It must also define the specific skills and character attributes needed for all positions, so hiring can take place in a more rigorous, targeted fashion. Being qualified at one's current position should only be one amongst many considerations when hiring a new employee. And even when someone has both the training and the attributes needed for success in a leadership position, there should still be some type of mentorship and guidance offered during the initial phases of assuming the position, to create a more seamless transition.
A final consideration is that when a candidate does not 'work out' (as in the case of Tom), there must be some mechanism for removing the candidate. Having a 'trial period' after which an evaluation would take place would make removing someone from a position less potentially embarrassing. Positions should not be cemented until there is a proven track record of the candidate at the job.
Q3. Performance appraisals should be one factor amongst many when considering candidates for possible promotions. In the case of Tom, the performance appraisals for his work as a salesman were quite strong, even though these high marks did not translate into good leadership skills. High performance ratings at a particular job do not establish that a candidate is likely to succeed in a higher-level leadership position.
Once again, the idea of training and screening for potential future leaders early on during an employee's tenure at the company is valuable. As well...
Mentors could assess candidate's leadership potential, as well as their ability to exhibit actual, required skills.
Performance appraisals should not take the form of a pro forma 'check the box'-style format. Rather, they should allow the reviewers to write about the strengths and the weaknesses of the candidate from a narrative perspective, including any relevant details that might not be captured from the questionnaire. This enables the 'character' of the candidate to be taken into consideration beyond his fulfillment of the required tasks. Responses to open-ended questions on a performance appraisal can be particularly relevant when contemplating the promotion of a candidate for a position which his or her current job does not directly prepare him for.
Performance appraisals are likely to be more relevant for promotions to positions which exhibit a dramatic break with the candidate's past, such as promotion to manager. They should provide information about the attributes of the candidate beyond the 'facts' of what he or she did and can technically perform. Additionally, the biases and skills of the individual doing the appraisal must be taken into consideration. Just as the candidate is 'rated' based upon his or her surveyed data, the raters themselves must be judged to be competent and objective as possible.
