How Managers Can Support Internal Candidates—And Why It Matters
Last week, I explored the challenges faced by internal candidates applying for positions within their organization. This week, I examine how managers can best support staff members who become internal candidates.
While there are clear boundaries around what hiring committee members can share with internal candidates on their team, I've observed that managers often err too far on the side of caution and share too little.
I recently worked with someone who discovered his internal application had been rejected in a roundabout way. "It was awkward and embarrassing," he said. During a staff meeting with his peers, he learned that the position was closed, and all interview candidates had been notified.
His own manager, who sat on the hiring committee, hadn't informed him about not advancing to interviews before this public announcement.
When employees apply for internal positions, they're taking significant public and professional risk—even if they try to keep it quiet, word inevitably spreads. "I had a hard time masking my shock and disappointment in that public setting," he told me. "When I asked for feedback about not advancing, I was simply told that 'the screening committee didn't believe I was ready.'"
What's at Risk
According to Forbes, rejected internal candidates often experience decreased job satisfaction and company loyalty. The situation can also damage workplace culture through feelings of envy toward the successful candidate—particularly if the rejected internal candidate must now report to the new hire.
So, What Can You Do
Many organizations require interviews for all internal candidates. While this might seem inefficient, it becomes valuable when viewed as an opportunity to retain a valued employee who is now reeling from rejection. View this as an opportunity to help an internal candidate to develop interview skills and for the company to show that the employee’s career goals and growth matter.
I recommend holding one-on-one feedback sessions between internal candidates and either the hiring manager or a committee member. These sessions should provide specific, actionable suggestions for the candidate's continued growth within the company. This is also an opportunity for the employee and their manager to develop a career growth plan.
Consider offering formal mentoring opportunities. Mentoring helps employees build skills, learn about different positions, and gain experience in new areas.
Provide professional coaching when internal candidates show gaps in performance or leadership skills. I work with many employees whose companies want to retain them, but whose leadership and communication skills need development before they're ready for the next level.
The employee I mentioned earlier ultimately left and the company was disappointed to lose him. The company had invested in his development and had thoughts about his future with the company, but they never communicated them. In hindsight, the manager acknowledged she could have communicated better and provided more support, even though she agreed he wasn't right for this particular position.
Organizations must be intentional about supporting and communicating with internal candidates.
Applying internally is a significant risk, and how rejections are handled by the company can profoundly impact both culture and employee retention.
Later, I will discuss how to successfully support your new boss, even if you had applied for their position.
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