Internal recruitment is a good way to fill out holes in a very project team. While encouraging internal ambition, increases both personal and career growth. It’s not all roses and sweet music, however. Internal recruitment, like how an executive recruiter might do, has an unsightly political side to that, one which will sour the connection with both the newly-transferred employee and therefore the remainder of the corporate. It’s best to remember those risks before embarking on any internal recruitment initiative.
Career Campaigning
One of the issues with filling a grip internally is that it can become a ruthless political campaign, especially if the position is high-profile with much competition. Candidates might begin sucking up to the hiring manager or start calling in favors. Or worse, they may take the offensive and begin gossiping about competing co-workers so as to create them look less suitable for the post. Some unscrupulous candidates may even begin taking credit for other people’s work just to seem good.
Although much of it’ll probably be out of your control, you must still take steps to squash this sort of behavior as soon as you hear about it. Evaluate candidates supported merit and what you’ve personally observed instead of what “the grapevine” must say. Also, make it clear that these forms of actions won’t be tolerated at the onset of the recruitment process, and take action if you see any signs of it.
Sore Losers Don’t Flee
When a candidate gets hired internally, she mustn’t worry about what the opposite “losing” candidates are visiting say behind her back. Not so with internal recruitment. Internal candidates that are missed out on the position may take it upon themselves to let the corporation know what a “bad” decision they’ve made. It should even touch active post-hire campaigning, where the jealous co-worker will constantly trumpet the new hire’s failures and weaknesses. This could lead to a loss of respect and confidence from impressionable co-workers.
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Again, you ought to take steps to shield your new hire and monitor any undue gossip or negative press about your new hire; but do so within the bounds of the organizational structure. Don’t approach the offender directly. Let him know your concerns, and exercise good social skills and approach their manager instead. Also, counter the bad press by vocally expressing your confidence in them and publicly acknowledging your new hire’s contributions. If possible, get your team in on that additionally. The new hire is one among the team now, and that they have to protect their own.
Availability, Not Skill
One of the most important risks of hiring internally is that you’re selecting from a limited pool of candidates. These internal candidates could also be available and willing to hitch your team, but you’ve got to judge them supported by how they perform and what they’ll contribute. It takes time and energy to coach someone, whether or not they’re already accustomed to the company’s process, and therefore the ideal candidate should have a decent base of skills and knowledge if they’re visiting learn quickly.
Always keep your options open when filling an edge. If none of your internal candidates are ok, don’t compromise for the sake of sticking to internal options. Instead, hire from outside and invest in a truly qualified candidate. Whether or not it costs more, their expertise can pay off in much higher dividends within the future.
Internal recruitment is often a fragile subject, so we might like to hear your input furthermore. Have you ever done any such recruiting? Have you ever been on the receiving end? Or, maybe even more interestingly, in favor of another internal candidate, have you ever been bypassed for a promotion? Chime in!
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