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Constructive feedback is the right way - as AC1 said, discuss the specific areas that they need to improve on, or gain experience with.
Give them suggestions on what kind of projects to work on, or suggest some contacts to make, so they can get experience in those areas.
Offer to mentor/guide them, they’ll appreciate the help and you’ll learn new skills too.
Just saying “You’re not ready” helps no-one, but helping them understand why they’re not ready, and helping them on the journey to bridging that gap helps everyone involved.
It also shows you’re living up to your corporate values - like Lead the way, Take care of one another, Foster inclusion and Collaborate for measurable impact.
Assuming they’re not just for show obvs
Good advice above. But….don’t forget to include what they are doing well/next level which they should continue to do. Good to highlight behaviours and skills heading them in the right direction.
Chief
That’s not hard. Tell them what specific things need to be improved, or added to their skills or experiences.
Tell them what is the bar for promo. Then tell them where they are at. And if you want to be more helpful to them, lay out a plan to close that gap.
This is the answer - can also add in how they can use their strengths to close that gap in the plan part :)
Start with “I don’t believe you are ready to be promoted and here are the things I want you to focus on…” be direct with your first sentence
Good luck
As someone who has been told this, I appreciate a very clear and up front statement to avoid ambiguity. Followed up with constructive development points... such as youre not as established as your peers at XX then challenge them to identify how to craft that opportunity and work with them for a potential target time frame and objectives
Pro
Just send this. They will understand
“You’re not ready to be promoted…”
Dad?
Chief
“Patience, Daniel-san”
I usually start by asking if they know what the next level entails and how responsibilities and expectations shift. Many times I notice people have a cursory understanding so I use that as an opportunity to start by saying it is deeply important to exhibit these skills with ease because its not about just getting promoted, but about performing well once they are there so that they do not get themselves in a position where they are ranked well below their peers. It is also not about getting those skills right just 1 time but to build that capability so they don't get it wrong.
Also understand what is their driver- is it money alone or is the organization one where certain opportunities are unlocked only at certain levels? If it is the latter, then see how to help work around that mandate because that will revive their spirit while also giving them the chance to learn and perform new things safely. This way if they ever choose to leave they are leaving with a higher set of skills.
We have defined behaviors and performance expectations for each level. I ask the person to write a matrix showing accomplishment and evidence they are performing at the next level for each requirement. It’s black and white.
I’ve done this before, it’s a great way to see where you do and don’t fit the expectations of the next level.
The gaps are obvious, and you can focus on those without ambiguity.
Chief
By not promoting them.
You also should not find out at year end that they thought they were going up.
If you’re being honest with them, tell them what is needed, and outline a timeline of what they can expect, and clarify what part they will do, and what part you (or someone else does - like advocacy, coaching etc). Help assign them to projects that will get them there. If the issue is that really you think they’ll never be ready, have ChatGPT help you find the HR-y way to say that. Don’t be the person that gaslights and strings someone along.
Pro
Directly, along with what they need to improve.
If someone is truly not ready to be promoted/hasn’t earned promotion it is extremely simple to present specific reasons and areas of opportunity for why they aren’t ready/didnt earn it. Those situations are enough to justify. This only becomes challenging when someone DID earn promotion/is ready for promotion and they are denied for it, which happens too.
Not being ready is just a single flop, not a flop era and sometimes out of our biggest flops come the biggest slays.
Was told this last week with 0 feedback on why and i am seething. Would have appreciated if i was given concrete reasons and a path to make up and shortcomings. Explain to them why and offer to help them if you care about the relationship
There is away back. I know of a few people who have been put on Improve performance and have gone on to be promoted a few years later. Let them know not to be despondent
By saying you're not ready to be promoted
break it sooner than later, lest they suffer in unproductive ways