Over promoting is another risk.
Some employees are best where they are,
and can struggle when presented a dif-
ferent role and/or more responsibility,
even if it's something they wanted and
applied for.
"Every single person is potentially the
weakest link" in a business, Nolan says.
Addressing these failed promotions is
tricky as well. In some cases, employees
will be aware of their struggles and may
approach management about moving
back to their prior role or a different po-
sition. Others may push through, hoping
to improve and master the job.
In cases of the latter, the employee's
pride and receptiveness to a distributor's
suggestion for a new position ultimately
determines whether they remain in the
business.
There's also the question of culture,
and an injection of new personalities
and ideas. Even businesses with strong
internal culture require new infusions of
talent from time to time.
Promoting a steady worker into a po-
sition of authority may ensure the status
quo, but doing so forfeits the potential
that comes from someone new. There
are candidates out there that can fi ll your
positions and strengthen your team.
"When we have to hire outside, it's
always a balance of fi nding the right skill
set versus the right fi t," says Callison. "I
think it's fi rst most important that we
fi nd people that will work and fl ourish
with Midwest Wheel."
20
T R U C K P A R T S & S E R V I C E | S e p t e m b e r 2 0 1 7
Cover Story
Promoting from within can improve employee
loyalty and commitment to a distributor's business.
If an employee has done really well
for us over the years we want to give them
the opportunity to advance.
– Allan Parrott, president at Tidewater Fleet Supply
