Internal Recruiting Strategy as an Instrument for Managing Knowledge Workforce During Critical Times

  • Alpa Parmar Assistant Professor, Department of Commerce, The Maharaja Sayajirao University of Baroda, Gujarat, India
Keywords: Internal recruitment, Promotion, Retention, Internal mobility, Leadership


In determining whether to recruit from within or outside the organization, employers should consider the nature and level of the job, structures of the firm and industry, and an organization’s system of human resource management policies and procedures, such as intensive recruitment and screening policies and training are required. This article focuses on why internal recruitment should be considered as a source of recruitment. Secondly, to reduce the cost of hiring and to retain stable employees with the required competence for a position. The internal recruiting strategy provides a source of motivation for each individual promoted and assures that high performers are rewarded. Internal hiring must be preferred to external hiring considering the knowledge and skills specific to the firm are essential for the organization growth when promotions are vital for encouraging and motivating current workers when the recruitment budgets of a hiring blunder are mainly large, and when a surplus vacancy is not too costly (created when a worker switches jobs internally). This article focuses on analyzing the significance of internal recruitment and justifies its need for particular positions in the organization.

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