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You’ll need to encourage them to be explicit, to give detailed answers around their experience and skills, making no assumptions about what the interviewer knows and, as the interviewer, be careful not to assume you know what they mean by ‘team-working’ etc.
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Recruiting Internally 5 issues to consider when recruiting internally
Work Brighter How Work Brighter can help you All organisations have problem roles – those they struggle to recruit to, those they struggle to retain people in, those that don’t seem to perform as effectively as others in the organisation. We work strategically with you to resolve the problems you face. By looking at the employee life-cycle in those problem roles we can put in place solutions which address your particular issues – whether that’s performance, turnover or difficulty recruiting.
We all know recruitment can be something of a minefield. There’s so much to consider – is your process reliable and fair? How are you supporting diversity? How are you addressing unconscious bias? Are you hiring the right person for the job? Is the process efficient yet also human?
Promoting a person internally into your vacant role is so much simpler, right? After all, your candidates know the company already. But there are many pitfalls and issues to consider when it comes to recruiting internally. Issues that need to be thought through thoroughly in advance of any activity. 5 issues you should think about. 1. To sift or not to sift, that is the question 2. Involving line managers 3. What about those you don’t promote? 4. Tackling the rumour mill 5. Do those who work for you already know too much?
1. To sift or not to sift, that is the question How will you handle applications for the role in question? Will you be open to applications from both internal and external candidates? Will you meet everyone who applies face-to-face? Or will you conduct some sort of sift first? But you’ll also need to think about what happens if your internal candidates don’t pass these tests? How are you going to manage the fallout if some of your current employees don’t pass, for example, an intelligence test? Could this affect their current role in your company? Could this affect their confidence?
2. Involving line managers When an employee applies for a role internally – is the line manager part of the decision or are they excluded and more senior execs make the promotion decision? But how can you be sure their opinion is valid or that they know them as well as you assume? They could be biased, they may not want to lose a good worker from their team. Their opinion might be negatively influenced by mistakes the candidate made in the past – mistakes that they’ve learnt from which actually make them stronger candidates. And if you are open to applications from both internal and external candidates – is it fair to include this or is it unwise to ignore their track record?
3. What about those you don’t promote? Let’s say you’re undertaking a recruitment exercise for team manager roles in a call centre. There are five roles available and 20 people apply, of which 10 are already customer service advisors in your company so for them it’s a promotion. Perhaps you create a development pool – prioritising the remaining 15 in order of merit and hiring them in that order as vacancies arise. How long is that list valid? How do additional candidates get added to that list?
4. Tackling the rumour mill People talk. They’ll share information with each other. They’ll help out fellow candidates – even when competing for the same job. It’s human nature. How can you avoid this to make the process fair for everyone? You could try to speed the process up. Or you could try being entirely open and transparent about the process. Tell them the competencies you’re assessing them against, tell them the types of exercises they’re going to face. You don’t have to tell them how they’ll be scored. That way, there are no ‘insider secrets’ they can share with each other.
5. Do those who work for you already know too much? Sometimes internal candidates fair quite badly against external candidates because they know the expected list of ‘behaviours’, such as the company competency framework, a little too well. They may know all the right words to use but may struggle to provide meaningful personal insight into how they demonstrate these in their work. They make assumptions the interviewers know them well too and often fail to explain the obvious – but what is unsaid can’t be scored. You’ll need to encourage them to be explicit, to give detailed answers around their experience and skills, making no assumptions about what the interviewer knows and, as the interviewer, be careful not to assume you know what they mean by ‘team-working’ etc.
About Us We work strategically with you to resolve the problems you face. By looking at the employee life-cycle in those problem roles we can put in place solutions which address your particular issues – whether that’s performance, turnover or difficulty recruiting. We can help people be better at their job, developing their self-awareness and personal capabilities; or change career and find a new start.
Contact Us Work Brighter Ltd is a company registered in England and Wales. Registered number: 7820259. Address: Registered office: 4. Brantwood Road, Heaton Chapel, Stockport SK4 2RL. Email: seo.workbrighter@gmail.com Phone No: 0161 410 0405 URL: https://www.workbrighter.co.uk
