Career within a company. Motives and Principles

Career within a company. Motives and Principles

Vasiliy Ivanov Apr 17, 2017

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It's no secret that the best candidates for leadership positions are company’s current employees. There is no magic in this - no Harvard or MBA graduate can know the company, its values ​​and culture better than its employees. Proofs of this idea can be found in the books of Jim Collins, who provides an analysis of successful and dead companies. Unfortunately, no matter how prepared companies are for high costs of finding and hiring managers of any level, it is impossible to bypass a new candidate adaptation stage. Of course, it is possible to evaluate the candidate's personal qualities that are related to the chosen position, but this does not guarantee a successful, professional application of his knowledge in the future and acceptance of company values.

According to our observations, it’s much more convenient to use current staff. At the very moment of vacancy creation, we can already assess the employee's involvement, his desire to develop a company or a project, we already know about his values. One might say: if it was so simple, it would be realized already by all companies! Sure, this approach also has its own pitfalls. Therefore, in order to move the employee up the career ladder, we in KeepSolid try to perform the following steps:

  1. We find out which of the employees seek growth, and which are satisfied with their current position. For this, simple communication, both formal and informal, is sufficient.
  2. We determine the level of the employee’s involvement. To date, there are many ways to measure it. For instance, there are expensive tests provided by external companies. These tests are usually conducted anonymously to maximize the openness of employees. The results are presented in the form of statistics by various categories, such as age, position, gender, division of the company, etc. It is not necessary to start with expensive tests. We have not studied the team's involvement before and it turned out that the test shows the obvious facts that we are able to find out ourselves in 2-3 minutes of live communication with employees.
  3. We determine which new positions does the company's strategy provide, since it takes time for any employee to transfer to a new position.
  4. We design a development plan for the employee. Most likely, the chosen employee will not have all the knowledge required for the new position. Therefore, a competent leader must select candidates for new positions, as well as his successor, in advance, especially if the leader himself is going to leave his current post. With these candidates we discuss the growth prospects, as well as the requirements for the level and quality (!) of their knowledge. When I perform this, I try to select 2-3 development areas as early as possible, assign the candidate to study them, and see how actively he tackles them, regardless of his workload at the current position.
  5. We determine the terms and criteria for assessing his effectiveness.


Career growth

There are two types of career growth in KeepSolid: professional and administrative.

Professional growth is the development of an employee’s skills. For example, for a programmer the professional growth is an increase in the coverage of the technologies used, possibly new programming languages, enhanced responsibilities in the project.

Administrative growth is a career movement towards leadership positions. It is a good option for employees who prefer the management of processes or teams.

Factors affecting career growth:

  1. Employee’s desire for development
  2. Sufficient abilities for the chosen position
  3. Does the candidate see his goal and the ways to achieve it within the company?
  4. Qualities such as responsibility, sociability, stress resistance
  5. Thinking pattern (technical or humanitarian)
  6. The speed of candidate’s reaction to different situations
  7. Loyalty to the company
  8. A unique knowledge or experience
  9. Achievements in the current position
  10. The company’s need for a specific position

We have collected statistics that completely confirm the research of J. Collins which claims that the most effective way to hire managers is internal hiring. Usually the guys who develop their careers in our company show better results than the candidates from outside.



After 5 years of experiments in staff management, I worked out some important principles for the company. For example, punishment is not as productive as promotion and recognition. Moreover, fear of punishment can cause the employee want to hide the problem. And even if they do not deliberately conceal, they at least try to avoid announcing it publicly, even if it meant solving the problem quickly. Therefore, recently we have completely canceled fines for any wrongdoings, except for hiding important information or deliberately ignoring the problem.

What makes me laugh is the managers who call salary increase or bonuses a motivation. Hence, their employees are "motivated" only for money. If we look at the meaning of the words "motivation" (from Latin: movere) and "stimulation" (from Latin: stimulus), it becomes clear: motivation is the person's inner incentive for action, based on his values, desires and emotions; stimulation is external factors affecting the person's decision. Money refers to stimulation, and recognition of work is what motivation is.

In addition, Hubbard identified 4 basic levels of motivation, which must be understood by a leader to be able to not only assess the level of an employee, but also take appropriate actions.

To summarize, I’d like to thank our employees who came to the company and stay with us not for the money (which they can earn in any company), but because they are interested in developing products, because they support the company, and because they want to contribute to the development of the industry!