Internal vs external recruiting: pros, cons, and when to use each

Internal vs external recruiting isn’t about which is better – it’s about when each delivers the most value. Internal hiring boosts engagement, agility and speed. External hiring fuels innovation, diversity, and growth. This guide breaks down the pros, cons and practical markers to help you strike the right balance for your organisation. 

Most hiring teams face the same question sooner or later: do we grow from within, or look beyond our walls?

Internal recruiting means filling open roles with people who already work in your organisation, through promotion, lateral moves, or redeployment. External recruiting means hiring new employees from outside.

Read more: How to make external recruitment work for you

Both internal and external recruitment have same goal – hiring the right person into the right role – but they take different paths up the mountain. 

In reality, most organisations rely on a mix. The balance depends on your size, structure, growth stage, hiring maturity, and strategy. 

This guide helps you diagnose where internal vs external recruiting makes most sense for you. Let’s go. 

The benefits of internal recruiting vs external recruiting

External recruiting is often treated as the default option for hiring. But internal recruitment is one of the strongest tools for building an engaged, resilient workforce. It drives loyalty, retention and performance, all while saving serious time and money. Not bad for a day’s work, hey.

Let’s talk about the benefits of internal recruitment over external recruiting:

1. Internal hires ramp-up faster than external hires
   

When you promote or redeploy existing employees, you retain their deep understanding of your systems, team, customers, and culture. 

When you hire internally, you retain this tacit understanding of how things work and that person’s existing relationship capital. That’s the kind of context that would take outside hires months, or years, to rebuild. (Although good onboarding software helps kickstart the process!)

2. Career progression boosts engagement

Career development is one of the biggest drivers of employee satisfaction. When people see clear pathways to grow, they’re more likely to stay. Internal recruitment signals that you invest in your people’s futures, which builds trust, motivation, and loyalty.

External recruitment can boost engagement but not if it comes at the cost of your existing people’s career progression. 

Whatever your mix of internal vs external recruiting, your hiring function needs to deliver long-term value. That means people who become a valued tribe-member long-term, not just bums on seats. 

3. Internal recruiting is faster and cheaper than external

Internal hiring sidesteps many of the costs that come with external recruitment – advertising, job boards, agencies, background checks, onboarding time. It also shortens time-to-hire dramatically because candidates already know your systems, culture and expectations.

When it goes well, internal recruitment can mean better hires, faster, for dramatically less than sourcing externally. What’s not to love?

4. Internal hiring strengthens succession planning

Internal recruitment helps identify and prepare future leaders from your existing workforce. “Homegrown” leaders support long-term stability, reduce key person risk and keep your most capable people challenged and developing. 

There’s also a chunky cost consideration. Hiring senior leaders externally can cost an extortionate amount, versus training and promoting internal employees.  

5. Internal mobility improves workforce agility

Good internal mobility practices make organisations more agile, so you can adapt faster to change. When priorities shift, internal hiring enables you to redeploy people quickly from underused departments to areas of high demand without waiting months to hire externally. 

This agility is especially valuable in volatile industries like healthcare, retail and hospitality, and the public sector, where flexibility directly impacts service delivery. 

6. Recruiting internally reinforces cultural alignment

People who already understand your organisation’s values, culture and ways of working are less likely to experience misalignment, which can drive disengagement and churn. 

Compared to external recruiting, internal recruiting protects cultural cohesion and continuity, even during periods of transformation. If you’ve gone through big changes recently, focussing on internal over external recruiting can help steady the ship.

7. Internal progression builds your employer brand

When employees see their tribe progressing internally, it strengthens your reputation as a workplace that rewards growth. That story travels – through Glassdoor reviews, LinkedIn posts, Reddit, ChatGPT – making it easier to attract external talent when you need to.

In other words, internal recruiting success feeds directly into your external reputation as an employer of choice.

8. Internal recruiting reduces hiring risk

With internal candidates, you already have performance data, references, and established working relationships. That gives you fewer unpleasant surprises post-hire and higher confidence that the person you promote will succeed.

When you’re hiring someone business-critical, relying on proven internal talent can be an obvious route to reduce the unknowns that come with external hiring. 

9. Internal mobility is critical to DEI

External recruiting can help improve representation if you’re not where you want to be. But true inclusion means also focussing on how diverse talent flows through your organisation. Is everyone empowered to thrive and progress?

Internal mobility programmes can uncover and elevate underrepresented talent, building a workforce where diverse perspectives are represented at every level. (Which in turn can make it easier to attract and retain diverse talent externally).

10. Internal recruiting turns L&D spend into ROI 

Learning and development can be a major line item. Internal recruiting ensures your investment pays off – so rather than losing skilled employees to competitors, you retain the benefit of their growth in-house. 

Where external recruiting can risk demotivating employees and, at worst, drive talented people elsewhere, internal recruiting proves L&D leads to tangible career advancement. It’s good for your people and for you.

11. Internal pipelines build sustainability

When external recruiting budgets tighten or the market runs dry, a strong internal pipeline keeps critical projects moving. Internal recruiting gives you stability and sustainability that’s not coupled so tightly to external market conditions. 

So when, say, you’re facing the most severe and fastest-growing tech skills shortage in more than 15 years, you’ve got the people in-house ready to progress into these roles.

12. Internal recruiting strengthens trust in leadership

External recruiting can strengthen trust in some ways, especially if you’re bringing in respected ‘keynote’ hires into high-impact roles. But there’s always that ‘unknown’ factor that can derail employee confidence.

Hiring internally – especially into visible senior roles – can shortcut the trust-building process, because that person has already earned credibility (hopefully, if you’re hiring them…) This strengthens leadership legitimacy and organisational cohesion.

The drawbacks of internal recruiting vs external recruiting

Internal recruitment can be brilliant for agility, engagement, and retention but it’s not without its blind spots and challenges. If you rely on internal moves too heavily or without strategy, you risk stalling innovation, entrenching bias, and over-stretching teams. 

Here’s how internal recruiting can start to hurt more than help:

1. Widening skills gaps

You can only hire from the people you already have. If your workforce doesn’t include the skills or experience needed for new directions – like entering new markets or adopting new tech – internal recruiting can’t close those gaps. 

If you consistently rely on internal over external recruiting, you risk cracks turning into chasms that can be a many-year challenge to turn around.

2. Stagnation and groupthink

Yes, internal mobility keeps your culture strong but it can also reinforce sameness. 

When everyone shares similar experiences, assumptions, and decision-making styles, it’s harder to innovate or challenge the status quo.

Hiring externally can breathe fresh life into your organisation and bring perspectives you wouldn’t otherwise have known existed. You don’t know what you don’t know.

3. Internal competition and politics

Internal recruiting can potentially open a political can of worms. When multiple employees vie for one opportunity, disappointment can sour morale, for example. And without transparent criteria, promotions can be perceived as favourites’ rewards, creating resentment and damaging trust.

Compared to internal, external recruiting can avoid these political sensitivities and sidestep competitiveness. 

4. Double disruption

Mostly, every internal move creates another vacancy. You solve one problem but generate another, potentially triggering a cascade of handovers and transitions that can derail continuity and drain productivity. 

In many cases, you could say internal recruitment causes external recruitment – you’re often not choosing which, but where. Where in the organisation do you want to go to market?

5. Narrow diversity pipelines

DEI is under pressure but sensible organisations know values aren’t seasonal. Sensible TA leaders are protecting and prioritising DEI as much as ever – and the question of internal vs external recruiting is central.

Hiring only from within means drawing from a finite demographic pool. It limits your ability to increase representation or cognitive diversity quickly, and can entrench existing imbalances in gender, ethnicity, or background. If you’ve already got great representation across your organisation, great. If not, internal recruiting can only perpetuate what’s there. 

6. Risk of perpetuating bias

Hiring decision-makers often unconsciously favour people they know and have rapport with. That familiarity bias can block equitable progression and cause hidden talent to leave for fairer opportunities elsewhere. External recruiting can, on the other hand, represent more of a ‘blank slate.’ 

The same is also true from the employee perspective. It can be difficult to shift existing perceptions, so some employees might feel they’ve got a fairer shot at promotion elsewhere where they’ll be evaluated on merit not reputation.

Irrespective of whether you’re talking about internal or external hiring, building fair, merit-based, transparent assessment processes is crucial.

7. Capability gaps in promoted employees

If you’re hiring internally and you don’t do appropriate due diligence to benchmark against the external market, you risk hiring people based on loyalty, tenure and culture-fit rather than role readiness. 

This can dilute capability, slow delivery, and create a “Peter Principle” effect – where people are promoted to the level of their incompetence, rather than promoted based on capability. 

External hiring is often more competitive because external candidates are competing against the best talent on the market. 

8. Drifting competitiveness with market norms 

Irrespective of whether the candidate you eventually hire is from inside or outside your organisation, the actual external recruitment process can deliver value. If you always recruit internally without looking externally, you risk losing sight of how your internal recruitment processes compare to the market.

Salary expectations, skills standards, recruitment processes, and performance benchmarks can quietly drift out of sync, making you less competitive long-term. AKA, if you have 17 interview rounds but everyone else has 2, hiring is unlikely. 

9. Slower strategic transformation

When you’re trying to change direction – like digitising services, modernising leadership, or embedding new values – recruiting internally can reinforce the same patterns you’re trying to shift. External hires often act as catalysts for transformation that insiders can’t. 

10. Potential burnout from over-promotion

Career progression is typically a great thing, but there’s a darker side too. Promoting internally can mean stretching high performers into new roles quickly. And if that becomes the norm not the exception, you risk creating a pressure-cooker of a culture that risks burning people out instead of motivating them.

Whether candidates come from your ATS or your HRIS, you’ll need robust training and development support, to ensure you’re equipping people to thrive.

11. Perception of closed doors to outsiders

If your organisation becomes known for always hiring from within, external candidates may stop engaging altogether. “What’s the point in applying, when Brand XYZ prefers internal candidates? It’s probably a waste of time and a box-ticking activity.”

If you aren’t seen to have a balance between internal and external recruitment, you risk narrowing your future pipeline even when you do want fresh perspectives.

12. Reduced brand visibility 

Another long-term branding consideration is around visibility. If you’re over-reliant on internal vs external recruiting, you risk becoming invisible on external talent markets. Even if you’re a great place to work, fewer public job postings and recruitment campaigns mean fewer people know it. 

That might not matter right now, but it’s worth considering for your future hiring pipeline. Employer branding is a long-term strategy, not a short-term tactical play.

So… internal vs external recruiting: which is better?

Both have clear strengths and blind spots. 

Internal recruiting delivers speed, engagement and stability and often comes with big cost savings compared to external recruitment. But an overemphasis on internal mobility can create an insular, narrow-minded echo chamber where fresh thinking is snuffed out, bias entrenched, and innovation suffocated.

On the other hand, external recruiting might be slower, more expensive and riskier but it brings fresh skills, perspective and diversity that can fuel growth.

So ultimately, it’s not a question of whether internal or external recruiting is “better”. It’s a question of when, where, and how each adds value. 

When to recruit internally and when to recruit externally

Deciding which lever to pull when is a core part of creating an effective talent acquisition strategy – there’s no one-size-fits-all (sorry!). The answer can change, depending on your current skills mix, priorities, strategy, current challenges, and so on. 

That said, here are some markers to consider one over the other.

Consider recruiting internally when:

• You need to move fast and minimise risk
• You already have the capabilities you need in-house
• You’re focused on engagement, retention and progression
• You’re developing future leaders and building succession pipelines
• You’re hiring for roles that demand deep organisational knowledge
• You’re prioritising inclusion and internal DEI mobility
• You want to protect cultural stability through change
• You’re maximising ROI from your learning investment
• You’re working with a limited external recruiting budget 
• You’re competing for hard-to-find or high-cost skills 
• You have a strong L&D and talent development ecosystem
• You want to reinforce trust and credibility in leadership

Consider recruiting externally when:

• You need new skills, perspectives, or technology expertise 
• You’re entering new markets or scaling operations
• You need to challenge the status quo and drive innovation 
• You’re prioritising DEI and want to improve representation
• You’re filling high-volume, high-turnover, or seasonal roles
• Your internal pipeline isn’t ready or lacks capacity
• You’re undergoing major strategic or cultural change
• You want to benchmark against market standards and pay norms
• You need to raise employer brand visibility and awareness
• You’re seeking fresh leadership to catalyse transformation
• You’re tackling critical or emerging skills shortages
• You’re aiming for rapid business transformation or turnaround

In practice, the strongest TA teams do both internal and external recruiting well – drawing from the inside to build stability and from the outside to fuel growth. 

Tribepad is the trusted tech ally to smart(er) recruiters everywhere. Combining ATS, CRM, Video Interviewing, and Onboarding, our talent acquisition software is a springboard for fairer, faster, better recruitment for everyone.

Trusted by organisations like the Tesco, NHS Professionals, and Subway, 30-million people in 16 languages use Tribepad.