With internal recruitment, there is also better assessment opportunity as the familiarity of the employee means that the organisation has established an employment history showing the workers formal and informal skills and abilities as well as the worker being familiar with the organisation's policies, procedures and customs so that extensive rehabilitation would not be needed. As Wayne Parks (1985) stated in his study of recruitment, most people are capable; with proper training, direction and encouragement; of climbing up the corporate ladder. Large private companies and certainly government employers recognise this by advertising their vacancies internally before company policy will permit them to go outside the organisation. In Wright and Thong's (1989) study of selection methods, they found that internal recruitment for senior positions was a strong source for this very reason. .
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There are also lower recruiting costs involved with internal recruitment since the recruiting machinery is focused on an already existing pool of employees to fill a vacant position, and therefore selection and socialising processes are less time and dollar consuming, internal recruiting tends to be less expensive than external recruiting (Courtis, J. !976). .
There are disadvantages to recruiting internally though, and these are mainly the cost involved and the restricting of new talent entering the organisation. Internal recruiting demands a higher degree of employee training. In order to develop the skills needed to train the current workforce in new processes and technologies, the organisation has to provide a more expensive training program (Courtis, J. 1976). .
Another drawback of extensive internal recruiting is the reduced likelihood of innovation and new perspectives. A lack of new employees from the outsides leads to a lack of new ideas and approaches. The business might become resistant to change as with recruiting externally new perspectives and attitudes are brought to the organisation.