Managing internal applications

opportunity : Diversity Positive recruitment :
Managing internal applications

Tips and Tools

Example position description – Scientist

Web sites recommended for CGIAR recruitment

Internet research tools

Print media position announcement – Scientist

Web site position announcement – Scientist

Sample candidate assessment form

Briefing selection committees

Practical assessment tasks

Checking references

Diversity-positive salary setting

Key messages from this section

When applications come from internal applicants:

acknowledge all internal applications
deal sensitively with candidates who are not short-listed for interview
encourage candidates to be interviewed to advise their supervisors
make sure that internal candidates receive just as comprehensive a briefing about the position as non-CGIAR candidates
deal sensitively with unsuccessful candidates

Introduction
1 There are many positive aspects of considering applications from staff within the recruiting Center. It promotes mobility within the Center and provides opportunities for promotion or transfer for a staff member who has:

grown beyond the challenges of her/his current position, or
spent a long time in the one area.

It also can be a useful mechanism to complement the Center’s other initiatives in staff development, such as mentoring, leadership development, etc.

2 However, internal applications must be managed with great sensitivity. Internal candidates are the easiest to assess, but they are also the easiest to stereotype. It is important to ensure that all processes are both objective and sensitive.

3 The key steps in dealing with internal applications are very similar to those for managing applications from elsewhere in the CGIAR.

Acknowledge all applications from internal candidates
4 All applications from internal candidates should be acknowledged in writing. If the vacant position is in a different work area, the candidate should be encouraged to advise her/his supervisor about the application. It is highly desirable that the candidate’s supervisor does not find out from other sources.

Dealing with internal candidates who are not short-listed for interview
5 If an internal candidate is not short-listed for interview, she/he should be advised in person by the chair of the selection committee and provided with an explanation of the reasons why. This oral advice should be followed up with a polite and informative letter confirming the reasons provided orally.

During interview
6 It is important to avoid assuming too much about internal candidates’ knowledge of the vacant position. Where appropriate, they should receive a similar briefing about the position, the job environment, and the social environment as the external candidates. Also, during the interview, it is important to avoid any comments that might imply that assumptions have been made about the candidate.

Post-interview – unsuccessful candidates
7 As in the case of internal candidates who have not been short-listed for interview, it is important to deal sensitively with internal candidates who have been unsuccessful. If this is not done well, there is a risk of compromising relationships between staff members from different work areas within the Center and/or the new appointee.

8 Unsuccessful internal candidates should be advised as soon as possible after the selection decision is taken. This advice should be provided orally by the chair of the selection committee. It should include feedback about their candidature and the selection committee’s assessment. It also may be helpful to convey this advice to the person’s supervisor, as it may have implications for the candidate’s performance management and skills development in that work area.