What if your manager changes just before promotion?

This situation can happen to anyone. How would you come out of this tough scenario? I have a few recommendations for you.

Be ready with documentation: The first thing you need for any discussions with various stakeholders is a collection of facts and figures that support your claim about exceeding all the expectations that were set by your current manager for your promotion If the expectations were documented in the annual target setting process, it will be great It will be awesome if your progress has been tracked in the system and it reflects your performance If not, you must document stuff and get an email acknowledgement from your current manager Joint conversation with both Managers: You may not get it till you ask for it You can ask for a joint conversation The current manager can put in a strong recommendation to the new manager. It will be great if you can get both the managers together and share your concerns. You need to make sure that your current manager shares with the new one, the agreements regarding your promotion and acknowledges that you have met all the requirements. You may have to work with your current manager first to make sure that he/she believes that you indeed deserve the promotion. In case you cannot get both of them together, it will be important for you to make sure that your current manager writes an email/note of recommendation to the incoming manager. Conversation with the skip level Manager: Your manager’s manager has a big role during the transition Most likely the new manager will seek feedback and guidance from his/her own manager before making any recommendations I believe it will be great if you can get your current manager to close the loop with your skip Manager and put in a clear recommendation about your promotion

Read more at: https://www.peoplematters.in/blog/life-at-work/what-if-yourmanager-changes-just-before-promotion-29228

As time passed and the needs of the age changed, there was an ever-increasing demand on the skill level of workers. Manufacturing a steam engine was far more complicated than that of cobbling a shoe, similarly a spaceship when compared to a steam engine.

From virtual corporate boardrooms to industry think-tanks and HR conclaves, the COVID-19 pandemic has transformed the way we think about skills for the future Resiliency, agility and empathy are now trending high, and expected to hold centre stage for a while But these behavioural skills didn’t just appear overnight on title slides Why, then, have they figured so little in the business discourse, in the past? And why has so little been done to nurture behavioural competencies?

A90-second peek into history tells you why

The Industrial Revolution that began in England in the last 18th century soon changed the ecosystem across the globe irreversibly – from a workplace of manually crafted goods to mechanised, assembly line–based production across a whole range of products. Mass production became the order of the day. This approach demanded repetition, consistency and above all, absolute discipline, from its ranks of workers – not originality, individuality or creative thinking Jobs and skills were narrowly defined, based on the division of labour Roles were created within organisations by replicating these jobs on a large scale Not surprisingly, this warranted a command-andcontrol style of management, the supervisor handing out instructions, and regiments of factory workers carrying them out mechanically As time passed and the needs of the age changed, there was an ever-increasing demand on the skill level of workers Manufacturing a steam engine was far more complicated than that of cobbling a shoe, similarly a spaceship when compared to a steam engine

Read more at: https://www.peoplematters.in/blog/strategic-hr/why-investmentin-human-capital-has-been-such-a-late-starter-27997