Questionnaire for Promotion Process Benchmarking

1) Understanding the organisation structure.

a. How many grades and levels (13);
Differences between grades: role requirements
b. Level and grade mapping to tenure - Yes
c. Level and grade mapping to educational qualification - Yes
d. Level and grade mapping with work experience - Yes
2) Promotion process for each grade and level
a. Promotion process
Understanding the criteria for promotion. Different measures used
(Performance in the last 2-3 years, Tenure, Enlargement of responsibilities,
Potential Assessment Rating (Whether Hi-Potential identified through
Potential Assessment process and Development Centres) and Manager, FH
/ BU Head recommendation and HR Approval
Stakeholders/Participants and their role in the process)
Manager recommends the employee for promotion. BU Head / Function
Head vet it and approve it. Finally the HR Business Partner along with the
HR Head signs off the promotion.
When does it happen? (Is it an ongoing process?Or at a particular
time in the year?) Planned promotionstypically happen after the final
appraisal process. However in certain cases, can happen during the year
based on the need, vacancy and urgency.
External or Internal
i. Eligibility (for each level and grade)
1. How much time should an employee spend at the
current designation for them to get promoted?
Atleast 2 years
2. Performance related eligibility?
Atleast 4 or 5 rating(Exceeds Expectations or Far
Exceeds Expectations) in the last 2 years
3. Other criteria
Employee should have a Potential Rating of A, A-, B, Bb. What are data used for consideration of promotion? How is the data
from the performance ratings used for promotion? What are other
processes used (other than PM) The Potential Assessment and
Development Centres process is used for deciding promotions as
well. The employee should have the Potential Rating of A, A, B, Bafter the Potential Assessment and Development Centres.
c. Elements of the process: Understanding the entire process (If they
use psychometric tests, internal/ external, panel discussions)
i. Assessment Centres? There are no Assessment Centres.
However, there are Development Centres in order to identify
Hi-Potential employees and then groom them to take on the
next roles through an Individual Development Plan.

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d. Internal and External

i. Any other internal process? Who are the stakeholders? And
their role?
ii. Any external partners? And their roles?
Special Cases: While you look at tenures of employees, how does the policy
work in case of
a. lateral hires? There is no change in the policy
b. High Potential employee? High Potential employees are groomed
to take on next levels through specialized training programs and
IDPs. However, there is generally no change in the policy.
How flexible is the process? Are there any exceptions? Yes in certain cases,
where there is a need and urgency, the process may have some exceptions
How do you manage transition from one level / grade to another? Are there
specific transition processes? Yes, there are targeted training programs for
transition.
How does the promotion process align with other HR processes, particularly
Talent Management and development processes? Some of the details of those
processes.
Like mentioned earlier, the Promotion and Talent Management processes are
closely linked with one another as one of the inputs for Promotions comes
from the Talent Management process (Potential Ratings, Development
Centres)