It is common sense and good business sense that employers should promote from within the company or organization. There are many excellent reasons why employers should look within their own company to promote someone and advance their career rather than a stranger to the company to the open position. There are many sound financial and other reasons why promoting from within the organization is far better.
Any employer knows, or should know, that he has excellent workers already working for him or her. These workers already know their employer’s business and its culture; they already know the workers and the jobs within the company. They understand things that people, who come in from outside will have to learn on the job or have expensive training to know.
Learning these things on a managerial job can cause great misunderstandings. In a large extra-ordinary organization, a department manager’s job was vacant. Several good candidates from within the department’s own workers applied for the post but were rejected in favour of G. G had never worked in a similar organization before and was out of her depth.
G thought, after a week in the job, that she had found an anomaly in the way that some staff were paid and told the workers that they were not entitled to a large element of their pay and she was going to remove it. What G did not know, and what the other candidates would all have known, was that a special trade union agreement with the management covered that part of those workers’ pay because they were the only workers in their particular grade who worked the hours that they did. This caused much upset, anger and frustration and could have caused a strike.
G also did not understand the way the organization worked or what it was trying to achieve and, because of this, she caused many similar upsets and difficulties. She alienated all the workers in the department. After she had left, it was discovered that not only had she done all of this, but also she had not done any of the necessary managerial work that the department required and had hidden papers that she did not understand. An excellent candidate, who had originally applied for the position, was promoted into the position. She then spent nine months clearing up the mess that G’s six-month appointment had created.
Promoting workers from within the company shows appreciation of their hard work and talents. It encourages other workers to believe that they too can rise up the company ranks and that they are not in dead-end jobs. Workers know that they do not have to leave the company to better themselves so it encourages staff retention. Promoting workers from within the company inspires loyalty, hard work and productivity. Other workers know that if you prove yourself a valuable and loyal employee to the company the company will return that to you in the form of promotion.
Promoting from within your own workforce makes excellent business and financial sense. You already know the competency, abilities, skills and attributes that the workers you already employ have from first hand experience. If you fill a managerial vacancy from outside, you only have the applicant's Curriculum Vitae and references to go on and you could employ someone like G. Promoting from within shows your workers that you respect them and their skills, abilities and attributes and gives them the opportunity to shine, for their own benefit and their colleagues. The benefit to the company will be far greater than any other benefit.