Che costo ha, per un'azienda, promuovere la persona sbagliata? Su quali fattori vanno fondate le promozioni? Che ruolo devono avere le competenze trasversali nello sviluppo delle Risorse Umane?
2. Numerosi articoli, in rete e non,
sottolineano le conseguenze
nefaste di un’assunzione sbagliata.
Alcuni si spingono fino a calcolarne
il costo, stimandolo in diverse
migliaia di euro a seconda del ruolo
ricoperto.
3. Del resto, assumere un dipendente che si rivela ben
presto inadatto alla posizione comporta nuovi costi di
ricerca e selezione, di formazione dei nuovi arrivati, di
tutoraggio, inserimento ecc.
4. Poco si parla, invece, di quanto possa costare a
un’azienda promuovere la persona meno adatta. Eppure le
conseguenze possono essere persino peggiori, soprattutto
a livello di clima aziendale. Questo perché le assunzioni, al
contrario delle promozioni, sono per lo più legate a
posizioni di ingresso in azienda, con minori responsabilità
e un rischio inferiore di turbare il delicato equilibrio di
relazioni e gerarchie.
6. Se il rebus promozione si risolve con la scelta di un
profilo controverso, ciò ha conseguenze negative sia sui
colleghi che sull’azienda.
Ecco alcuni effetti comuni sul team di lavoro:
7. Mancanza di fiducia
Se i dipendenti mettono in
dubbio la capacità di giudizio del
management, la sua autorità ne
risulta indebolita e anche le
decisioni prese in altri ambiti
vengono accolte con maggiore
scetticismo.
Malcontento
Una promozione ritenuta ingiusta
dagli altri dipendenti può causare
malcontento non solo in chi si
riteneva un candidato migliore per
quella posizione, ma anche in chi
si trova a essere guidato dalla
figura promossa. Dipendenti
scontenti non parlano bene della
propria azienda minandone
l’employer branding.
21
Calo della produttività
La perdita di entusiasmo e fiducia
si riflette anche nella produttività
dei dipendenti, che non fanno
sforzi extra per chi,
evidentemente, non è in grado di
riconoscere chi merita davvero.
3
9. Aumento del turnover
Una delle principali motivazioni che spinge a
cambiare lavoro è il cattivo rapporto con il proprio
superiore. Quindi un’azienda che ha promosso in
una posizione di leadership una persona che non è
in grado di fare il capo potrebbe dover fronteggiare
improvvise dimissioni nel team.
Danni al business
La collocazione di un profilo non meritevole in una
posizione di maggiore responsabilità può avere
effetti negativi sul business aziendale.
21
11. La soluzione a questo rebus non sta, ovviamente, in un
taglio alle promozioni in azienda.
12. Avere una politica di promozioni attiva e dinamica, al
contrario, è importante, dato che l’eccessiva
stagnazione porta anch’essa conseguenze negative,
molto simili a quelle precedentemente discusse.
Per esempio:
13. Basso morale
Anche il personale che decide di
proseguire il suo rapporto di
lavoro con l’azienda non è
immune a questo clima di
sfiducia, con un calo del morale
che potrebbe tradursi in un
aumento delle assenze, una
maggiore resistenza al
cambiamento, un calo della
produttività ecc.
Scarsa retention
I dipendenti non sono
particolarmente motivati a restare
in un’azienda che non offre loro
alcuna prospettiva di crescita.
21
Aumento dei costi
Perdere un dipendente e doverlo
sostituire costa a un’azienda molto
più che trattenerlo offrendogli una
promozione.
3
14. Una politica di promozioni attiva e dinamica non è
necessariamente molto costosa per l’azienda. Non tutte
le promozioni, infatti, devono per forza comportare uno
scatto di stipendio per essere apprezzate da un
dipendente.
15. Anche un aumento delle responsabilità, una nuova
qualifica, un upgrade delle mansioni, l’accesso a nuovi
corsi di formazione ecc. sono piccoli passi in avanti che
aumentano la retention e l’entusiasmo di chi lavora in
azienda.
17. Facciamo un passo indietro e cerchiamo di capire come
evitare errori nelle promozioni.
18. Per scongiurare problemi e trarre il meglio dal proprio
capitale umano, la soluzione migliore è avere una policy
chiara sulle promozioni e un sistema di performance
management trasparente, che premi il merito e faccia
emergere il potenziale. Altrimenti anche promuovendo il
candidato oggettivamente migliore si rischia di creare
malcontento.
19. Non avere un programma di valutazione del personale
non solo rende opache le promozioni, ma priva i
dipendenti di un valido strumento per capire cosa
l’azienda voglia da loro e quale direzione intraprendere
per la propria crescita professionale.
20. Un buon metodo per prendere le decisioni legate alle
promozioni è fondarle su un misto di valutazioni
qualitative e quantitative come queste:
21. La valutazione sul
raggiungimento degli obiettivi
designati, sfruttando sia il
giudizio quantitativo che i
commenti qualitativi del
valutatore.
L’opinione del manager che ha
lavorato a stretto contatto con i
candidati in lizza. È un’indicazione
soggettiva che può essere
influenzata da tanti fattori, ma
dalla quale non si può prescindere.
21
Il confronto delle competenze del
candidato alla promozione con
quelle necessarie a ricoprire la
nuova posizione.
3
23. Vale la pena aggiungere alcune riflessioni sulle
competenze, utili soprattutto in settori come l’ICT.
24. Prendere in considerazione non solo le competenze
tecniche ma anche quelle trasversali (leadership, decision
making, problem solving, capacità interpersonali ecc.) è
fondamentale. Si rischia, altrimenti, di promuovere al ruolo
di manager (una posizione che richiede notevoli capacità
interpersonali e strategiche) figure eccellenti dal punto di
vista tecnico ma non adatte a gestire un team.
25. Resta, ovviamente, il problema di premiare e strutturare un
percorso di carriera per le figure più tecniche, per non
correre il rischio di vederle lasciare l’azienda, magari per il
nostro concorrente più agguerrito.
26. Ancora una volta, si può pensare a diverse forme di
promozione (maggiori benefit, allargamento del team,
aumento del compenso, corsi di formazione di altissimo
livello ecc.) o a un ruolo di leadership dal punto di vista
squisitamente tecnico.
27. Lo stesso discorso è valido anche in un contesto più
generale. Non è infatti detto, per esempio, che qualcuno in
grado di garantire risultati eccezionali lavorando in maniera
indipendente o con un piccolo team si riveli altrettanto abile
nel gestire un intero reparto.
28. Potrebbe dare eccessiva autonomia ai dipendenti,
accrescendo le loro insicurezze, o al contrario soffocarne
le potenzialità sotto un controllo asfissiante.
29. E tu, su quali elementi basi le decisioni sulle promozioni
in azienda?
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