As someone who has worked in HR, the distinction you draw between promotion and merit recognition is spot on, and most teams massively underestimate how much damage they do when they try to solve a recognition problem with an org design decision instead.
This was really interesting and insightful. The distinction between "this person is doing an excellent job" and "this person is ready for a new job" is deceptively simple but most orgs never make it explicit. When promotion is the only lever, you're solving a recognition problem with an org design decision. Those costs compound quietly until you're trying to hire above someone with a title they haven't grown into.
The loudest person getting the promotion while the high performer keeps their head down is a feature of the system, not a bug. Which means fixing it requires changing the system, not managing the people around it.
"Honestly, it's the best negotiators who get rewarded. Not always the best performers." This reminded me of so many stories one of which is this:
Once, I fought hard to proactively raise someone's salary on my team. They were underpaid and delivering above their level. Management pushed back: "We don't raise salaries unless someone asks." Great breakdown, Chris.
Interesting perspective to consider during performance reviews. The distinction between promotion and merit recognition is important when companies separate the two thoughtfully, they can fuel motivation without creating unhealthy competition.
As someone who has worked in HR, the distinction you draw between promotion and merit recognition is spot on, and most teams massively underestimate how much damage they do when they try to solve a recognition problem with an org design decision instead.
This was really interesting and insightful. The distinction between "this person is doing an excellent job" and "this person is ready for a new job" is deceptively simple but most orgs never make it explicit. When promotion is the only lever, you're solving a recognition problem with an org design decision. Those costs compound quietly until you're trying to hire above someone with a title they haven't grown into.
The loudest person getting the promotion while the high performer keeps their head down is a feature of the system, not a bug. Which means fixing it requires changing the system, not managing the people around it.
Thank you neema!
Separating role change from reward feels overdue.
It’s true. When promotion is the only lever you have to pull, you’ve backed yourself into a corner as a talent manager
"Honestly, it's the best negotiators who get rewarded. Not always the best performers." This reminded me of so many stories one of which is this:
Once, I fought hard to proactively raise someone's salary on my team. They were underpaid and delivering above their level. Management pushed back: "We don't raise salaries unless someone asks." Great breakdown, Chris.
appreciate your anecdote! It happens all the time, folks fly under the radar, remain under paid and don’t realize that they can just ask for things.
Interesting perspective to consider during performance reviews. The distinction between promotion and merit recognition is important when companies separate the two thoughtfully, they can fuel motivation without creating unhealthy competition.
Really interesting. The best companies are people focused and let their people know they are valued and appreciated.
100%!