How to Interview Internal Candidates

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Provide interview tips if they displayed glaring tendencies such as failing to stay on message. Put the burden back on them. Share information about internal and external programs through which they can overcome limitations.

Like all applicants, internal candidates deserve one thing: a fair shot. Feedback demonstrates that you cared enough to take them seriously. Who knows? Your pointers might help them in their current role, too.

4) Refer them. Is their interest sincere? Do they show potential to be groomed? Do their career trajectories align with this role or something similar? Maybe you should think long-term and open some doors for the candidate. Tap into your connections and give them additional exposure. Tout their abilities to potentially interested parties and arrange meetings. You might introduce candidates to mentors who will prepare them for the next job openings.

At the same time, think about just how closely internal candidates stack up. If they're borderline, don't dismiss them immediately. Give them an assignment to test their abilities and (more important) commitment. Distribute their resumés to other stakeholders as well; they may have views that differ from yours. Bottom line: Your internal candidates are likely going above and beyond their current roles. Return the favor.

5) Understand the risks. For internal candidates, this is their big shot to apply underutilized skills, earn more money, or get a fresh start. Sure, the field is competitive and the decision difficult. Ultimately, you're probably sending them back to dead-end jobs under clueless bosses with bullying clients, impossible workloads, and red tape. The runner-ups' hopes will be dashed and their pride shaken.

The question is: How soon will they snap out of their disappointment? Some candidates will bounce back with an "I'll show them" mind set, working even harder to regain their self-respect by proving you were wrong. Others will wallow in doubt and self-pity. Some will send resumés to the competition, eager to spill the company's dirty laundry for revenge. Others will hear inner voices looping the same message: "The organization doesn't value you. Why are you still working here?" Their work will suffer in the short term as they work through distraction, indifference, and anger.

You can't control these reactions. In the end, you can manage only your own performance. Look at the interview from the candidate's perspective. Be honest, tempering this with tact and sympathy. Recognize that your finely honed instincts and hard-earned experience may just be prejudices in disguise. Judge candidates on their merits, not their department, role, age, or location. Understand that your interview may force them to face skill gaps and performance issues, which they may not appreciate—at least not initially. Most important, never forget that internal candidate are peers. You may need their help someday. Make sure you've earned the goodwill.

Jeff Schmitt is an online columnist for Bloomberg Businessweek. He has spent 17 years in sales, marketing, project management, training, legal compliance, and recruiting. You can reach him via e-mail or follow him on Twitter.