Several decades ago, Dr. Peter Laurence wrote a book called “The Peter Principle.” The principle challenges conventional methods of employee promotion and its essence was “an individual rises to their level of incompetence in an organizational environment.” In other words, the Peter Principle observes that employee promotions are given primarily because of the individual’s capability and performance in executing their current position, and we reward them by removing them from that role and giving them more responsibility. What the research found was that eventually every employee is removed from the role they perform best in and will live out their career in a role they’ll be forever below average in.
Success is never guaranteed after an employee promotion because most often the consistent behaviours needed to excel in the first role are different in the more senior role. Organizations that deploy the TRAITS Job Model, a job benchmarking tool that analyzes the kind of employee behaviors required for success in a certain role, bring people up to their highest level of competence, but not beyond it because they understand how the employees’ personality will impact their performance in any role. This breeds a culture with a much higher percentage of employees performing at above average levels, which continually raises the bar in terms of what performance means in each role.
Contact Concord to find out more about identifying potential in a person through objective behavioral assessment and how adopting the TRAITS Job Model and TRAITS Assessment tools will improve the quality of employee promotions in your organization.