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Updated 30 Sep 2020

Moving on up

Improving morale, productivity and longevity through promotions.

15 April 2013  Share  0 comments  Print

All the answers to your unique business lifestage questions

Happiness and fulfillment in the work place are some of the most important aspects for business success.

When done right, productivity and morale improves, there’s a culture of creativity and innovation, and there’s a distinct reduction in staff turnover. All of these married together lend a hand in creating a successful and profitable business.

Making the right pick to climb up the ranks

One of the ways this can be achieved is through promotion. But where do you start and how do you pick the right person?

A common mistake made by business owners is to promote the best performer, not realising that the skills and behaviour that make a performer successful may not be suited to the role that they need to fill with their promotion.

Ironically, this can take your top performer and turn them inside out – leaving them feeling insecure, lacking confidence and very unhappy.

As examples, a mechanic doesn’t need social skills to get the work done with good results, while someone who is equally skilled but sociable would get less done.

Your best performers are also typically highly competitive – this person promoted to a management position might find themselves competing for credit with those they supervise, instead of giving credit where it’s due.

Be careful to assess the qualities and skills that are needed to fulfill a position before deciding who the best candidate is. You’ll be surprised that it may be someone you least expected.

The best candidate may also be one with potential rather than existing skills. Fundamentally, don’t fall into the trap of promoting people into management jobs if they aren’t equipped or have the aptitude for it. Rather pay them well for the work they do best.

A case in point

Though the franchise model at first may seem to limit staff to either being in the kitchen, manning the floor or at the cashier, Sandwich Baron is an example of how promotions can be used to improve skills and enhance the business from the inside, turning employees into brand ambassadors.

Thirty three year old Pearl Xakata started out at Sandwich Baron at a basic service level, first working in the kitchen and then progressing to managing the cashiers.

Because of her talent, dedication to her roles and her clear aptitude, in 2007 she was promoted to assistant manager within the same franchise.

The move required her to learn new skills like answering queries, dispatching orders, receiving counter sales, dealing with kitchen staff and ensuring that finances balanced each day.

Having mastered these skills, managing director for the brand, Sally J’Arlette-Joy, offered her a job as a junior manager.

She leap frogged the position, however to become a trainee operations manager. In this position she has numerous important responsibilities, including managing food and hygiene standards, ensuring prime store presentation, customer service assistance as well as food cost analysis.

The effects of change

“Sandwich Baron is immensely proud of Pearl’s impressive career developments, and we maintain that her success within our franchise is a testament to ambition, proficiency, dedication and hard work she has demonstrated during her employment,” J’Arlette-Joy says.

Xakata’s rise from humble beginnings proves that through skills development, support and opportunity to rise to higher levels in a business, not only fuels motivation to succeed, but that her stay in the business has increased – indeed she has lofty ambitions for herself.

“I am immensely grateful for all that the company has done for me in helping further my professional career. I intend to rise even further up the management rankings at Sandwich baron, and I hope to ultimately own my own franchise store one day,” she says.

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