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recruit
someone from 
outside
or to 
promote
or 
transfer
someone from the existing workforce instead. 
Some of the factors to be considered in this decision are as follows. 
(a) 
Availability in the current staff
of the skills and attributes required to fill the vacancy. If the lead 
time to develop current staff to 'fit' the vacancy is too long, there may be no immediate alternative 
to external recruitment. 
(b) 
Availability in the external labour pool
of the skills and attributes required. Where there are skill 
shortages, it may be necessary to develop them within the organisation. 
(c) 
Accuracy of selection decisions
. Management will be familiar with an internal promotee and their 
performance. An outside recruit will be a relatively unknown quantity and the organisation will be 
taking a greater risk attempting to predict job performance. 
(d) 
Time for induction
. An internal promotee has already worked within the organisation and will be 
familiar with its culture, structures, systems and procedures, objectives and other personnel. This 
gives a head start for performance in the new position. An external recruit may have to undergo a 
period of induction before performing effectively. 
(e) 
Staff development
. Internal promotion is evidence of the organisation's willingness to develop 
people's careers, which may build morale (and avoid resentments). It may also be part of a 
systematic 
succession plan
which maintains managerial continuity and individual performance 
improvement over time. 
(f) 
Fresh blood
. Insiders may be too socialised into the prevailing culture to see faults or be willing 
to change. Organisations in fast-changing and innovative fields may require new people with 
wider views, fresh ideas and competitor experience.