Business Analysis Toolkit

A point in your company comes when you need a little boost in terms of manpower. This could be a result of a little success in your business. Or if you are on the downside, a result of people leaving the company. Discounting the latter result, a little success means more revenue or income, an opportunity to finally say you are able to make your business grow. That is why a boost for labor is necessary. And implementing the employment involvement scorecard can greatly help here.

A strategic way of selecting people for newly opened positions for the company expansion is by getting people internally. Meaning, you promote existing employees to fill in the upper positions and hiring new ones for the vacated lower posts. Why is this move strategic? What makes it such? A lot of reasons can be said, but the most compelling one is that by choosing someone who is already working for the company, you are choosing someone who already knows what the company is all about. From there, the advantages can be countless, as compared to hiring someone externally who knows nothing about your company.

Now, the question is who do you promote?  This is a very good question. If you are currently enjoying your success, choosing smartly can keep you up and successful. The key is having the most qualified people for the positions. First, you look at performance records of your employees. You screen each and every one until you come up with a short list of possible candidates.  You need someone vigilant and shares the same goals as you do, someone who can lead and maintain the current momentum of your business. A look into employee involvement could greatly help here, since involved employees would surely be more promising than the ones who are not so involved in the office setting.

Next, you speak with the people that made it to your list personally. It always helps to know these people better since you are going to entrust something precious onto them. Normally, you will be able to come up with a list of people whose competencies are almost alike, people whose performances are all excellent and spotless. This can be a dilemma because you can be confused in the selection. To remedy this dilemma, you might need to formulate something for the tiebreaker. And of course, this tiebreaker should be something reliable.

So, if you are at a standstill in terms of performance, go somewhere else. Look at their personal lives. Check how they behave both inside and outside of your company. About their behavior inside the company, an employee involvement scorecard helps the most. As mentioned above, the involved employee would make a better choice than the uninvolved and aloof one. Being as involved as an employee possibly can, this is a more promising prospect since the employee himself would know the ins and outs of the company already. So why should you promote someone who does not know every nook and cranny if the business as opposed to someone who does, right? Thus, implementing the scorecard can help you determine just that: the person who is worth the promotion.
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