for their new responsibilities. Leaders can help them rise to the challenge in several ways, especially by establishing a mentoring culture. They should partner people in new positions with more experienced staff who will ensure that they maximize their potential. Establishing mentorship and offering management training and other options for professional growth gives rising staff a solid foundation for success.
   
   
4. Transparent and inclusive decision-making.
   Many newly appointed managers lose enthusiasm when they realize their opinions don’t carry the weight of other senior staff. If leaders think enough of someone to promote them, they should give them a seat at the table. This includes communicating about how decisions are made and involving them in strategy sessions and problem-solving processes. Demonstrating confidence and trust in new appointees gives them a sense of belonging and will lead to long-term engagement.
   
   

Great Place to Work executives Jessica Rohman, Chinwe Onyeagoro, and Michael C. Bush offer additional insight into the promotion process in an article for Harvard Business Review.  

“Leaders can improve the effectiveness of their promotions process by re-focusing their energy on the people the process is meant to support, at every stage of the process.”

The authors recommend how to ensure that promotions are a win-win step for employees and the organization. In addition to being fair and transparent, they stress the need to work with people before they promote them to clarify their aspirations.

Leaders should learn their team members’ long-term career goals to determine the roles they want that would contribute to the company and how they can help prepare them. Doing so, they will show employees that they care about their futures and will help them succeed.

The HBR team reflects:

“Promotions are highly personal. At their core, they are both relationship-driven and among the most important indicators of how well leaders’ actions align to the company’s stated values. A solid promotions process allows leaders to elevate each employee to their full potential.”

Leaders will strengthen their teams by connecting with employees before and after they are promoted and equipping them with the resources to help them thrive in their new roles.