Manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times’ Headstart newsletter.
Q: I was promoted to a role I don’t feel I’m ready to perform in. What should I do?
A: Many employers now prefer to promote internally and do so more often than before, says Ms Sujata Biswas, talent and transformation leader for consultancy Mercer Singapore.
“Internal candidates understand the organisation culture, have already built relationships within and across teams, and hence often ‘hit the ground running’ as compared to external hires,” she notes.
“Many organisations prefer to ‘bet on internal talent’ rather than hire externally, demonstrating the commitment to build rather than buy talent.”
External talent often comes at a higher cost as well, she adds.
Against this backdrop, Ms Biswas says employees may be promoted even if they do not feel ready as their employer may understand what the new role needs and assess their abilities differently.
“In organisations that commit to building talent internally, the focus could be on promoting employees who are almost there – 80 per cent to 90 per cent ready – and providing the support needed to enable them to succeed, such as mentors or training,” says Ms Biswas.
It is also prudent to consider where the apprehension stems from, to help you decide on your next course of action.
Ms Biswas says: “Sometimes, larger roles come with different responsibilities and associated targets.
“For example, a specialist who enjoys building their technical capabilities may not want to take on the responsibilities of managing others that come with the larger role.”
She suggests to those who do not feel they can match up to the expectations of their new role to start an open and transparent discussion with their manager.
“Your manager can help identify alternative roles or pathways for growth.
“It’s also important to share your perspectives on areas you think you may need to build or develop to be ready for the role.”
Such conversations alert your manager and employer to your wish for help, and narrow down the types of support you may need, such as specific training.
Meanwhile, Ms Biswas suggests employers put in place career pathways for those who want to focus on honing their skills as specialists.
This would reduce the chances of differences in a person’s idea of career progression from the nature of the promotion.
“It is increasingly important for organisations to give employees options to grow at their own pace and choose the path that suits their aspirations.”
To help retain and motivate talent, these pathways should be transparent and progression evaluated based on demonstrated skills rather than credentials, Ms Biswas adds.
Those up for promotion can also seek mentoring and coaching to help them navigate the transition.
For their part, managers will need to support these candidates through open communication and regular feedback, she adds.
“By encouraging open communication and regular feedback, along with setting achievable goals, employees can confidently navigate challenges.”
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