The Importance of Internal Promotion in Zambia’s Service Commissions: A Case for Upgrading First, Advertising Later.

By Mbulo David

Service commissions play a crucial role in shaping the workforce in Zambia’s public sector. From ensuring that institutions are staffed with capable individuals to providing a fair platform for employment, their influence is far-reaching.

However, there is a growing argument that service commissions should prioritize promoting individuals within their ranks before opening up positions to external candidates. This article explores this perspective, with particular emphasis on the Teaching Service Commission (TSC) in Zambia, which practices this policy of internal promotions. Drawing on examples from other countries, we will illustrate how this approach not only fosters professional growth but also strengthens the institution as a whole.

The Case of the Teaching Service Commission in Zambia

In Zambia, the Teaching Service Commission provides a clear model of prioritizing internal upgrades before advertising for jobs, especially at the senior levels. Instead of immediately advertising positions for head teachers or deputy head teachers, the commission first looks internally for suitable candidates who have the qualifications, experience, and leadership skills necessary to fill these roles. By promoting individuals within the system, the TSC ensures that senior positions are filled by individuals who already understand the dynamics of the education sector, the culture of their schools, and the challenges their communities face.

This approach not only streamlines the promotion process but also creates opportunities for career growth among teachers who have dedicated years to the profession. By rewarding their commitment with career progression, the TSC cultivates a motivated and highly skilled workforce that is well-prepared to take on leadership responsibilities.

After upgrading deserving candidates to senior roles, the vacancies left behind at entry-level positions are then advertised, ensuring a steady flow of new talent into the system while maintaining institutional knowledge and continuity at higher levels.

The Benefits of Upgrading Before Advertising

Promoting from within an organization offers several key benefits:

1. Institutional Continuity.

When senior positions are filled by individuals already within the system, the organization benefits from a smoother transition of leadership. These individuals are familiar with the institution’s processes and values, reducing the learning curve and ensuring stability.

2. Employee Motivation and Retention.

Internal promotions send a strong message that hard work and dedication will be rewarded. Employees who see a clear path for career advancement are more likely to remain loyal to the organization, reducing turnover and the costs associated with hiring and training new employees.

3. Building Trust in Leadership.

Leaders who have risen through the ranks are often more respected and trusted by their peers. They have firsthand experience of the challenges faced by their colleagues and are better equipped to lead with empathy and understanding.

4. Cost-Effective

By upgrading employees who are already familiar with the system, institutions can save on the costs of onboarding and training external candidates.

International Comparisons

Zambia is not alone in recognizing the value of promoting from within. Several countries have adopted similar policies in various sectors, ensuring that internal candidates are considered before external recruitment takes place.

In Kenya, for instance, the Public Service Commission often prioritizes internal candidates when promoting to senior roles. The Kenyan Teachers Service Commission has similarly adopted policies that promote head teachers and deputies from within, based on merit and experience, ensuring that those who understand the educational environment continue to lead the system.

In Singapore, the education sector follows a structured career pathway where teachers are groomed for leadership roles over time. Promotions to leadership positions are often awarded based on performance, experience, and ongoing professional development. External recruitment is primarily reserved for entry-level roles.

In Germany, the civil service strongly emphasizes internal promotion as well. Higher-level positions within the public sector are often filled by promoting existing employees who have demonstrated competence and leadership. This practice helps preserve institutional knowledge and creates a stable public service.

Empowering the Workforce

At the heart of internal promotions is the idea of empowering the workforce. Those who have dedicated themselves to serving in the public sector deserve to see their hard work recognized and rewarded. Imagine a teacher who has spent years shaping the minds of young students. This individual has not only invested time in their professional development but has also built strong relationships with the community. By promoting such individuals to leadership positions, institutions can harness their experience to drive better outcomes for the organization and the community at large.

It is not merely about filling positions but about acknowledging the potential within the workforce. The confidence gained from such promotions often translates into improved performance, as individuals in leadership roles feel a deeper responsibility to their colleagues and communities.

Recommendations for Zambia’s Service Commissions

While the Teaching Service Commission has made great strides in recognizing the importance of upgrading before advertising, there is room for other service commissions in Zambia to adopt similar practices. By promoting internal candidates before looking externally, service commissions across sectors can build stronger, more motivated teams. The following recommendations can guide this process:

1. Establish Clear Career Pathways.

Service commissions should provide clear criteria for promotions, ensuring that employees know what is required to advance to senior positions.

2. Offer Professional Development Opportunities.

Continuous training and development should be offered to prepare employees for leadership roles, ensuring they are ready to step up when the opportunity arises.

3. Prioritize Merit-Based Promotions.

While seniority is important, promotions should also consider an individual’s performance, leadership potential, and contributions to the organization.

Internal promotions in the Zambia’s service commissions can build a more motivated, competent, and loyal workforce, ultimately benefiting both the institutions and the people they serve.

The author is a scholar, Governance Expert, Development Planning Specialist, and a dedicated advocate for institutional growth and human resource development in Zambia.