Finding Future Leaders: Hiring Candidates for their Next, Next Role

The art of talent acquisition isn’t merely about filling existing positions; it’s about sculpting your organization’s future. HR professionals’ role extends beyond filling headcount to encompass long-term strategic efforts, such as succession planning, retention, and engagement.

Often, companies tackle these broader, longer-term initiatives without considering how much recruiting and hiring can play a part in the solution early on. Today, we explore the critical importance of evaluating candidates not just for their current fit but also for their potential to ascend to higher echelons within your company. Welcome to the realm of hiring for your next, next role.

Looking Beyond the Present

The concept of hiring for the “next, next role” underscores a forward-thinking approach to recruitment, primed to identify individuals capable of growing alongside the company. That is, proactively planning to promote them in the future. 

Laying this foundation with new external hires will allow you to reap the many benefits that come from promoting from within later on, including:

1. Lower Costs: You can save on the typical recruitment costs, plus the associated pay bump is often lower than a new hire’s salary expectations (and that’s more pronounced when filling manager, director, and above positions). Additionally, training needs will be minimal in comparison to an external hire.
2. Higher Engagement and Morale: In addition to the person promoted, internal recruitment motivates other employees to go the extra mile because they see that there are progression paths for them. Hiring from within also fosters a sense of inclusivity and loyalty among your workforce.
3. Better Performance: External hires tend to receive lower performance evaluations during their first two years compared to internal promotions, according to a Wharton School study. They also have higher exit rates. This disparity underscores the advantage of promoting internal candidates who bring their vast institutional knowledge into their next role and are more likely to stay put.
4. Reduced Risk: Internal candidates are known entities. You already know that they’re a good cultural fit, and you know their strengths and weaknesses. These insights mitigate the risks associated with an external hire. And keep in mind that a bad hire costs companies $17,000 on average. Ouch!

Built-in Succession Planning

Succession planning has emerged as a cornerstone of organizational resilience, allowing companies to safeguard against talent gaps and ensure seamless continuity in times of transition.

Often, succession plans begin by looking across the current workforce to identify high-potential employees and then groom them for leadership roles. But what if that identification began during screening: interviewing and evaluating candidates for both the current opening and that “next, next role”? It increases the likelihood that you’ll hire a person with the potential to stick with the company long-term, and it opens the door to beginning training and development earlier in their tenure. The combination makes it easier to fill management roles in the future.

Strategies to Implement the “Next, Next Role” Approach

So, how can HR professionals effectively incorporate this mindset at the recruitment and hiring stage? Here are some practical strategies to consider:

• Develop a Robust Talent-Assessment Framework: Implement a comprehensive assessment tool that evaluates candidates not only based on their fit for the current opening (e.g., current skills and experience) but also captures their potential for future roles, growth, and leadership. Then, equip hiring managers to use that information to determine the best candidate through the lens of both short- and long-term company goals.

• Establish Clear Career Progression Paths: Don’t just ask candidates where they see themselves in fill-in-the-blank years. Communicate transparently with them about your organization’s various career advancement opportunities. Help them envision their trajectory. Then, gauge their interest level. High-potential candidates often shine during these discussions, giving you valuable insights to use later when comparing applicants.

• Invest in Employee Development Programs: Demonstrate a continuous learning and development culture by offering training programs, mentorship initiatives, and leadership workshops. Highlight these programs to high-potential candidates. Don’t have all of this in place yet? That’s okay. Paint a picture of where the company’s headed, but give them realistic timelines. Once hired, don’t forget to engage those future managers/leaders in development programs as early as feasible.

Nearly 9 out of 10 job seekers say it’s essential for a potential employer “to offer a strong skills development program (87%), an abundance of career advancement opportunities (88%), and ways for them to progress toward a different job or career track (87%),” according to a Workplace Intelligence study. So, putting these strategies in place isn’t just good for the long-term health of your company; it’s what most applicants expect today.  

Conclusion

The ability to anticipate and nurture future managers and leaders is paramount to sustained success. By incorporating a forward-thinking approach during recruiting and hiring, HR professionals can maximize the potential of their “next, next hires.”