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One of the things you discover when working at a large corporation is that promotions are not just something that happens, there’s a process, and that process is all consuming several times per year.
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It‘s all about feedback
Most large companies do half-yearly (or if they hate themselves, quarterly), “review cycles” in which managers write up performance reviews of their staff, based on the feedback the staff member has given, the person’s meeting of their objectives, and so on. Managers generally need to decide if the staff member has met or exceeded the expectations for their job and level, as set out in their job’s overall profile. Each kind of job has certain performance indicators and feedback generally gets classified against which indicator they align with, or oppose.
Based on all of this data, the manager writes up a recommendation as to whether the employee warrants promotion, or performance management, or something in-between. These recommendations get shunted up the stack to managers who need to make promotion and bonus decisions based on the feedback from the managers who report to them. Not…
