An employee shouldn’t simply be given the reins to a position that puts them out of their depth simply because they’re working well in their current job. While promoting the perfect candidate to an open role is easier said than done, there are a few ways to figure out who the right fit is.įirstly, avoid offering promotions to individuals simply out of office politics. The Peter Principle depicts its conditions as bleak and inevitable however, there are ways to overcome them.īelow are some tips for overcoming the Peter Principle: Peter suggests, it does describe a pattern that occurs in the hierarchical organization in a business. While it might not be the case across the board with all managers, as Dr. Instead, it’s a consequence of a hierarchical system that rewards its employees by dispensing promotions.Įven though the Peter Principle has a bit of a mocking tone, its validity in the business world is at least partially founded in reality. It’s not the fault of the employee that they end up in a role that they’re not qualified for. Under this reasoning and according to the Peter Principle, the majority of people who have been promoted to a position of power aren’t skilled enough to be there. Once they reach a level that they’re struggling in, they’re no longer awarded with promotions and stay in this position they perform poorly in. The principle comments on the structure of hierarchy-based businesses, in which employees are promoted based on a strong performance in their current position rather than actual merit or experience.ĭue to this thrusting of employees through the system of promotions, individuals eventually land in a position that they’re not qualified for, and the incompetence shows. Peter in his book titled under the same name. The Peter Principle is a business management theory that was first proposed in 1968 by Dr.
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