Why Employers Should Consider Duel Advancement Tracks

Why Employers Should Consider Duel Advancement Tracks

Both at the Equal Employment Opportunity Commission and as in-house counsel, I encountered hundreds of first line supervisors and understand the importance of the first line supervisor to any organization.  Most first line supervisors who have received proper training perform effectively.   On this other hand, some first line supervisors who probably should never have been made supervisors in the first place turn out to be terrible supervisors. Unfortunately, in most companies, the employee who is an outstanding individual contributor has to join the management team in order to advance.  I advocate that the savvy employer opt for duel track advancement. 

Too often employees are recommended for supervisory positions because they are skilled at their jobs, excelling as individual contributors.  But there are times when excellent individual contributors do not have the skills necessary for supervision.   While it is essential to have a knowledge base in the area that you are supervising, it is not necessary to be a technical super star.  Among the characteristics required to be an effective supervisor are first-rate inter-personal skills, good listening skills and on some occasions, a modicum of compassion.  Most employees who have supervisors who have these qualities feel that they are being treated fairly in the workplace and perform to their greatest potential.

To avoid the problem of promoting an employee into supervision who does not have the skills to become an effective supervisor, I recommend creating a two-tier promotion structure.  Allow the excellent individual contributor to advance on a parallel track to the employee who is being groomed for supervision.  The two should have similar job titles and receive the same base pay because the company values the two tracks equally.   The employee in the supervisory role should receive other incentive pay in the form of a bonus, stock options, a combination of the two or some other form of incentive pay because they are managers, and their success is dependent on the performance of others.   Having supervisors who have been thoughtfully considered for the job they are to perform will always result in fewer internal and external employee complaints.

Your Fellow Virtuoso,

Wanda E. Flowers, Esq.

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