Advantages And Disadvantages Of "Internal Training"

"Internal training" refers to the activities of selecting suitable talents from the enterprise to supplement vacancies or new posts through internal promotion, job exchange, job rotation and re employment of talents.

(1) "internal training" has the following advantages:

1. high credibility.

Due to a better understanding of the staff of this department, such as staff's performance evaluation, personality characteristics, work motivation and development potential and so on, have more objective and accurate understanding, so that the overall understanding of the internal staff is more reliable, and improves the success rate of personnel decision-making.

2. strong adaptability.

From the perspective of operation mode, the existing employees know more about the operation mode of the organization, and they can better adapt to the new job compared with the new recruits from outside recruitment.

3. better motivation.

From the perspective of motivation, "internal training" can provide employee development opportunities, enhance their work efficiency, and enhance their sense of responsibility to the organization.

In particular, the recruitment of managers at all levels often promotes a group of people to promote their morale.

4. the cost rate is low.

"Internal training" can save high expenses, such as advertising expenses, travel expenses of recruiters and candidates, and at the same time, it can save some unnecessary training and reduce indirect losses.

In addition, generally speaking, this candidate has already approved the existing salary system of the enterprise, and the salary requirements will be more in line with the present situation of the enterprise.

Many enterprises pay special attention to the "internal training" of talents, especially the senior managerial talents of enterprises.

Welch, the famous general electric president, was selected from the enterprise headquarters.

General Electric (China) chairman frankly said: "Welch's successor must have been generated internally, because the outside staff did not understand Ge at all.

And later, the fact of management system also proves this point.

(two) although "

"There are many advantages mentioned above, but their weaknesses are obvious. They are easy to be" pointed ". They are mainly manifested in the following aspects:

1., it may cause internal contradictions.

"Internal training" needs competition, and the result of competition is losers in the majority.

Those who fail in competition may be discouraged and morale is low, which is not conducive to the internal unity of the organization.

Internal selection may also lead to "digging talents" among departments, which is not conducive to collaboration among departments.

In addition, if we choose qualifications according to seniority rather than ability, we will induce employees to develop the mentality of "not seeking merit but not seeking", so that elite talents will be lost or buried and weaken 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 "team thinking" and inhibit individual innovation.

Especially when the important positions in the organization are promoted by the grass-roots employees, and the rigid consciousness of thinking is not conducive to the long-term development of the organization, the dilemma faced by Ge in 1990s is considered to be related to its long-term implementation of the "internal training" strategy.

3. lose the selection of external excellence

Opportunities.

Generally speaking, there are more excellent external talents. Blindly seeking "internal training" reduces the opportunity for external "fresh blood" to enter the organization. On the surface, it is a huge waste of opportunity cost.

4. unless there is a good development / training plan, the internal promotions will not meet their expectations in the short term, and the cost of the internal development plan is higher than that of those who are directly employed by the outside world.

Moreover, many promoted employees may not be well adapted to work because of the "Peter principle", which affects the overall operational efficiency and performance of the organization.