| You may be thinking and asking yourself why you | | | | applied for a position?o Are you well acquainted |
| are not being considered for a promotion when | | | | with the systems and procedures in the |
| you have the right qualification and experience. | | | | department you aspire to work for?o Do you |
| You may also be asking yourself why the | | | | know how to manage staff?o Can you work |
| company appointed you in the first place if you | | | | harmoniously within a team?o Do you know what |
| are not considered good enough for a promotion | | | | are the challenges and problems faced by the |
| now. Before you give up trying, consider some of | | | | department you want to work for?o Can you |
| the following and measure yourself as to whether | | | | provide answers and solutions to some of the |
| you meet some of the requirements demanded | | | | identified challenges?o Can you provide evidence |
| by employers. | | | | about some of your work achievements? Hiring |
| What personality traits are employers looking for? | | | | managers want to see facts and figures as |
| Recruiters are looking for people who know the | | | | sufficient proof of your achievements.o Can you |
| mission and vision of the organization. People who | | | | prove that you can do the job you're seeking? |
| know the strategy, goals and objectives of the | | | | Show the following proof; |
| organization. You probably know several | | | | - What projects did you complete that added X |
| colleagues who have been promoted but who | | | | percent to the bottom line or saved X percent in |
| could not even recite the mission and vision of | | | | costs and what specifically did you contribute to |
| the organization. You even know of some who | | | | that success? |
| switched jobs and were promoted by your | | | | - What successful projects did you launch and |
| competitors. You hear on daily basis in corridors | | | | how much did they add to the company's |
| about favouritism, nepotism and how flawed the | | | | revenue and profits? |
| hiring process is in your organization. People with | | | | Employers are looking for passionate, talented and |
| more than two decades of experience are | | | | committed people. People with initiative - people |
| overlooked in favour of the young and often | | | | who make things happen. Provide proof of this |
| inexperienced colleagues. | | | | when you discuss about your current projects. As |
| Your labour union is not able to assist either | | | | a serving official your employer do not want to |
| because they are part of the hiring and interview | | | | hear about what you did when you were in |
| panel. Appointments are justified in the name of | | | | college, do not focus on dry recitation of jobs held |
| affirmative action and gender equality | | | | and meaningless proclamations of competency, |
| prerequisites you believe. It does not matter in | | | | because you have been in his employ now for |
| what department you are employed, Human | | | | some time. It is true that employers promote |
| Resources, Finance, Marketing or Operations there | | | | people they like. People they like because of their |
| are ten fundamental keys you need to know in | | | | participation and contribution to the organization. |
| order to get that promotion.o Do research about | | | | It is only by honestly answering these questions |
| the post you have applied for. This should not be | | | | that you will gain insights and understanding of |
| too difficult since you are a serving official.o Do | | | | what hiring managers look for when interviewing |
| you have the necessary knowledge of how to | | | | internal staff. Your honest answers to these |
| manage an allocated budget for your | | | | questions will move you through this highly |
| department?o Do you understand the process | | | | competitive post promotion interviews. |
| flow within the department in which you have | | | | |