Recruiting internally

There is a set process to follow when interviewing for new employees and I strongly recommend that be followed. Read my recommendations in blog post Employing the right people

There are other interviews that organisations need carry out and they are for INTERNAL PROMOTIONS. The penalty for “stuffing up” this exercise can be huge in terms of poor staff morale, decline in productivity from unsuccessful candidates, the resignation of unsuccessful candidates and general employee dissatisfaction with the outcomes.

I always adopted an inclusive process when interviewing.

1. Always use a panel of up to 3 people.
2. Always set questions with marks out of 10 for measuring answers.
3. Allow meaningful discussion after the interview has finished, rotating the discussion leader.
4. Always finish the interview by asking the following question.
“If you were not successful in your application which the your fellow applicants do you believe could fill this position”

My experience suggests that the majority of applicants will name the same person and in most cases it will be the same person that the panel eventually agrees upon. This technique should be used as a tool to assist selection and not as the sole deciding factor.

A through debriefing must take place letting all applicants know what the panel perceived as their strength and weaknesses, and then implementing strategies designed to assist them in improving these specific areas. Appropriate training programmes normally are able to address these perceived shortcomings allowing the unsuccessful candidate to be better equipped at their next interview. 

Communicating the name of the successful candidate to the employees must be done at a general meeting by the “BOSS”
This demonstrates the total support the newly promoted individual has from management and allows everyone to collectively congratulate that individual. Management must monitor the short term reaction to the promotion as people can be poor change agents and a few “spoilers” may attempt to sabotage the appointee’s transition into their new role.

Remember the MBWA principal and use it.

Finally, meet regularly with the successful applicant over the first 2 months of their appointment. This allows them to use your vast experience and discuss their concerns and also shows your ongoing support for that person to other staff.