Promote employees with true potential
The goal of promoting talents based on merit is to allow employees to progress based on good performance and potential. As such, an organization promoting based on the principles of inclusive meritocracy can maximize its outcomes, all while supporting its employees.
1. Practice transparency when it comes to promotions and development
Publicize your clear, objective criteria for promotions, rewards, and role changes: Transparency in career development builds trust and ensures fair access to growth opportunities. Establish full transparency towards employees regarding their talent status in the talent management system (including the reasons for the designation). This will boost morale, a sense of fairness, and recognition / appreciation, and help you achieve a diverse talent pool (Kost et al., 2024; Bohnet, 2016).
A study from the Leaders for Equality project at the University of St. Gallen found that 82% of male and 84% of female managers believe that “performance and competency count, not gender” (Schambach & Nentwich, 2021). However, performance criteria are not always neutral, objective, or fair—and may unintentionally reinforce workplace inequalities. To drive equity, organizations must critically review and evolve their performance assessment frameworks, ensuring they are transparent, inclusive, and aligned with measurable outcomes. Effective systems should consider employee needs to foster resilience, fairness, and long-term business success.
Use balanced evaluation methods: Combine quantitative KPIs with qualitative feedback, such as peer reviews and 360° check-ins, to account for both performance and potential and create accountability. Research highlights that vague definitions of “merit” often reinforce existing inequities; structured frameworks prevent such disparities from compounding over time (van Dijk, et al. 2020).
Ensure equal pay and fair rewards – aim to get certified! Nothing stirs the sense of unfairness more than suspecting or having evidence of unequal pay. The fact is that there is still a so-called unexplained wage gap of 7.8% in Switzerland (Federal Statistical Office, FSO) – this is not meritocracy. According to a recent report, approximately 55% of the companies in Switzerland do not (yet) comply with the equal pay regulations (Lanfranconi & Herrmann, 2024). This is sobering. At the same time, it is an opportunity to tackle equal pay now – and make a difference! If your company is not certified yet, consider collaborating with the CCDI for the “We pay fair“ certification or the Equal Salary Foundation.
2. Build and reward the leadership skills your organization needs
Define and promote inclusive leadership skills as key criteria for promotions: In addition to measurable qualifications and performance, behaviors and expectations unconsciously influence promotion decisions. Behaviors traditionally associated with leadership, such as assertiveness, decisiveness, self-reliance, or competitiveness, are more easily spotted where we expect them in men. This is a widespread bias, often blind to what can turn out as overconfidence or even arrogance (Chamorro-Premuzic, 2019). This can “force” women to assimilate to have a chance to rise to the top. However, when women are evaluated based on typically “male” attributes, they often face a double standard, as male attributes can be perceived as negative when appearing in women (ibid).
Make behavioral criteria explicit for promotions and ensure they are inclusive: “Resilience”, for example, is often observed in the willingness to work overtime and the stamina that “going the extra mile” signals. The skills of part-time employees to optimize work processes and their use of time prove that they can cope with a high work intensity. However, this is rarely recorded under “resilience” (Nentwich & Schambach, 2021).
3. Use your employees as a resource to define excellence
Champion an active feedback culture: The positive effects of talent-management transparency can only take effect if an organization already fosters an active feedback culture and promotes an atmosphere of trust and honesty. Otherwise, the negative side effects of transparency are likely to outweigh the positives, i.e. false rumors, frustration, and disengagement (Schilke & Reimann., 2025). Careful: An active feedback culture includes the ability of employees to provide feedback to their managers, too!
Help managers learn from their employees: Reverse mentorship uses the perspective of an employee from an underrepresented group (i.e., gender, race/ethnicity, disability, or an intersectional approach) to help a senior leader (the mentee) gain a deeper understanding of their employees’ experiences. The knowledge from these experiences enhances the mentees’ decision-making, allowing them to be more inclusive and equitable. Emphasize that reverse mentorship provides benefits for mentors too. For mentors, benefits come from an increased network (this does benefit mentees as well) and a feeling of affirmation and encouragement (Murphy, 2012). Set up your reverse mentorship program so that topics discussed are chosen by the mentor (unlike with traditional mentorship programs).
Let your diverse talents shine: Go beyond mentoring programs and networks to in-company sponsorship and coaching, where leaders directly work with promising talents to craft their own development plans. Give your diverse talents the opportunity to showcase their skills, voice their opinions and get a fair shot at promotions. Allow them to ‘take the stage’ at management meetings and key public events, and credit their contributions whenever possible (Tolan et al., 2024)