Tag: processing of staffing

Introduction

In a brand-new business, the function of staffing comes after the function of planning and organising since sustaining a business involves constant staffing. Therefore, the management must always fulfil this duty. Recruitment, selection, training, development, transfer, promotion, and remuneration of workers are all included in the staffing function.
It is evident that the management must maintain a steady supply of sufficient executives for the enterprise’s effective operation. The chosen individuals should be physically, cognitively, and temperamentally suited for the role

Definition

The management function of staffing, according to Koontz and O’Donnell, is managing the organisational structure via correct and efficient selection, assessment, and development of individuals to fulfil the functions intended for the structure.

“The process involved in locating, assessing placing, evaluating and guiding persons at work,” is how Benjamin defines staffing.

“Staffing function is concerned with the placement growth and development of all those people of the organisation whose role is to things done via the efforts of other persons,” says Theo Hainmann.

Elements of Staffing

The management must ensure that men are qualified for positions and that occupations are not changed to accommodate men while carrying out the staffing duty. The following list of staffing’s key components:

1. efficient selection and recruiting.
2. correctly classifying employees and setting their salary.
3. proper positioning
4. training that is sufficient and suitable for growth.
5. fair and satisfactory promotion and transfer.
6. good communication between management and employees.
7. adequate retirement planning.

Functions of Staffing

1. Manpower planning: Both short- and long-term plans for manpower are possible. Under the circumstances, the company’s short-term workforce planning may be successful in achieving its goals. The estimate of staff members needed in the future should be taken into consideration during long-term personnel planning.
2. Development: The growth of staff workers via suitable and relevant training programs is what development is all about. Only those in need get the training.
3. Fixing the employment Standards: Changing the employment standards entails updating the job description and specification. These allow management to choose the staff and provide them with scientific training.
4. A written explanation of a certain job’s tasks and obligations is called a job description. A job specification is a list of personal characteristics that a candidate must have in order to properly complete the position.
5. Sources: It focuses on the selection process used to choose staff personnel. Both internal and external sources might be used. When a position is filled from inside the organisation, it is said to be from an internal source. The term “external source” refers to someone hired by the business from outside the organisation. The individual chosen might be employed or looking for job in another organisation.
6. Placement and selection: This involves the procedure for choosing staff employees. A person gets placed when they are given a position based on their skills, education, experience, and other factors.
7. Training: The business itself may provide for the training. In certain circumstances, the corporation could send the employees somewhere else to get the training. The cost is covered by the business. The current staff members may also need the training in addition to the new hires.
8. Other responsibilities: Other responsibilities of staffing include coordination, promotion, transfer, employee record maintenance, employee evaluation, employee motivation, etc.

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Processing of Staffing

The following procedures are involved in the hiring and placement of staff. Below, they are briefly discussed:

1. Planning: Estimating the amount of employees the organisation will need in each grade is included in the phrase “staff member planning.” It depends on the business’s size and the policies it adheres to.
2. Recruitment and selection: This process involves choosing competent candidates to fill open positions inside an organisation. The process for choosing the staff members may be standardised. The technique could be appropriate for various staff members.
3. Developmental training: It focuses on delivering training to both new and current staff members. Through training programmes, staff members’ working effectiveness may be improved.
4. Performance operation: This refers to the evaluation of the job done by the employees of an organisation. A benchmark might be established to measure staff members’ productivity.

Proper Staffing

A sufficient number of competent employees must be provided in order for the office to operate efficiently. This task is carried out by the general manager or chief executive. Finding the right staff members is a challenge. Therefore, in a big company, certain staffing tasks could be delegated to a different department.

Advantages of Proper Staffing

1. It aids in the hiring of qualified employees.
2. It facilitates the ability-based allocation of staff personnel.
3. Maximum output in an organisation is the consequence of proper staff member selection, development, and training.
4. The ability of employees to make more money will grow as their productivity rises.

RECRUITMENT

Finding the best individuals and persuading them to apply for a position inside an organisation is the process of recruitment. A good candidate should be recruited. If not, worker morale will be very poor and the company’s reputation will be damaged.

Any recruitment’s success is dependent on the process the business uses to find new employees. Occupations with low salaries, boring positions, or demanding jobs are tough for the organisation to fill. Each firm is required to hire employees, however the volume of hiring varies from company to company. The difference might be brought on by the company’s size, hiring practises, job description, and other factors.

Meaning

Finding employees for a company’s current and future positions is known as recruitment.

Definition

“The phrase recruiting pertains to the process of enticing prospective workers of the organisation,” says Dalton E. McFarland.

According to Edwin B. Flippo, the process of recruiting include finding potential workers and encouraging them to apply for positions inside the organisation.

Sources of Recruitment

A position may be filled from inside the company’s current workforce or from outside it, depending on the policy that is followed by the organisation; if it is filled from within, this is referred to as an internal source of the organisation.

If the same position is filled from among the applicants present in society, it must come from an outside source.

Internal sources

According to the company’s promotion policy, whenever a position becomes available, it can be filled by promoting an existing employee. In other cases, the company may delegate a member of the same cadre to the position; this is known as a transfer. This is also based on the company’s transfer policy.

Advantages

1. It boosts employee morale inside the organisation.
2. Promotions keep employees happy.
3. It draws qualified employees.
4. The cost of the training may be somewhat decreased.
5. Staff members are motivated to learn all they can about a promoted employee’s position.
6. Internal promotions make employees feel satisfied in their jobs.
7. A staff member who has been promoted may use his prior expertise to the new position.
8. It improves the staff member’s sense of work security.
9. The promoted employees may be securely given a new duty based on the information in the Service Register.
10. It guarantees the stability of the organisation and employment permanence for the employees.
11. It motivates employees to put in extra effort in order to advance.
12. Expenses related to hiring, testing, and interviews are eliminated.

Disadvantages

1. If the higher position is filled internally, the organisation won’t be able to tap into the staff’s new, innovative ideas and initiative.
2. The outsiders lack the opportunity to demonstrate their skills in the execution of the task.
3. A person who is underqualified could be assigned to the higher position.
4. If the promotion is for a limited time, the internal staff members are not guaranteed to continue working effectively after the concerned employee’s promotion has expired.

External Sources

There are many outside sources for hiring, which are briefly described below:

1.Posting an advertisement: When a company wants to let the public know that it has a vacancy, it posts an advertisement in which the job description and the qualifications of the candidates are briefly described. The company may receive applications in response to the advertisement, and then an interview will be held. In some cases, the company may choose to use the walk-in interview method, in which the applications are received from the candidates on the day of the interview.

In some instances, an employee of the company may bring candidates to the company for the purpose of being appointed, when the company does not conduct an interview for selection.

2. Recommendations: Here, recommendation means the appointment of a person on receiving a recommendation letter from a person reliable and well-known to the company.

3.Gate applicants: Educated unemployed youth may contact the company to find employment; these candidates might not have references, and the company might not have published any job advertisements. The candidate contacts the company’s hiring authority, who determines whether the candidate is qualified for any open positions at the time. If so, the candidate is appointed.

4.Employment exchange: There are two types of employment exchanges, i.e., public employment exchange and private employment exchange. The public employment exchange is run by the government, while the private employment exchange is run by a private party. Job seekers register their qualifications with the employment exchange, and the company can get a list of candidates who have the necessary qualifications to fit in a job.

5.Personnel consultant: A personnel consultant is a separate, specifically designated agency that performs the functions of the personnel department of any company, including receiving applications from candidates, verifying those applications, conducting interviews, and selecting candidates. In exchange for its services, the personnel consultant is paid by the company.

6.Educational institutions: Universities, colleges, and other institutions are created to provide particular courses. The educational institutions set up campus interviews, where business organisations come to the campuses of educational institutions to hire students for various positions. The chosen students are then asked to join the company after completing the course.

7.Waiting list: When a position opens up, the business concern may choose a candidate from the waiting list to fill it. These applicants have previously been interviewed, but they are not hired since there is no opening.

8.Unsolicited applicants: An unsolicited application is one that is submitted by mail and includes the applicant’s name, address, age, educational background, work experience, and areas of interest. If a position becomes available, the applicant will be hired for the position for which the application was submitted. Typically, this type of application is taken into consideration for lower-level positions.

9.Jobbers and contractors: The company may fill a casual vacancy by using jobbers and contractors. Typically, unskilled candidates are hired in this way; they are readily available at short notice and for a low salary; and they are brought to the workplace by the jobbers and contractors; they are paid by the company for this service.

10.Field trips: This is the method used to hire candidates under this method. A company may send a group of experts to the towns and cities where the various kinds of candidates the company needs are available. In this case, a prior advertisement may be published in newspapers. The advertisement contains information regarding the date, venue, and time of the interview. The interview is conducted in various locations.

11.Leasing: This method of hiring is used by public sector organisations because they wish to handle issues, especially at higher levels. The time of service is determined by the firm before hiring the staff members and is communicated to the staff members.

Merits

The following qualities or benefits are addressed if the appointment is made from outside sources for the company:

1.Selection: A corporation has the option to choose from among a vast pool of candidates and choose the candidate who will benefit the business the most.

2.New perspective: If a new employee is hired by the firm, a fresh perspective on how to address the issue may emerge, providing the organisation with the greatest possible advantages.

3.Broad experience: The organisation may choose the best applicant and profit from the candidate’s expertise if the newly hired candidate has experience in a variety of recruitment-related industries.

Demerits

Additionally, sources have several drawbacks, which are detailed below:

1. Resentment from previous employment: If a candidate is hired from outside sources, current employees may have resentment against him.
2. Lack of Cooperation: The current staff members force the new recruit to overcome obstacles and strive to complete his task while also refusing to provide their cooperation to the individual chosen from outside sources.
3. Expensive: Hiring an individual from outside the organisation involves a number of formalities, such as publishing an advertisement, collecting applications, screening them, sending interview invitations, setting up interview dates, times, and locations, and assembling an interview committee, among others.
4. Trade includes a union: To persuade the trade union and hire someone from outside the firm, if the trade union of the company is particularly powerful.
5. Danger of non-adjustment: If a newly hired employee is unable to adapt to the working environment of the organisation, it results in increased costs for finding a replacement, as well as annoyance and conflict between the newly hired current staff members.

Selection

When an organisation receives more applications than necessary, the excess applications are rejected; alternatively, a screening test may be conducted through which unsuitable candidates may be rejected. The selection process begins at the conclusion of recruitment.

Meaning

An organisation will pick a sufficient number of qualified candidates via this approach.

Importance of Selection

Choosing the right staff is a difficult process at the moment since the candidates that are available are more qualified—they have better education degrees and more experience—than what is necessary.

1. Managers are aware of the difficulties in selection, as well as the flaws and restrictions of the different selection methods, and they are aware of the likelihood of mistake.
2. The labour market is now a buyer’s market due to the high degree of job prospects, while it is now a seller’s market due to the stability of the economy.
3. Education is now created in such a manner that training is supplied inside the study, and a person with appropriate and required experience is picked for the work. Inexperienced applicants cannot fulfil the requirements of today’s jobs.

4. Managers are familiar with the methods for identifying a candidate’s weaknesses.
5. Public policy now includes numerous new limitations on who may and should be employed, as well as what kind of choices are acceptable.

6. The selection process becomes challenging if the job criteria are not clearly stated.
7. The cost of selection is expensive, but the rate of return is quite high.

Stages of Selection Procedure

Although it’s possible to argue that selection is a bad management function rather than recruiting, this is because picking applicants is harder than removing them.

The selection process typically comprises the following stages:

1. Receiving and screening of applications: Prospective employees are asked to submit their applications on white paper or in a prescribed form, and they must include all pertinent information; failure to do so may result in the candidate’s disqualification. This information includes the candidate’s name, age, educational background, date of birth, experience, parents’ names and occupations, address for communication, etc.
2. Initial interview: This interview, also known as the preliminary interview, is used to determine whether a candidate is physically and mentally capable of performing the duties of the position. Only a brief amount of time is allotted for this interview, during which the candidate is evaluated on his or her qualifications, experience, interests, age, and nativity, among other things.
3. Blank Application: An organisation uses a specific format for this selection process, and the nature of the format varies for each job; this is because different qualifications and skills are required for different jobs within an organisation. Care should be taken to ensure that candidates provide concise and pointed answers for queries raised in the form, as well as all relevant information should be included.

Following are some benefits of a blank application in the hiring process:

A. Acts as an urgent test device: This exam is meant to determine a candidate’s ability for rapid comprehension and problem-solving by requiring candidates to provide accurate responses to questions that are addressed in the application.

B. Shy candidates: Some applicants may find it challenging to answer questions during face-to-face interviews with employers. They may utilise this form to submit their responses.

C. Promote trust among applicants: When applications are sent to candidates for filling out, there is trust among the candidates since they are qualified for the position in question.

D. Basis for final Interview: The application responses serve as the foundation for the questions that will be asked at the final interview.

Candidates who cannot be hired right away are added to the waiting list even if they are deemed to be qualified for the position since the information they gave on the application is utilised to create this list.

4.Test: The organisation administers the test to determine whether to accept or reject candidates. Typically, many organisations offer the applicants questions to learn more about their ability, interests, general knowledge, etc.

Tests may be divided into two categories: Proficiency Tests and Aptitude Tests. Proficiency Tests measure the skills and abilities that the candidate already has, while Aptitude Tests gauge the skills and abilities that the applicant may gain in the future to execute the job.

Types of Tests

The likes, dislikes, and habits of an individual are measured through temperament tests, which are useful in determining whether or not a certain person can acquit himself in a given community.

(b) Achievement tests, also known as performance tests or trade exams, are used to assess an individual’s level of knowledge for carrying out the tasks assigned to them. Sometimes, achievement tests are theoretical in nature, in which case the individual is asked questions and given answers; for instance, an accounting test may assess an accountant’s performance in terms of accuracy and neatness.

It is believed that a person who is interested in a certain sort of job performs better than a person who is not interested in it, hence an interest test, also known as a vocational exam, is used to determine the individual’s interest in having the task allocated to him or her.

The most frequent intelligence tests used for management purposes are group tests, individual tests, self-evaluation tests, self-performance tests, verbal comprehension, fluency, memory, inductive reasoning tests, tests of reasoning, number facility, speed of perception, and similar tests.

(d) Intelligence Test is used to measure the mental ability, capacity, and general awareness of the individual.

(e) Personality tests are used to assess traits such as bravery, initiative, emotion, confidence, reactivity, capacity to get along with others, ability to inspire, general behaviour of the person, joy, leadership, patience, and character dominance.

(f) Situational tests are used to assess candidates’ responses to certain people and situations, as well as their likelihood of succeeding in their jobs under these conditions.

(g) A judgement test is administered to assess a person’s aptitude for using his or her knowledge, intellect, and experience to address situations that are put in front of them.

(h) Efficiency Test, often known as a dexterity test, is designed to determine how fast and effectively a person uses his hands to do the job that has been allocated to him.

Advantges of Testing

(a) Tests assist employers in determining if an applicant is suitable for a position or not.

(b) In addition, examinations assist in verifying a candidate’s claims about his credentials, expertise, etc.

(c)Tests avoid the possibility of a candidate’s personal preference.

(d) This test can be used to establish performance standards for the job.

(e) It is possible to lower labour turnover.

(f) Despite not being chosen, the applicant is happy with the selection process.

(g) Tests lower the cost of placement and selection.

(h) Tests reveal hidden skills, preventing them from being overlooked.

(i) Promotional and transfer tests may be administered.

(j) Administrative costs related to training may be somewhat reduced.

(k) The likelihood of work failure is decreased.

Disadvantages of Test

(a)Tests are employed as an additional way of selection because it is impossible to pick everyone perfectly.

(b) A test is better suited for a company if there are fewer open positions but more applicants.

(c) It is preferable to have an interview rather than the exam if there are few candidates.

(d) The mix of traits needed for different vocations cannot be measured by the test.

(e) Some applicants fail to demonstrate their abilities in exams.

(f)The exam cannot reveal a candidate’s true abilities and it cannot serve as a source of motivation .

According to Felix M. Lopez, “When tests are utilised appropriately, they may assist greatly in selection, notably and most especially in selection for management positions. A test has certain benefits and limits, but it can be said that more accurate selection is feasible via the test. In particular, and most importantly when confirmed by other information, all tests provide hints about a candidate that, when utilised appropriately, may aid significantly in selection and allow the assessor to make reasonably accurate forecasts of work performance. They make assumptions about a candidate’s intellectual prowess, aptitudes, attitudes toward work, or personality dynamics, each of which must be supported or refuted by information gleaned from different facets of the candidate’s history.

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Pre-Requisites of Effective Test

If the management takes the following measures while performing testing, the test’s shortcomings may be avoided:

(a) Validity: A test must properly forecast the requirements for work success in order to be considered valid. A test’s validity is dependent on how well it predicts how well an employee will execute their job.

(b) Reliability: It is the responsibility of the management to take into consideration a test’s reliability, which is defined as receiving the same result from any candidate tested however many times.

(c) Standards: The management should establish the standards for selection; some firms provide minimal marks for selection, while others set cut-off marks; nonetheless, these standards should be predetermined.

(d) No partiality: Management should make sure that tests are legitimate, give test results appropriate weight, and keep personal prejudices to a minimum.

(e) Specialization: Test administration, scoring, and interpretation involve technical expertise and testing-specific training, which should only be handled by qualified individuals.

(f) Supplementary: A candidate cannot be accepted or rejected based solely on how well they perform on the test; rather, the test should be viewed as an additional factor in the selection process, along with the information provided in their application and, if one was conducted, how well they did in the interview.

5. Checking References: Applicants may include the name and address of parent educational institutions and the present employer. The information provided in the applications is checked from these persons. If the referee is a present employer, the applicant’s job performance, salary drawn details, reasons for leaving the job, etc. are checked. References are sometimes requested from applicants, and providing references is the norm in society.

Some management firms do not take much interest in this regard. The prospective employer can gather information about the applicant’s character, conduct, ability, etc., from the referee. The verification of references might give accurate information about the applicant. However, some applicants may give false information regarding experience, past salary drawn, and reasons for leaving the job.

Some applicants have some well-wishers who are believed to be possible references, and no negative response is obtained from those references, despite the fact that many managements do not have a positive impression of the to provide references.

6.Interview: The management chooses a candidate through an interview conducted by one or more individuals who are experts in the interview technique and have in-depth knowledge in their respective fields. The interview allows the employer to assess the candidate with regard to personality, smarts, intelligence, attitude, and other factors.

The final interview is discussed here. The final interview is conducted only for candidates who succeed in the preliminary interview. The candidate should succeed in two stages of the final interview. In the first stage, the personnel department makes a decision on the candidate.

Kinds of Interview

The management conducts a variety of different types of interviews, some of which are succinctly described below:

(a) Direct interview: In this type of interview, applicants are asked direct questions and are expected to respond to them. Face-to-face interaction is the norm during the interview, so in-depth knowledge of the applicant is not typically observed, but skills, character, areas of interest, and attitudes can be inferred to some extent.

The applicant is asked to express his opinions on any topics he chooses, and the interviewer carefully listens to what the applicant says. The applicant has complete freedom of expression, and the interviewer does not interpret the applicant’s views. The management can quickly gauge the applicant’s personality through this type of interview.

(c) Patterned interview: This type of interview uses a set of standard questions that are formulated well in advance and that are to be asked of the applicant. The answers to these questions are discovered while framing the questions and are written near the questions. These are used for a verification purpose when answers are provided by the applicant during the interview.

(d) Stress interview: The interviewer will ask the candidate irritating questions, and if the applicant reacts angrily, the interviewer will determine that the applicant is unsuitable for the position.

(e) Systematic in-depth interview: In this style of interview, the interviewer starts with any of the questions and moves through them one at a time to acquire a comprehensive understanding of the candidates’ abilities and personalities.

(f) Board or panel interview: During this kind of interview, a group of people known as interviewers ask candidates questions about their areas of interest and then assess each candidate’s performance based on the responses they received.

(g) Group interview: Also known as group discussion or house party technique, it involves interviewing multiple candidates at once while presenting a common subject to the group. One group typically has six to eight candidates, and each candidate is assigned a number; they are not allowed to use the names of other group members. Candidates are chosen or allotted based on how well they performed in the group discussion.

Principles of Interview

Effective interviewing techniques should be used, and management should adhere to the following guidelines:

1. The management has to specify the precise goals of an interview.
2. The management must next plan the steps to be taken in order to accomplish the stated goals.
3. The interviewers should focus on topics pertinent to the open positions.
4. Before beginning the interview, the interviewer and interviewee must establish a rapport.
5. The interviewees are urged to speak freely and without reservation about their opinions or viewpoints.
6. The interviewer helps the candidates relax if they are feeling anxious or tense.
7. The interviewer must pay close attention to the candidates’ responses.
8. Immediately after the conclusion of the interview, the applicant’s performance is evaluated.
9. Closing the interview by expressing gratitude to the candidates will leave a much better image of the interview and the interviewer.

Process of Interview

For an interview, the following process may be used:

(a)Review of background information: Review of background information is the procedure through which the interviewer gathers facts on the applicant’s biographical information and the position for which he has applied.

(b) Question preparation: The interviewer must prepare questions in the field in which the applicant is interested. The questions are presented by the interviewer in an understandable way, and the answers are obtained from the applicant one at a time. The next question is raised only after receiving a full response to the first question, and the interviewer may raise sub-questions if the situation calls for it.

(c) Making the applicant feel at rest: The interviewer may relieve the applicant’s mental and emotional strain by showing compassion for the applicant throughout the interview and by having a thorough grasp of the application.

All the required amenities and conveniences are provided by the management to put the candidate at ease during the interview, and certain mannerisms like making disruptions by asking too many follow-up questions, raising eyebrows, or otherwise acting oddly regularly are avoided by the interviewer.

The interviewer must adhere to acceptable norms in order to choose an appointment, but the norms must be correct and they must serve as a foundation for choosing a candidate for a suitable person.

(d) Drawing out the best applicant: Some sets of questions are not asked in an interview, so it is a very difficult task to draw the best applicant out of the interview performance.

(e) Interview conclusion: The candidate leaves the room after the interview is finished, and the interviewer immediately evaluates the candidate’s performance. Some interviewers take notes during the interview, which may be used to evaluate the candidate. The next candidate is then invited for an interview.

7.Final selection: Only the needed number of candidates are chosen by management, and their selection must be approved by the appropriate authorities. Candidates are chosen based on their performance in the aforementioned exam and interview.

In selection Process, the personnel department manager chooses the applicant; in large organisations, a separate division known as the personnel department approves it; and the appointment order is promptly given to the applicant. Typically, the applicants are chosen temporarily.

8.Medical examination: Also known as a physical examination, this procedure is used to determine a prospective employee’s physical fitness; many organisations do not follow the process because some jobs do not require it. After the medical examination is complete, a medical certificate is obtained from the doctor, which is then attached to the joining report of the new employee.

9.Placement: Candidates are only placed on probation after completing all necessary procedures. The probation period varies from job to job depending on the nature of the position, but it is generally no longer than two years, with the possibility of an extension to three years in exceptional cases. During this time, new hires are closely monitored before being regularised after successfully completing the probationary period.

10.Orientation: Orientation is the process of giving new employees a quick overview of the organisation, including information about their coworkers, superiors, and subordinates, as well as the location of their workplace and their roles and responsibilities.

The orientation programmer helps the new employee to acquire a knowledge of the organization’s functioning without delay and facilitates the effective performance of a job by the new employee. The orientation programmer is carried out through lectures or films, the new employees are taken around the offices and plant, and they are introduced to the existing employees. Printed literature may also be used to the orientation programmer.

PROMOTION

1. Meaning: Defined as the assignment of a person to a higher position that entails a raise in status, compensation, authority, and responsibility as well as increased job-related knowledge and skills requirements.

Higher roles and important posts are filled by the management via the promotion strategy, which persuades the workers to be loyal to the management. Every employee has the desire to be promoted and is prepared to acquire the extra qualification and experience necessary for the job.

2. Basis for Promotion: The foundation for promotion may be seniority or competence. Seniority refers to the possession of greater competency refers to the performance of a certain work successfully than the other employees.

Senior workers say they have more job experience than others, thus they seek seniority as the foundation for advancement, whereas younger employees and management personnel favour competence. Senior employees prefer seniority over competence for promotion.

If senior employees are not given the opportunity to advance, they are less likely to give their jobs their full attention, which is the opposite of what would happen if competence were the basis for promotion. If competence were the basis for promotion, the younger employees might rule the older ones, just as a son would rule his father.

Senior individuals are not prepared to learn extra knowledge and skills required for the occupations to which they are seeking advancement, hence unfit people may also be eligible for promotion if the management prescribes seniority as the basis for promotion.

Since seniority is the foundation for promotion to a position that does not need much competence and competence is the basis for promotion to a job that demands professional abilities, it is inferred that the same management may use both criteria for promotion.

Qualities of Good Promotion Policy

Any management that practises a promotion policy should adhere to the following standards.

1. The management’s promotion policy, if it exists, ought to be extensively publicised and carefully observed.
2. In order for each employee to get comprehensive knowledge and experience, they should work in every position inside the company.
3. Each job should have a thorough and comprehensive job description, which will inform workers of the skills and background needed for each position.
4. Every employee receives a promotion via extensive exposure.
5. Through on-the-job training, vocational training, and other means, employees are allowed to gain credentials and experience.
6. Line officers suggest and the top management executive approves each and every promotion.
7. If a promotion is not granted to an employee, that person has the right to express his or her ideas and opinions about the promotion.
8. An employee who agrees to be promoted is given the position.

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