Putting yourself out there to apply for an internal role can be challenging and uncomfortable. You have to be vulnerable and open yourself up for feedback. It could be equally as painful to be a leader who needs to tell great talent they are not the successful candidate. But, with some thought and practice, you can make it an experience you can both grow. My most recent experiences have been as a leader who needed to share the news, and let’s just say, it wasn’t comfortable. Here are some things to consider when you have to make the tough call on who to hire, and then the tough phone calls to share the news with the unsuccessful ones.
Consideration #1 – Schedule a chat with each candidate and share the real reason why they didn’t get chosen.
- Rationale: You do a disservice to the internal employee by not sharing why you did not choose them; it also hurts your reputation. It will also harm your credibility and integrity as a leader when you decide not to show up and tell the truth.
- My experience on the receiving end: Throughout my career, I applied four times to an internal role. Two of the four times, I truly understood and was told why I was unsuccessful. However, two of them left me wondering about the integrity of leadership, and honestly, not something any leader wants others to think about them. I often left organizations instead of using them internally to grow my career, especially those companies that kept me guessing.
Consideration #2 – Ask the internal candidate if they are open to some feedback for growth that will help them in future interviews or areas to improve to make them successful next time.
- Rationale: Many leaders are not comfortable or interested in sharing feedback, but honestly, people crave the information that will make them more successful.
- My experience as a leader sharing feedback: In the last few months, I have been doing a fair amount of recruitment for my team and others in our group. Regarding internal candidates, I share the decision virtually on the phone or in person. I ask if they are interested in feedback that may help them. At my core, I want people to be the best versions of themselves. If they are open to it, sharing input is one way I can say thank you for applying and wanting to be part of my team.
Consideration #3 – If you see potential in an internal candidate, consider offering a short-term mentoring engagement where you support them. Some topics could include:
- Improving their resume
- Identifying potential other opportunities
- Review their development plan
- Where you can support their goals
- Rationale: They chose to consider a position under you and would have gained valuable leadership exposure from you. What could benefit the candidate, if not the successful candidate, then some support from you to grow their career? These individuals are internal candidates and part of your organization, so focusing on making them successful can help them and benefit your company. For you, you gain valuable leadership experience and someone you can consider for future positions in your team or broader group.
- My experience as a leader mentoring: Most recently, I have started offering mentoring support to individuals I see as potential. I love seeing them show up and make a difference in their career at our company. It has been heartbreaking to hear that my support is the first they’ve had in years and that my advice and guidance have been instrumental in them continuing to look and be successful in their next opportunity.
Consideration #4 – Introduce the internal candidates not chosen to other leaders, with their permission, who might have an opening; this individual would excel.
- Rationale: Great talent, even if not the right fit for a specific role under you, is something an organization wants to retain. If you have a rotation program, consider the potential opportunities you can support the individual in finding and landing.
- My experience: For the past few years, I have started looking at internal candidates as people with the internal knowledge and willingness to grow for the organization. Internal rotations are something I have actively pursued in my current organization and was encouraged to explore, which has significantly impacted my career for the better. I am writing this blog post because of other leaders’ conversations on my behalf. As a leader, I do the same for many others who’ve shared their desire to expand their careers.
The next time you post a role, I ask you to decide upfront whether you want to be that leader who is willing to get uncomfortable and help internal candidates, whether you hire them or not. Will you let your HR tool do the hard work, or will you show up authentically with integrity and tell the unsuccessful candidate the truth? Be vulnerable, be awesome, and help someone succeed, even if it’s not on your team. Internal candidates are a precious resource for your company, and they may need a little help to meet the experience you’d get externally. But remember, they know your organization, the internal politics, and the journey to date. Now that’s invaluable.
Check out another post in the Recruitment Series on when to invest in an external candidate you’re saying no to “right now.”
Follow Penny on LinkedIn or checkout theizzyway.ca for more of her blog posts.