Internal Recruitment of Talents
Each organization needs talents and has to challenge them to build a sustainable competitive advantage. The internal recruitment is one of the best tools to rotate talents in the organization. The internal recruitment is the best tool to monitor the talent development at junior levels in the organization. HR cannot monitor the whole organization; the recruitment process has to help with the identification of top talents at junior levels. The HR Recruiters are skilled and trained to recognize the potential of the candidate. They can track easily the internal talents, as well. On the other hand, the Career Development Department should keep the list of talents who are ready to change the job. They should actively propose candidates into the selection procedure.
The internal recruitment should not be the separate HR process. The recruitment and staffing department has to cooperate closely with the Career Development and Talent Management. These are specialized units in Human Resources, which identify and develop the selected talents in the organization. The recruitment specialist should feed them with nominations of talented employees identified during job interviews.
The internal recruitment of talents is a joint task for the HR Recruiter, HR Business Partner and the Career Development Specialist. The HR Recruiter should organize regular meetings focused on identification of the potential internal candidates for engaging vacancies. HR has to be extremely proactive in hiring the internal talents. The talents have to be provoked to apply for the job vacancy, and the senior management has to cooperate closely.
The internal recruitment should not be a passive recruitment process. HR Recruiter should not wait for the internal candidates. The positions should be actively promoted, and HR Business Partners should be asked for advice. The HR Business Partner knows talented employees. The business partner discusses the job opportunities for the identified talents from lower positions. The internal recruitment has to be the active process. HR has to proactively speak to identified potential talents, and they should be offered with the possibility for the career advancement.
HR should promote the possibilities for talents. Selected challenging vacancies should be offered internally, and the regular recruitment assessment center should be conducted. The talents have to see the real internal competition for the career opportunities. They feel motivated by the internal competition for the job vacancies.
HR has to take advantage of connecting the recruitment processes with the career development processes. The goals of both units are the same – they want to employ the best talents at challenging jobs. Many talents enter the organization, and they should be identified as soon as possible. The internal recruitment is one of the best opportunities. Talents contact HR and they do not have to be found.
HR has to be always extremely proactive in identifying the internal talents. They are cheaper than the external ones. They know the organization, and they just need the challenging opportunity. HR should communicate the challenges for talents. They should be offered to apply for the challenging and prestigious job opportunity. They should be visible.