Does performance management reward the best employees, or are promotions just awarded for being in the job?
Have you ever noticed that when it comes to promotions there seems to be little rhyme or reason to the process? It can be frustrating, but there are some things you can do.
When you fail to define the specific evidence of your success, it’s practically impossible to ever get there. So how do you create this evidence? The author provides some suggestions.
The author says that regardless of the criteria and regardless of the regulations, promotions really come down to a couple of very human things that have little to do with job performance.
The author says there is a mindset in government organizations that it’s the organization’s job to figure out your best next career move. But did you ever stop to wonder if your idea of success and your organization’s idea of success are the same thing?