While hiring candidates from within the organization can help to boost employee morale and retention, it is not without risks and challenges.
The accelerated pace of digital transformation has brought many challenges for organizations. While they were able to keep their operations afloat during the recent crisis, the sudden adoption of advanced technology has also exposed their vulnerabilities. In addition, most organizations struggle to keep up with technological advancements due to a lack of talent to further move forward in their initiatives. In fact, as per Gartner’s “2021-2023 Emerging Technology Roadmaps for Large Enterprises,” 64% of executives revealed that they are struggling to find the right talent to meet their emerging technology needs.
When thinking about filling their IT position, most CIOs want to hire candidates that not only bring their technical proficiency but also bring the knowledge that is not present in their current IT ranks. However, the solution might just be hidden in plain sight: hiring the IT candidates from within.
Promoting from within can help to boost morale across the organization. When the staff members see their peers are advancing, it shows that the organization is committed to employee growth and development. While this strategy is good for retention and recruitment it is not without any drawbacks.
If CIOs end up passing over their current employees while making their final hire or if they find that their top technical staff members are not ready, it can wreak havoc on the organization. Moreover, it can also backfire if the success is dependent on the experience they have not offered before deciding to promote into the role. While promoting from within the organization, CIOs should create strategies that come with minimal blowback.
Understanding when to hire and when to promote is one of the most critical factors that can decide the success of the position.
Strategy for simplifying promotions
To master the awkward conversations around promotions as well preventing attrition by offering promotions, CIOs should map out career advancement paths transparently both to employees and managers.
Otherwise, employees will be in constant confusion about who is driving their career. Additionally, this would not lead to healthy discussions around career movement. Therefore, CIOs should have clear pathways from entry-level positions to leadership to see where they should build the required skills.
Ensuring to include up skilling
To make the most out of their current IT employees, CIOs should ensure that they have a program to up skill their employees. They should expose them to tools and responsibilities that they will use in their role. Rather than looking for someone outside of the organization, CIOs should give their current employees a little stretch on their assignments, so they can learn and see. This shows the employees that CIOs can see their potential and are ready to invest in them.
Killing the bias
Before deciding whether someone is not ready to move up the ladder, CIOs reflect upon themselves and take a minute to examine their bias. They should understand thy think that the employee is not ready to take upon the challenge. They should have discussions with their peers, to understand their views towards them, getting a fair holistic view of their abilities. This could dispel personal prejudices.