Recognise that internal promotion may not be the best option when an organisation is underperforming or when significant changes need to be made. Although “fast-tracking” can help retain certain workers interested in corporate advancement, there are often a number of valuable employees who do not desire such promotions. To be successful in using internal promotion to better your organisation, find ways of motivating workers who are not interested in promotion. It also complements “talent management” and fast-future promotion. When a seamless transition between key workers is important, internal promotion is useful. Internal promotion involves choosing successors from within an organisation, to ensure that people who are already familiar with the company are appointed to leading positions, to ensure consistency and avoid drastic changes. If promotion is not guaranteed in advance, all those hoping to be considered for promotion will be motivated to improve business acumen and performance. Also, rather than earmarking certain people for possible future promotion, this open approach allows an unrestrained, competitive selection process during succession. By choosing influential employees from a diverse array of candidates, a company will gain a valuable range of different skill sets and perspectives to guide it through a variety of challenges.
The strength of the Darwinian approach is that it promotes a meritocratic system, where the most talented workers are selected, bringing fresh perspectives, and increasing the competitiveness of an organisation. This two-tiered approach is successfully used by many corporations. For example, a high percentage (80%) of senior roles may be internally appointed, while junior roles are selected in a Darwinian way, with employees chosen from a large pool of talent both inside and outside the company. It is necessary to use either internal selection or the Darwinian approach at different levels or at different times. Most organisations struggle with how to turn succession into success. The internal selection approach advocates choosing successors from within, to ensure a smooth transition, preserve company values, and encourage employees by showing a potential career path. There are two approaches that can be used at different times to ensure success.
It could be as well a change in policy of an organisation leading to reorganisation of operations and human resources. Succession on the other hand is a shift in position as a result of promotion, transfer, retirement or death of others. Promotion comes as a result of ones performance on the job over a period of time, or it could be said to be an advancement in ones profession.
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