Management: What are the characteristics of talent selection within an organization?

(A) the advantages of internal recruitment

1. High accuracy. Judging from the effectiveness and credibility of recruitment, due to the full understanding of internal employees, such as the employee's past performance evaluation data is relatively easy to obtain, managers also have an objective and accurate understanding of internal employees' personality, work motivation and development potential, which makes the comprehensive understanding of internal employees more reliable and improves the success rate of personnel decision-making.

2. adapt quickly. From the perspective of operation mode, existing employees have a better understanding of the operation mode of the organization and can adapt to new jobs more quickly than new employees recruited from outside.

3. Strong motivation. From the perspective of motivation, internal recruitment can provide employees with opportunities for development, strengthen their motivation to work for the organization, and also enhance their sense of responsibility for the organization. Especially the recruitment of managers at all levels, this kind of promotion recruitment often leads a group of people to carry out a series of promotions, which can boost the morale of employees. At the same time, it is also conducive to setting an example within the organization. Through this benign interaction, a positive and successful atmosphere can be formed in the organization.

4. Low cost. Internal recruitment can save a lot of expenses, such as advertising fees, travel expenses of recruiters and candidates, etc. At the same time, it can also save some unnecessary training programs. Reduce indirect losses caused by job vacancies in the organization. In addition, from the perspective of organizational culture, employees have worked in the organization for a long time, basically integrated into the organizational culture, and have a certain recognition of organizational values, so they have high loyalty to the organization and low turnover rate, avoiding indirect losses caused by improper recruitment. Many enterprises pay special attention to selecting talents from within, especially managers, especially senior managers. For example, Welch, the famous chairman of GE enterprise, has made great contributions to the management of GE enterprise and even the whole world. He was selected from within the enterprise. The chairman of GE China Co., Ltd. once said frankly: "Welch's successor must come from the inside, because outsiders simply don't understand GE's structure and management system ..."

(b) Lack of internal recruitment

Although internal selection has many advantages mentioned above, it also has obvious shortcomings, mainly in the following aspects.

1. Unfair handling, improper methods or personal reasons of employees may cause some contradictions within the organization and have adverse effects. Internal recruitment needs competition, and the result of competition is inevitably success and failure, and most of them are losers. Employees who fail in competition may lose heart and morale, which is not conducive to unity within the organization. Internal selection may also lead to the phenomenon of "digging talents" between departments, which is not conducive to unity and cooperation between departments. In addition, if we choose according to qualifications rather than ability in the internal recruitment process, it will induce employees to have the psychology of "not seeking merit, but seeking nothing", and it will also set obstacles for the career development of competent employees, leading to the outflow or burial of outstanding talents and weakening the competitiveness of enterprises.

2. It is easy to cause "inbreeding". Employees in the same organization have the same cultural background, which may lead to the phenomenon of "group thinking" and inhibit individual innovation. Especially when the important positions in the organization are mainly promoted by grass-roots employees, it may gradually produce a rigid thinking consciousness due to the lack of new people and new ideas, which will not be conducive to the long-term development of the organization. Many observers believe that the serious problems faced by GM in the 1990s are related to its long-term internal recruitment strategy. Fortunately, GM has realized this and started to pay attention to absorbing "fresh blood".

3. There may be bad phenomena of nepotism. On the one hand, nepotism damages the principle of fairness and justice in recruitment; On the other hand, it also breeds "small groupism" in the organization, which leads to political struggle within the organization, thus weakening the motivation of organizational development.

4. The method of internal recruitment is sometimes uneconomical in training. Because an activity produces two kinds of employees who need training: one is the promoted employee, and the other is the employee who fills the vacancy left by the employee.

Using internal recruitment methods, especially internal promotion of managers, may have a tendency to promote people to positions that they are not qualified for. In addition, because they are gradually promoted from the grassroots level, most of the top managers of the organization are older, which is not conducive to the development of adventure and innovation. Adventure and innovation are two key factors of organizational development in the new economic environment. To make up for or eliminate the shortage of internal recruitment, the human resources department needs to do a lot of more detailed work.