Lecturers and employees’ Promotion program Purpose:

The most important privilege of lecturers and employees’ promotion is the feeling it creates. In fact, a person feels great when he/she sees their efforts are appreciated at the workplace. When one’s efforts are recognized, they work even harder to increase their productivity. In other words, job promotions motivate employees to increase their efforts at an institution for more achievements.

Benefits and importance of Job Promotion:

In fact, promotion is not just a way to delegate more responsibilities to employees with excellent performance, rather it is a way to motivate and spirit of staff members. Encouraging employees not only helps with enhancing employees’ creativity and productivity, but it also helps with retaining excellent staff within the institution. In the following some of the related issues to staff promotion are highlighted:

1. Recognizing and supporting staff performance

The most important privilege of employees’ promotion is the kind of good feeling it creates. In fact, a person feels great when he/she sees their efforts are appreciated at the workplace. When one’s efforts are recognized, they work even harder to increase their productivity. In other words, job promotions motivate employees to increase their efforts at an institution for more achievements.

2. Strengthening staff motivation and loyalty

When an employee is promoted, he/she is motivated to do more. More motivation means more creativity, more productivity and better working environment at an institution. Additionally, job promotion increases sense of belonging and heightens staff loyalty to the organization and the individual makes any efforts to advance the institution towards its goals.

3. Retaining decent staff through timely promotion

Identifying decent and talented staff members and to timely appreciate their work through promotion more likely will encourage and motivate staff to work harder and remain in the job rather than thinking about moving to a new workplace. This approach helps to retain the staff and preserves the skills and talents that the organization need. Through providing a good working environment, the organization no longer needs to think about hiring new employees that require new costs to train them. Retaining staff, in fact helps the organization to remain stable and prevents any unnecessary costs in terms of money and time.

4. Creating competitive workplace:

In a workplace when an employee with better performance is encourage and recognized, other staff are also motivated to work harder. This creates a healthy competitive work environment. Such competition that motivates everyone to be creative and productive is very useful for an organization.

5. Training future senior managers:

When the senior management of the institution decides to identify and encourage an employee, they are actually trying to identify talents and managers for senior leadership position of the institution. Training and empowering creative and exemplary employees not only helps with as identifying future senior managers but it also supports creativity within the institution in the short term.

6. Staff dissatisfaction:

When an employee is not encouraged and his/her efforts are not recognized, gradually they will feel dissatisfied and discontent. This feeling of dissatisfaction reduces one's work performance and affects organizational performance and productivity. But having a system of evaluation among employees, encouraging them, and promoting them based on the hierarchies defined in each organization, can to a large extent prevent employees feel unhappy.

Ways to execute the plan:

To implement the plan, it is required to correctly evaluate employees’ skills, abilities, talents, performances and other factors; some of these are highlighted as follows:

1. Performance:

One key and important factor to give an employee promotion at a right time is to evaluate their work performance during the year.  This way, academic and administrative staff are evaluated during the year and earns a score during the annual job performance.

2. Duration of Service:

When staff are promoted, the duration of their service will be taken into account and those with higher duration of work at the institution are prioritized for promotion.

3. Abilities and Competencies:

An employee’s ability and competency is one key criteria for promotion; this is used when the University decide to promote its lecturer and staff members.

4. Educational document and Technical abilities:

Level of education and technical skills of an individual are taken into account during employees’ performance appraisal. This is another criterion used to evaluate employees for promotion. Hence, staff members with excellent education background, and technical skills will be considered for promotion.

Ways to for promotion:

There is no discrimination between employees at lower and higher positions in deciding for promotions. The following points will be considered:

Low ranking employees:

Employees with these conditions will be given support and special attention:

• Employees with higher than expected performances: employees with inherent enthusiasm for work;
• Supportive employees: employees who are eager to assist and help their colleagues and peers;
• Innovative and adept employees: employees who are highly motivated to learn other new skills;
• Flexible employees: employees who in addition to their abilities to effectively work in a team can easily adapt to new conditions and contexts;
• Committed employees: employees who preform their duties very accurately and they are more prepared to adapt to emerging conditions;
• Employees who endure more responsibilities: employees who take additional responsibilities in addition to their assigned tasks and duties;

B. Promoting employees to managerial levels:

The following attributes and characteristics are also taken into account when an employee is considered for promotion to a senior and management position. These are in addition to the attributes mentioned above:

• Managers who are able for self-management: the ability of an individual to motivate their selves and preform their duties and responsibilities without supervision by a senior manager;
• Managers whose objectives are organizational success: those managers who never sacrifice organizational objectives and successes to their personal ones;
• Managers with a sense of ownership and responsibility: managers who feels ownership of the assignment and who do everything they can to succeed in their work and business;
• Managers who volunteer for additional responsibilities: managers who volunteer to do more and take more responsibilities.

Chapter 2:

Capacity building and empowering employees

Internal capacity building program

Ghalib University strives to meet its key and long term ambition of providing professional services. Considering the prominent role of human capital and work force in meeting such ambitious aim, the University makes any effort to build its employees capacities and skills according to the following program.

7. Bachelor’s Degree Program to Administrative and Support Staff:

Ghalib University undertakes its responsibilities to recruit support and admin staff in order to offer best educational services. These staff members include those who are either high school graduates or have some secondary education. Encouraged by the University, they have enrolled to Ghalib’s undergraduate program of studies. Today as holders’ of a university degree they provide best possible services in their jobs. In this category, staff members of transport, reception, and other sectors have benefited from the program.

8. Training workshops:

Like in the past, the University according to its five-year strategic plan, will continue to conduct training workshops to enhance its employees’ professional skills.

9. Short and long term courses:

Ghalib University conducted short term English and Computer skills training courses in the past. Based on its five-year strategic plan, the University will continue to organize such training courses, in addition to training courses on national languages. 

Overseas Capacity Building Programs:

As stated in the Benefits and Salary Policy of the University, Ghalib University considers both short and long term capacity building programs for its employees. According to article 25 of the policy, the University provides short term on the job training and capacity building programs to its staff members in order to enhance their professional skills and experience. In such programs, as agreed by the institution, employees can benefit from formal training programs while preserving their salaries and other benefits.

According to the policy, when Ghalib University finds is necessary for its staff to attend a training program, the University is obliged to pay for their training expenditures. according to the policy, the short term programs can not exceed a duration of 6 months. Also based on the policy, the University sends its most qualified and dedicated lecturers overseas to pursue Ph.D. programs of studies while remaining a staff member of the University during their studies. During the course of the doctoral studies, lecturers are paid their salaries and benefits when agreed by the founding members of the University. Article 26 of the policy stipulates the conditions for such scholarships. The policy also outlines other conditions to be agreed by the University and the candidates; in order to prevent any possible conflicts in the future. Such conditions will be outlined in a separate agreement signed by the candidate and the University.

Due to advancements in science and technology, the developing countries often attract and recruit experts and professional staff from overseas, which is costly and expensive. In addition to this, it often creates problems for the institutions. That is why, Ghalib University develops and works on plans to build capacities of its own staff and lecturers through the following programs:

10. Master's Degree Programs

According to its five-year strategic plan, Ghalib University sends its academic staff abroad for graduate study programs (Master’s Degree). The University pursues this policy in order to train committed professional academic staff. Conditions for sending staff for this program will be stipulated in a separate memo.

11. Ph.D. Programs:

Ghalib University calls attention to increasing human capital through a doctoral program of study too. As already noted, the University in accordance to its staff benefits and salary policy plans to send at least two of its academic staff and lecturers to pursue doctoral program of studies overseas. The University has signed MoUs with prominent regional and international universities in this regard. The conditions for sending lecturers abroad are also stipulated in the procedure.

12. Support Program to retired employees:

In accordance to the University bylaw and the staff benefits and salary policy, Ghalib University considers pensions to its staff. All conditions related to the pension system of the University are stipulated in the regulation.

13. Provision of Health Services:

The staff benefits and salary policy also considers health benefits to its employees up to 50% inside the University’s cadre hospital. Staff of the institution can use the benefits in accordance to the policy.

14. Monitoring and Evaluation :

As mentioned in the first chapter of this development plan, the University has a process to identify creative, committed and competent employees who once identified will benefit from an increased annual salary in the next year.

Note: The University’s development plan was approved by the Academic Council in 22 September 2018 under protocol number 42.