Let me be a contrarian and say no. I'm a meritocracy believer. If the person has more experience, proven results and ability to grow then what does it matter? Of course, the breadth of those proven results takes time so naturally most people are more senior to the position and with the company.
Yes. But even this has been limited, as there are persons who are even more talented than the one who is counted for his/her seniority level.
If that's the case, obviously everyone would then start to prefer the one who is eligible for the work and the Seniority level now steps down to the next position, I suppose.
(Note: The reply has been set on relating the term "Seniority" to their "Experience")
Side comment: (not for promotions but for bonuses)
I assigned 1 point for each year of tenure,
Then I assigned up to 10 points for quality of work,
I would add the points for all employees and divide by the bonus pool of dollars,
That's how much each person would get!
Longer tenured employees may also benefit from increased vacation time,
As well as other perks.
Seniority should be part of the equation, but there are many other factors that should be looked at as well. In technical roles, a senior person may have the experience and knowledge, but not the computer skills to provide the product the client is after. It is definitely a balance game.
Yes to an extend because at times, there are those who demonstrate talents and proven method should be considered.
Earned seniority is great! But is seniority always needed?
It is a balance based on the characteristic of the organization and its industry.
Passing over persons who have provided value to the organizations and suppressing innovative new thinking go getters both may be detrimental the performance and cultural of the organization. Trust and clarity in the decision making process by management is vital. If stakeholders perceive favoritism, discrimination, a lack of candor and other duplicitous things then the probability of issues increases. Often the exodus of talent or the failure to attack the talent required due to notorious reputations.
How do you run the shop? The employees, vendors and customers “see” how the shop is run. So,how do you wish to run your shop?
Yes, BUT since we are in an era of non-linear change - past expertise can actually be a liability, rather than an asset, (e.g. excessively 'Thinking-IN-the Box').
yes, but someone who demonstrates success should not be overlooked. ever.