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The Promotion Board
As a member of a promotion board, you have been confronted with a difficult decision. The board is fairly split on who to promote into the vacant manager position, and results from several valid predictors have not differentiated very well among the few candidates for the position: there is not a candidate that is clearly outperforming the others. Although you tried to avoid it, several board members have political reasons for preferring one finalist over the rest (this person is not the best choice, according to the predictor data). Furthermore, the results of this promotion decision (a vacancy that the company has not seen in years) are likely to reverberate throughout the organization—all the finalists are key internal players who exercise immense influence and command the loyalty of their subordinates. If one of the finalists were to leave or become disgruntled, it would be devastating for the organization. Many of the board members believe that the finalists should not have the privilege of knowing what went into the decision; they believe the board’s say is final, regardless of how it affects the finalists. As a key board member overseeing the promotion process, how would you go about making a decision?
After making your first post, engage with your colleagues about their ideas.
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Adapted from: Judge, T. A. & Kammeyer-Mueller, J. D. (2022) Staffing Organizations (10th ed.). McGraw-Hall: https://www.mheducation.com/highered/product/staffing-organizations-judge-kammeyer-mueller/M9781260703054.html
Please respond to the following students:
1. Heather- Even though this is a difficult decision as a board member  I would have to say at firs, I would talk to the other board members how crucial it is to find our suitable candidate that provide all the KSAOs for the benefit and success of our company’s goals. Even though these candidates have not met our recommendation for our manager position, we should definitely continue to look for the right candidate, we can outsource for the right candidate. To me its best to find the right one and have our company values and goals upfront, besides worrying about losing a candidate. I say that because our company is like that they hold on to people for the wrong reason and sometimes they are part of the problem, I don’t think companies should lean on this issue and have poor management in position and cause more devastation for the company. I don’t want us to pick someone based on “who we know” rather than the KSAOs. 
However, if they refuse and I am left with one to choose, if this candidate is the best we have internal, then I would like for us to explain the reason to the rest of the finalists based on our decision and why we pick who we pick. Internal recruitment is the process of identifying and attracting current employees for open jobs. They have numerous advantages: they already know the organization’s culture, they have already developed relationships with coworkers, and they may require less training than external hires. Being honest and upright with the people will allow them to know how to improve as a greater leader in the organization. Even as a Senior Lead my plant manager encourage me to go back to school and told me some of my weaknesses he would like to improve. I mean depends on how you go about it and look at it. Even when I had an interview, and they find a more suitable supervisor, and she told me since I only had 2 years of supervision, the required 5 and even though I have a lot of knowledge, and skills I could bring to the company they like me to have some more years as a supervisor. I understand and respect it when she call and let me know, she was very polite and I was disappointed but understand, they look for the best candidates to help achieve their companies goal. So, we should provide feedback to our internal recruiters as well.
Despite the decision because we cannot please all candidates that’s internal, if we follow the Policies Development and Policy Implementation, then we are showing fairness amongst the candidates. Communication is the key and you must relay to the finalist that was chosen so he/she knows the company’s goal and duties needed to perform to achieve for our success!
REF:
Heneman, H. (2021). Staffing Organizations (10th ed.). McGraw-Hill Higher Education (US). https://devry.vitalsource.com/books/9781264072590Links to an external site.
2. Legally Required Benefits
In what ways may legally required benefits have contributed to an employee entitlement mentality regarding discretionary benefit offerings? Explain your rationale.
Please respond to the following student:
Audrey- Benefits that are legally required, such as those imposed by labor laws or government regulations, may unintentionally foster an entitlement mentality among employees with regard to optional benefit packages in a few ways. For example, workers may believe that benefits required by law are unbreakable rights that they are entitled to just by nature of their employment. Even though they are not mandated by law, employees may come to expect discretionary benefits as part of their compensation package due to this representation. Legally mandated benefits provide a norm for what workers feel they should receive as part of their compensation package, which can influence workers’ views of entitlement. If individuals believe that other employers provide more generous benefits than the minimum required by law, this may affect their expectations for voluntary benefits and result in a sense of entitlement.