Promotion into management shouldn’t always be a standard incentive for all high-performing employees. Sometimes even employees who performed well in team positions are not a good fit for management, even if they are valuable and you want to keep them onboard. Instead, consider giving high performers more responsibilities, or use them to do things like onboarding new employees or running an important project. This takes advantage of these employees’ skills, and may even turn them into good management material in the future.
Reflect on these key points:
- 1Just because a worker is a high performer at their job does not mean they are cut out for a managerial position.
- 2Instead of automatically propelling every high performer up the ladder consider rewarding them with more responsibilities.
- 3High performers can help onboard newcomers and take on leadership roles at meetings and with team efforts.
“I’m not saying that we can’t or shouldn’t market advancement potential as a company benefit, but I do have a problem with the practice of making management an expected path for high performers.”
Read the full story: https://workology.com/2018/11/27/stop-using-management-as-a-reward/