空きポスト、2年間ぐっと我慢出来るなら外部の優秀（で忠誠心の高そう）な人材を雇うべし

1. Development of Internal Talent for the next step is HARD.
   内部人材を次のステップへと開発していくのはしんどい。


2. #1 + you have a business to run. It's hard to find time to develop talent.
   さらには、実際にビジネスを動かしていかないといけない。優秀な人材を社内で探すのは大変。


3. #1 + the Internal Talent doesn't know what it wants.
   さらには、社内人材は何がさらに必要なのかをわかっちゃいない。


4. You need some fresh ideas. Things feel stale, and it's a great way to shake things up.
   新鮮なアイデアは重要だ。しばしば物事は停滞するので、それを揺り起こす必要があるのだ。


5. Did I mention development of Internal Talent for the next step is HARD? Too bad, it's big enough I'll list it again.
   えーっと、内部人材を次のステップへと開発していくのはしんどいって言ったっけ？ まぁいいや、もう一度書くだけのことはある。

if you have an in-house candidate who might be able to fill the role, new research suggests they'll probably perform better for less money than those fancy-sounding external candidates.

"External hires" get significantly lower performance evaluations for their first two years on the job than do internal workers who are promoted into similar jobs. They also have higher exit rates, and they are paid "substantially more." About 18 percent to 20 percent more. On the plus side for these external hires, if they stay beyond two years, they get promoted faster than do those who are promoted internally.

"外部登用人材"は同様の仕事に内部昇格で就いた者と比べて最初の2年間はかなり低いパフォーマンス評価を得ることになる。さらに彼らは退職率も高く、給料も"破格に高い"。おおよそ18%～20%ほど高額である。ただポジティブな話としては、外部登用人材が2年在籍すると、社内昇格人材より早く昇格していくようになる。

• 2年離職せずに居続けてくれる人材か？
• 2年間はパフォーマンスが落ちることを許容できるか？

Many people will tell you that growing and nurturing your own talent is the best way to build a great company with consistent values. I disagree.

1. New people, new ideas | 新しい人々、新しいアイデア


2. Great worker ≠ great manager | 優れた作業者 ≠ 優れたマネージャー


3. Right fit for the new role | 新しい役割への抜群のフィット感


4. Better for your existing team | 既存のチームメンバーにとっても良い影響


5. Don't underestimate your current staff | 自社スタッフを過小評価することなかれ

Wait, isn't this whole article about why you need to go outside of your company to find the right people? For the most part, yes. But don't be afraid to challenge the outside world with the people you have. You can show a commitment to your employees' growth by building educational and training programs to whatever extent possible. Post that new role internally first, and communicate to staffers why they didn't get the job if another candidate is selected. And then work on a plan of action to help in-house employees get it next time, or create a new path for development. It should be a bit of a competition between your team and the outside world to make the company better.

• キャリア開発システムの設計や研修
• 社内組織・人事力学に関する研修
• 組織変革/意識改革の各種プログラム

• 新卒採用実施中！

• 伝統的な人事は役に立たなくなったか？