When promotions feel political, people assume the loudest advocate wins. This is Week 6 of the 7-week series by Ash Taherian, using the Performance Management Playbook’s promotion process.
Make eligibility mechanical
In the playbook, the performance team sends managers a list of who is eligible. Eligibility needs at least a year at the current level, no ratings below the talent bar, and repeated top grades in recent reviews (the playbook asks for more of them for senior promotions). Tenure alone never qualifies anyone.
Make the case explicit
Managers validate or reject each nomination with a business rationale and evidence, for example in STAR format (Situation, Task, Action, Results). Rejections need a reason too.
Make approval and timing predictable
- Promotions run every 6 months, while reviews stay quarterly, so a promotion reflects consistent performance.
- The department head (or more senior leaders for senior roles) gives the final approval.
- A promotion raises seniority within the existing title rather than inventing new roles.
See how grades feed outcomes in the performance management framework and the rating scales guide.
Method source: the Performance Management Playbook (QuantumLight), summarised and applied by Ash Taherian. Examples are illustrative, not benchmarks. Ash works at Revolut People, which sells performance software.
Next: see all alternatives to annual performance reviews.
Get the full method: download the free Performance Management Playbook PDF (name + work email).
Free tools: estimate what your review cycle costs with the performance review cost calculator, or see if your HRIS is holding performance back with the HRIS switch checker.
FAQ
How often should promotions happen?
The playbook runs promotions every 6 months, with quarterly reviews feeding the decision.
What makes a promotion fair?
Clear eligibility from review grades, a written business case with evidence, and a known approver.