Recruit from the bottom, promote to the top

One thing at a time, all things in succession. That which grows fast withers as rapidly; and that which grows slow endures.”
J. G. Holland.

When it comes to building an OSS team, having a diverse team of linchpins who have specific knowledge of your OSS is essential. It’s definitely helpful to promote from within your own organisation for a whole number of reasons, including:

  • Team morale when they see the opportunity for promotion
  • Understanding of your specific OSS
  • Understanding of your specific team dynamics
  • Promoting identities whose strengths, weaknesses and fit within team dynamics are well known to the organisation
  • Planned development and succession

In a nutshell the tribal knowledge of your specific OSS is irreplaceable and you want the leaders of your organisation to hold that deep tribal knowledge. Every OSS and their related organisations are so different in nature that a linchpin in one organisation can easily become lost in a new organisation.

There’s no doubt that there are circumstances where hiring from outside is inevitable, including turn-over of new ideas, leveraging new connections, to fill a gap left by a departing linchpin, and a myriad of other reasons.

Irrespective, I’m a big believer in trying to create / plan a culture whereby recruits enter the organisation at the bottom of the org chart and are successively promoted to the top, as opposed to hiring at the top.

There’s always room however for fresh ideas from outside using consultancy, training and development to inspire individuals within any organisation.

Where does your organisation’s inspiration come from? Inside, outside or a blend of both?

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