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Internal Promotion
By far the most effective way to fill a key executive position is to promote someone with the appropriate skill and ability. A host of reasons support this as the best alternative. First, the learning curve is shortened if the person already understands the formal and informal organization, the communications patterns, the business' history and nuances as well as the industry in which it operates. Given two people of equal ability, the insider will become productive more quickly than an outsider. Second, our cultural heritage leads us to reward hard work and achievement. As a result virtually everyone feels good when a competent manager is promoted. Finally, a key promotion can create a motivational "ripple effect" because each promotion opens an opportunity for another promotion.
Networking
There are times, however, when an executive, competent to execute the responsibilities and obligations of the open position, is not present in the organization. In other cases, an individual may be capable of filling the open job but incapable of succeeding to higher levels and, if promoted, might block a pivotal role in a management succession program. At this point, the hiring executive may commission an executive search to fill the position. Alternatively. his or her personal business network may be utilized as a first step in candidate identification.
There is a significant level of personal comfort attached to receiving a recommendation from someone whose judgment is respected. While not all such referrals yield optimum solutions to senior staffing problems, that comfort level is a significant motivation to turn to co-directors on the boards of profit, not-for-profit or civic organizations; or, to professional acquaintances and service providers to the executive's company, such as bankers, accountants, lawyers, or key suppliers. The executive
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