ÍÃ×ÓÏÈÉú

A promotion occurs when there is an increase in supervisory responsibilities, an increase in responsibilities and salary and/or an upgrade in title. A redistribution of work at the same level within a unit is not a promotion. Questions about promotion should be directed to the appropriate personnel office.

Promotion(s) should result in an improved organization and/or leverage the effectiveness of our human and financial assets. The most effective promotion processes are those with clear criteria for considering promotion candidates. Without clear criteria and processes, the decision of who gets promoted and when can appear unfair and/or arbitrary to others. Favoritism, real or perceived, has a detrimental effect on staff morale and productivity. If, however, a division establishes clear criteria for promotion and/or has created clear pathways for promotion, it enhances morale, fosters the development of effective professional development plans and aids in the retention of talented staff. There are two promotion processes:

1. Promotion Using Established Pathways - Some types of positions have various levels and clear pathways for promotion that can and should be established (e.g. assistant, associate and senior fundraiser). Once criteria for promotion have been established, promotion can occur as a matter of course upon the attainment of the criteria (e.g. completion of a master’s degree) or following a review and assessment (5 years of exemplary service). Human Resources/Academic Personnel and Office of Equity and Equal Opportunity are available to work with divisions to establish pathways for promotion. All promotion pathways must be approved by the divisional vice-president as well as Human Resources/Academic Personnel and the Office of Equity and Equal Opportunity.
2. Promotion from One Position to Another - Often there is only one employee in a position and when that position is vacated, the division desires to promote from within the division, department or University. In those cases, the following steps should be followed:
   1. Analyze the position- review and update the job description. Determine which are the essential qualifications and those qualifications the strongest candidates should have ( e.g. supervisory or managerial ability)
   2. Determine what other neutral criteria would be used to evaluate the candidates for promotion (e.g. employee’s work record)
   3. Determine whether an open search is necessary or the position can be posted for internal candidates within the department, division or the University. If the vice- president of the division (or president for those departments reporting to the president) or designee agrees that an internal promotion process is desirable then the proposal to post a position for internal candidates only must be approved by the Department of Human Resources/Academic Personnel and the OEEO. The following materials should be submitted along with the request for an internal promotion posting:
      1. The updated position description, a written description of the proposed promotion(s), including a current and proposed organizational chart. The proposal to post within the department, the division or the University as approved by the appropriate vice president or designee along with the proposed neutral selection criteria.
      2. A good faith estimate of the number of persons within the department or division who possess the requisite qualifications. If the good faith estimate is less than three- identify the potential candidates by name.
      3. If any position responsibilities are to be transferred or eliminated, an explanation supporting the change(s).
      4. Identification of any positions that will be eliminated as a result of the promotion and the objective reasons why these positions were selected for elimination.

The University’s non-discrimination policies apply to requests for an internal promotion process. Review and approval of promotion requests are complicated and involve a review of a number of factors including the diversity of the workforce and the opportunities that exist for current employees as well as the opportunity to attract new talent to the University. Under- representation of women and/or minorities within a division may weigh against approval of an internal promotion process.

Please note a request to promote a specific individual from one position to another without posting is a disfavored process and requires extensive information, review and analysis. Such requests should be accompanied by all the items identified in #2 above and the following:

1. The name and resume of the person you desire to promote and 3 most recent evaluations (or all evaluations if employed at ÍÃ×ÓÏÈÉú for less than three years) along with a written explanation as to why this person should be promoted without following the posting process.
2. Identification of any positions that will be eliminated as a result of the promotion and the objective reasons why these positions were selected for elimination.
3. A list of all employees whose title, salary, reporting relationship, departmental assignment will be impacted as a result of the promotion(s) and the proposed changes in their duties or responsibilities, along with the employees’ resumes.
4. If requested, a list of employees whose title, salary, reporting relationship, departmental assignment will not be affected as a result of the promotion(s), along with the employees’ resumes.