Gatekeepers and career development : Evaluating approaches used in Canadian public firms

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Gatekeepers responsible for career development in public organization are often impeded by biases inherent to the model used. While some biases are systemic, awareness of them is often low. In order to address these flaws and develop a fairer process for promotion into higher-level roles for both managers and union employees, organizations can adopt various measures that can address and minimize the different forms of bias that prevail. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.