Prioritize Internal Recruitment
– The family silverware may be old, but it’s of more value
Again, all it takes is confidence that employees are responsible adults, not ignorant newcomers who know next to nothing about what their jobs require. This system would also reveal an individual’s real interests, which in turn could make business far more efficient.
In a Nutshell
A 2016 LinkedIn study, which covered more than 26,000 working professionals, revealed that a quarter of them were intent on bagging that promotion. With no plans of quitting their companies, these people were intent on climbing up the ranks. However, the same research also indicated that nearly an equal number of professionals (24 percent) were keeping their eyes open for opportunities elsewhere because they had been passed up for a promotion.
So, did the chicken come first or the egg? Are companies driving away their homegrown talent by hiring externally? Or, are companies forced to hire outside because they can’t find the perfect skill-match; they’re worried the training would be wasted on someone who would eventually quit; or the workplace culture makes it tough to move people around internally?
Nevertheless, there are multiple benefits to hiring internally: Besides saving money, time and energy spent on hiring someone new, internal hires come already integrated with the company culture. In most cases, they come with a greater understanding of the job’s requirements and are able to get started on the job faster than someone new. And, finally, it sends out a message to all employees that the company is interested in people developing themselves and in helping them do work that motivates and challenges them.
Prioritize internal recruitment for new positions that open up in your company.
Although most companies spend a huge chunk of their hiring resources on bringing in external talent, onboarding and training them, internal hiring isn’t an obsolete concept. In fact, most companies realize that it’s the most cost-effective manner in which they can fill open positions. A recent study by Matthew Bidwell from the University of Pennsylvania concluded that people hired internally generally performed better than those who were hired externally. Moreover, there’s less risk of an internal hire suddenly quitting their job, when compared to external hires. Finally, internal hiring tends to facilitate organizational mobility, which leads to better cross-functional communication and development, while effectively retaining talent.
Create a list of requirements for the new position: As soon as a new job position opens up in the company, the hiring manager, HR representative and the concerned department manager must go through an initial profiling phase. The idea is to focus on all the requirements for the position and to create an internal job posting to see if there’s a fit in-house. For instance, they could send an email that indicates that a new position has opened up in a given department. A simple text document attached to that email could be used to provide all the necessary information such as the desired profile, the field of work, who the manager will be and so on.
Managers can refer ideal in-house candidates: When a new position opens up, the concerned manager can request other managers for internal referrals. Or, if they’ve noticed someone displaying interest and the technical capabilities required for the new position, they can invite them to apply for the position and take it forward from there.
If there’s a fit, people can apply: Once the internal job posting is live, employees can apply for the job if they feel there’s a fit. There needn’t be a 100 percent fit because the technical requirements of the job can be learned overtime. It’s more important to ensure the new position is filled by someone who already understands your company culture and knows how things work. A fit of 70 percent or more is ideal, but it needn’t be a hard-and-fast rule. Even when there’s a lesser fit, explore the person’s motivations and reasons for applying to the new position. It might turn out to be a great learning moment for the candidate which enables their personal development. That said, a candidate with a complete misfit on the requirements shouldn’t be allowed to apply.
Don’t ignore internal interviews or make it lip service: Even if the candidate has been sourced internally, the new manager needs to interview them in order to truly understand if they’d be able to perform well in the new role. Irrespective of whether the manager knows the person well or not, he or she should ask questions that reveal the candidate’s plans for their new role. Questions that focus on behaviors, motivations and core competencies needed for the job tend to reveal newer information about internal candidates. And finally, it’s important not to base decisions on criteria that have no direct bearing on the position in question. For instance, a manager might discover that an internal candidate shares the same interest in golf as them and that distraction might make them glaze over questions they should have asked at this stage.
Don’t forego or ignore integration for internal hires: Just because a person is an internal hire, it doesn’t mean they don’t need any sort of integration into their new role or position. However, this is a commonly overlooked aspect in internal hiring which can lead to an employee feeling disengaged; or like they made a mistake; or, worse, them quitting. Although it may not be necessary to do the entire onboarding drill, reserved for new recruits, internal recruits do need some level of hand-holding before they can come to full productivity. It’s particularly relevant in large organizations where people from different departments might not really know each other very well. In such cases, doing an integrated interview that allows the candidate a glimpse of the people they’d be working with is a great idea to break ice. Or, if just one person on the team doesn’t know the candidate well, then an informal one-on-one session can be organized to get them acquainted.
Employees can make second round of referrals: In case no existing employee fits the requirements of the new position, the next step is to approach company employees for referrals from their personal/ professional circles – that is, friends and family. If an employee believes someone they know might be a good fit for the newly opened position, they can encourage them to apply for it. If even this doesn’t yield any fitting candidates, then it’s time to cast the net outside the organization and look for external candidates.
Level to implement
Give priority to internal candidates who are already integrated with the company
Seek in-house candidates via internal job postings, managerial and employee referrals
Allow people to apply for jobs even if there isn’t a 70 percent fit for the requirements – but within the realm of common sense
Hire someone new before exploring if there are employees who already fit the job requirements
Allow employees to apply for jobs where their technical skills are a complete misfit
Forego internal interviews assuming you know everything about an internal candidate
Make internal hiring decisions based on personal biases or prejudices
Expect an internal recruit to start delivering results from day one without any integration
Boosts employee morale and confidence
Encourages people to experiment and step out of their comfort zones
Develops in-house talent and makes people feel recognized
Saves money, time and effort needed to screen, recruit, onboard and train someone new
Internal candidates come with an existing culture fit
Helps retain and develop top talent
Might to a lack of diversity when you concentrate on hiring internally
Internal candidates are less likely to introduce new ways of working or challenge the system
Might lose the opportunity to bring in the best talent from the market and therefore experience faster growth
Internal recruits might carryforward negative habits and behaviors from their previous role
Wilson Campos, is a project manager at Semco. But he wasn’t always into project management. Until the end of 2013, he was in the engineering department working as a design engineer. “But, even as an engineer, I found myself wondering why things happened in a certain way. I was interested in looking at the numbers, asking questions and learning more about contract and project management,” he says. Incidentally, an opening came up in the contract management department and he was invited to apply for the job. So, through the Prata Da Casa program, he was given the chance to participate in the interview process and he eventually landed the job.