For a long-standing client, the HR interim manager is mainly responsible for recruiting IT positions. He was called in during the kick-off phase of an HR project that began a short time later in order to contribute his expertise in exploiting the company's own employee potential. The aim of the project was to show all employees opportunities for further development and at the same time optimize the internal recruitment process.
The company fills several hundred positions every year - as external new appointments and internal changes. Potential analyses have already been implemented as part of management development - but not for positions below management level.
Establishing the benefits of internal recruiting among managers
The interim manager advised that managers should first be won over to the new internal recruiting process - especially at team leader level. This is because managers sometimes associate the promotion of talent with loss. The interim manager suggested that every manager should consider in advance the idea that, if development is promoted, departures from their own team can actually be expected in the future. More importantly, however, it will be much easier to recruit employees who are already working for the company to join their own team. This should also be emphasized positively to the target group (clerks, technical experts, etc.) - after all, such a system can be a valuable building block for their own career development.
Structured questionnaire on employee skills and wishes
One of the central issues of internal recruiting is how employees' skills and qualifications are acquired, evaluated, scaled and processed in terms of the best possible "matching" to new vacancies. As a first step, the interim manager recommended a structured list of questions for the company's own employees. Employees should explain what they are good at (their own skills profile) and what they would like to do in the future. The two do not always have to be congruent.
Adapting the applicant management system for internal recruiting
In order to implement internal sourcing as efficiently as possible, the interim manager suggested using the existing applicant management system (for external applications). This system already had a "talent pool" that only needed to be modified accordingly for the company's own employees. Ideally - according to the suggestion - the adapted system should include various query options (full-text search, Boolean operators, etc.) and classifications.
Rollout after a successful test phase in one division
In order to test initial usability and acceptance, it was recommended that the process should first be set up as a pilot within one division after the applicant management system had been adapted and then gradually expanded to the other divisions if successful.
