![\"Successfully](\"https:\/\/www.m-q.ch\/wp-content\/uploads\/2021\/02\/Kritische-Stellen-erfolgreich-intern-besetzen.jpg\")
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Internal candidates with the same qualifications offer decisive advantages: they embody the culture of the company and can draw on their local network. The company is very familiar with the candidate - with his strengths and weaknesses. This is why internal candidates often have a more realistic view of the requirements profile and working environment of the position to be filled, can adapt to it more easily and demonstrate higher productivity than external candidates even in the initial period (Martins\/Lima 2006; Bidwell 2011). Scientific studies also show that internal candidates have a 40 % higher retention rate (Zottoli\/Wanous 2000) and are often more satisfied in their new job (Moser 2005). Compensation costs are also on average 15 % lower (Bidwell 2011). However, it is important to decide whether an internal or external candidate is better suited based on the specific requirements of a job. External candidates are most sought after when specific expertise is needed or cultural change is to be promoted. Desired ratios of internal to external appointments are typically in the range of 80:20.<\/p>\n
Success factor 1: Clarify requirements and expectations<\/strong><\/p>\n <\/p>\n As a rule, the superior, as the client of a job advertisement, should define what type of candidate is being sought. In close cooperation with the HR department, it should be clarified what the value of the position is and what remuneration is appropriate. The following points should be considered in detail:<\/p>\n <\/p>\n Success factor 2: Use and expand the entire talent pool<\/strong><\/p>\n <\/p>\n If you want to fill positions with internal candidates, you have to know your talents. For this purpose, existing talent and performance management processes can be expanded to include, for example, self-disclosure by the appraisees. In this way, employees can disclose information about their career preferences and willingness to be mobile.<\/p>\n <\/p>\n For the first round of selection for a vacancy, the motto is \"don't overlook anyone\" - for example, through a broad database search with predominantly objective and basic criteria. The search should take place throughout the company. In the case of senior management positions, too, there is now a trend towards opening up the appointment process: positions are consistently advertised and employees can apply - irrespective of their potential assessment and evaluation by their line manager.<\/p>\n <\/p>\n This alternative access route of self-nomination increases the talent pool. It also helps employees better explore internal options for a career move before disclosing their willingness to change to competitors and executive search firms.<\/p>\n Success factor 3: Accompany the process professionally<\/strong><\/p>\n <\/p>\n When choosing the appropriate selection tools (interviews, tests, etc.), recognition by all involved is crucial: the candidate as well as the client and HR should consider the use of the tool useful and trust its judgement. (See graphic) Once a decision has been made in favour of the desired candidate, a commitment is made, an offer is made and - after the holding period has expired - the new position is taken on. Typically, a staffing process takes four to six months until the new position is accepted. In addition to interviews with the shortlist candidates, \"time eaters\" are, in particular, holding or release periods.<\/p>\n <\/p>\n In this context, it is HR's core task to lead and moderate the process. One starting point is, for example, the establishment of a company-wide talent broker. This independent HR function is the central point of contact for all parties involved in the recruitment process. The knowledge of internal candidates from a wide range of sources that is pooled here and a high degree of networking make it particularly valuable. Talent brokers prepare and accompany staffing processes, help evaluate candidates and support the selection process.<\/p>\n Success factor 4: Define and adhere to rules of the game<\/strong><\/p>\n <\/p>\n Staffing processes work well when responsibilities are clearly defined, respected and adhered to. This includes in particular:<\/p>\n <\/p>\n <\/p>\n An often underestimated point is how to deal with rejected internal candidates. It is highly critical that they also perceive the entire process as transparent and fair and are thus open to future staffing processes.<\/p>\n Success factor 5: Making new job holders fit<\/strong><\/p>\n <\/p>\n Only afterwards does it become clear whether a casting is successful. The first six months in the new role play a crucial role. Particularly when companies bring internal talent into new roles, they should offer targeted training to new job holders.<\/p>\n <\/p>\n Special programs support employees and managers in finding their way quickly into their new role, mastering the common challenges of a job change and working on their leadership skills. The methodological design is flexible and can range from individual coaching to group training in workshops. The goal is to sensitize job holders to their new tasks and to help them adapt their own leadership behavior to the new requirements.<\/p>\n Conclusion<\/strong><\/p>\n <\/p>\n The search and screening of internal candidates as well as cross-departmental recruitments are time-consuming. Nevertheless, they are the ideal way of successful talent management. No other instrument has such a direct effect on retaining talent as the realistic prospect of development opportunities.<\/p>\n <\/p>\n Literature:<\/strong><\/em><\/p>\n <\/p>\n <\/p>","protected":false},"excerpt":{"rendered":" Interne Kandidaten bieten bei gleicher Qualifikation entscheidende Vorteile: Sie verk\u00f6rpern die Kultur des Unternehmens und k\u00f6nnen auf ihr dortiges Netzwerk zur\u00fcckgreifen. Dem Unternehmen ist der Kandidat \u2013 mit seinen St\u00e4rken und Schw\u00e4chen \u2013 bestens bekannt. Daher haben interne Kandidaten oft einen realistischeren Blick auf Anforderungsprofil und Arbeitsumfeld der zu besetzenden Stelle, k\u00f6nnen sich […]<\/p>\n","protected":false},"author":62,"featured_media":11907,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5],"tags":[4787],"class_list":["post-11890","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business_excellence","tag-03-2015"],"acf":[],"yoast_head":"\n\n
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