You have an opening on your team, and the ideal candidate already works inside the company—just not for you. Hiring a standout from another internal team can be smart, but moving too fast can be perceived as poaching or favoritism. Here’s how to sensitively manage the politics of hiring internally.
Start with the organization’s needs. Frame the move around what’s best for the business, not just your team. Be ready to explain how internal mobility strengthens retention, development, and performance. This keeps the conversation from sounding self-serving.
Confirm interest quietly. Before looping in managers, make sure the employee actually wants the role. Ask about their goals and growth priorities without making promises. If they’re not interested, you avoid unnecessary tension.
Approach the manager with respect. Be transparent and early. Share your thinking, ask for their perspective, and listen to their concerns. Don’t give them veto power, but do acknowledge the impact on their team and discuss timing and transition plans.
Prepare for pushback. Decide how much relational capital this hire is worth. If you move forward, own the inconvenience you create and offer help to smooth the transition.
Handle the aftermath thoughtfully. If you already know who you want, don’t run an interview process just for show. Be clear about your decision and prepared to explain it to others who weren’t chosen or considered. Focus on clarity: why this person is the right fit right now, and what paths are available to others going forward. |
