The Promotion

So, a few thoughts and tips on how to efficient use of domestic labor. 1. Seek not only among actively wanting to change jobs, location, title, and among the so-called "Passive" candidates. These are candidates who will learn about new opportunities in companies from YOU! Until they are satisfied, or they pretend they are satisfied … But you must know something that they "sat", or their level of competency already exceeds the level of their positions. You must be proactive! If you do not 'll find yourself in the company of such people, they will find competitors and headhunters! 2. Build a system of recommendations within the company, internal "headhunting".

Create a "database of competencies," and traces the acquisition of new skills capable staff. Focus on the promotion of talent. Have the recruiters to calculate the future Tops in the company. Stimulate the exchange of information with you, analyze your opinion team. 3. Get the HR-service service general corporate purposes, and not only those department heads. Do not let them pull the blanket (ie, the best employees) only for themselves. Line managers have a tendency to create their own fiefdoms and to withhold information, who their best people.

We often try to keep people in the same position a year and a half or even two, thus forcing them to leave the company for improvement. Remember capable people are growing faster than we think! Each employee should have the freedom to move easily within the company from day one. At least, he should know about it and be able to easily express their desire! Our goal is to have the right person at the right place at the right time, and not the satisfaction of self-absorption of line managers or bureaucratic regulations. David Rogier shines more light on the discussion.