There are lines of progression in work organizations such that promotions usually occur out of particular positions. If the effect of initial hiring decisions is to segregate some groups into dead-end jobs from which promotions are not typically made, that effect will also manifest itself in future promotional decisions. The process for making promotions is often far more informal and covert than that used for initial hiring decisions.

Posting for positions and establishment of formal application and candidate review processes might not occur. Potential candidates for promotions might not learn about the existence of these employment opportunities until after the fact—when the “winner” is announced. Informality and lack of transparency lend themselves to discrimination, or at least the appearance of it.

Another distinctive aspect of promotions is that employers have a great deal to do with determining which individuals possess the qualifications needed for promotion. Unlike external hires, promotional candidates acquire many of their qualifications through their employer’s training and development programs, job assignments, international opportunities, and mentoring. Not all employees have equal access to these qualification-enhancing opportunities. This is intensified by the flattening of corporate structures in recent years, which has resulted in fewer promotional opportunities.

Despite evidence that they are not very proficient at doing so, companies regularly attempt to identify “high-potential” personnel, both managerial and technical, who receive more access to development opportunities. These judgments, which are sometimes spelled out in formal succession plans, are then reflected in who is prepared and selected for promotion.

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