Treat the promotion and transfer of a selection
Prepare a new analysis job. Officials of the measure are. Pay particular attention to areas in which the candidate lacks the knowledge, skills and experience. Be careful not to exaggerate the strengths of the candidates, just because you think he or she "deserves" the new location.
Preparation and writing Use Case Studies
With the events that actually happened in the vacancy, write case studies on them. A simple description of eventsNo frills. Include a brief description of the results - good and bad.
Ask candidates to prepare written answers to questions like "Do you want to do something different?" "Are you satisfied with the results?" "What were the main issues here?" In any case, make sure they are, "what" and "why" behind each question.
Case Study includes responses In The Face To Face Interview
Prepare to ask questions to the candidates on the basis of their writingsThe answer to the case studies. That means you have to do with their views than the interview process and not on speculative questions like "What would you do if ...?"
Take your time to talk face to face. Discover all the issues under discussion and the issues raised by individual candidates.
Set a trial period
Enter a probationary period, transfer or promotion be monitored. Put a little 'standards clear and measurable benefits that can be accessed by orbefore the probation ends. Ensure the staff member understands the gravity of the probation.
Treat Probation As Induction
Although you already know a lot about the person concerned, you don't know how well they'll perform in the new role because of their inexperience. Set up a proper induction process as you would for a new employee appointed from outside the company.
Conclusion
Promotion and transfer can't be perfect. But you can reduce the risks of negativity, nepotism and hurry, with the following rules. Internal candidates who prefer this, because they are all subjected to the same procedure.
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