This project report is about “Developing a good promotion process”. Tempo-Team, the 2nd major temporary work agency in the Netherlands encounters issues with getting fresh workers and sustaining existing employees. Furthermore the corporation battles with a high rate of employee turnover, that is costly. To get rid of these issues the management whishes to bring in a ‘talent management strategy’. Tempo-Team’s human resource development (HRD) department is bothered with building this strategy, which they call the talent development program (TDP). Among the many goals of the TDP is to boost the self motivation of (new) consultants to develop themselves within Tempo-Team. However to be able to accomplish this goal a few issues need to be fixed. By using exit interview it turned out that the key cause for workers to leave the organization is the shortage of clear career perspectives, that is primarily due to the absenteeism of a clear promotion method for consultant to senior consultant. The function as staffing consultant can be viewed as as ‘the port of entry’ of Tempo-Team and the transfer to senior consultant should be made so as to become a manager. In order to get over the issues, a new promotion method for consultants has to be launched, in the TDP program. The intention of this study is centered on developing this innovative promotion procedure. The procedure has to be transparent, fair and fit within the business. And so the following central question is developed and answered through the study: ‘How can the promotion process from consultant to senior consultant at Tempo-Team become more transparent and fair?’
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Contents
1 Introduction
1.1 Introduction
1.2 Problem definition
1.3 Relevance
Chapter 2 Research Design
2.1 Research Objective
2.2 Definition of concepts
2.3 Research Questions
2.4 Research method
2.5 Data Collection
Chapter 3 Situation at Tempo-Team
3.1 Job levels
3.3 Key performance indicators
3.4 Behavior Profiles
3.4 Personal objectives
3.5 Appraisal authority
3.6 Overview of criteria new promotion process
Chapter 4 Theoretical background
4.1 Promotion systems designs
4.2 Promotion criteria
4.3 Changed organizational context
4.4 Measuring & assessing behavior
4.5 Overall theoretical model for appraising a promotion
4.6 Overview of criteria from literature insights
Chapter 5 The new promotion process
5.1 Overview new promotion process
5.2 Job-levels & behavioral differences
5.3 The consultant phase
5.4 The senior nominee phase
5.5 The senior consultant phase
5.6 Evaluation
5.7 Conclusion
Chapter 6 Consequences for transparency & fairness
6.1 The local situation
6.2 Role of the manager
6.3 Monitoring
6.4 Conclusion
Chapter 7 Conclusion & Discussion
7.1 Conclusion…….
Building an Effective Talent Management System
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