Internal hiring is the process of filling an open position with an employee who already works for the organization. Also called internal recruitment or hiring from within, it allows companies to fill vacancies through employee promotions, departmental transfers, or other internal job changes instead of recruiting someone from outside the business.
For example, a company may promote an experienced sales representative to sales manager or transfer an accounting specialist into a financial analyst position. In both cases, the selected employee already works for the organization.
Internal hiring can reduce external recruiting requirements, preserve organizational knowledge, and create career development opportunities. However, moving an employee into a new position can leave another vacancy that the company must fill.
An effective internal hiring process evaluates employee qualifications, communicates available opportunities, applies consistent selection criteria, and plans the transition between positions.
What Is an Internal Hire?
An internal hire is an existing employee selected to fill another position within the same organization. The employee may receive a promotion, transfer to another department, or move into a different role at a similar organizational level.
An internal hire differs from an external hire because the individual already belongs to the organization’s workforce before the new position is filled.
Examples of internal hires include:
- A customer support representative promoted to team supervisor.
- A marketing coordinator transferred into a marketing analyst position.
- An administrative assistant selected for an executive assistant vacancy.
- A financial analyst promoted to finance manager.
- A software developer transferred from one product team to another.
These employees may still need interviews, skills assessments, approvals, and training before starting their new positions.
What Is an Internal Employee?
An internal employee is someone who currently works for an organization, as opposed to an external candidate who does not belong to its existing workforce.
In recruitment, companies use the term internal employee to identify a current worker who may qualify for internal job opportunities.
For example, an employee who has worked in customer service for two years is an internal candidate when applying for a vacant customer support supervisor position.
However, not every person performing work for a company is necessarily its employee. Contractors and workers supplied by external staffing providers may have different employment arrangements.
Eligibility for an internal vacancy depends on the organization’s hiring policy and the worker’s actual employment relationship. A contractor who applies for direct employment may be treated as an external applicant, even when that person already works alongside the company’s employees.
What Is an Internal Candidate?
An internal candidate is a current employee being considered for an open position within the same organization.
An employee becomes an internal candidate when they apply for a vacancy, receive consideration through an internal selection process, or are nominated for an eligible position.
The employee becomes an internal hire after the organization selects them to fill the role.
An employee who is interested in a position but has not yet applied or been considered is not necessarily an active internal applicant.
What Are the Types of Internal Hiring?
The main methods of internal hiring include promotions, lateral transfers, cross-department moves, and selecting employees for newly created positions.
Some internal hiring programs also use succession planning to identify employees who may qualify for future vacancies.
| Internal hiring method | How it works | Example |
|---|---|---|
| Promotion | Employee moves into a higher-level position | Sales representative becomes sales manager |
| Lateral transfer | Employee changes positions at a similar organizational level | HR coordinator moves to the recruiting department |
| Cross-department hiring | Employee fills a position in another business function | Customer support specialist joins the operations team |
| Internal selection for a new role | Current employee fills a newly created position | Marketing specialist becomes the company’s first CRM manager |
| Succession-based appointment | Employer selects a prepared employee for a critical role | Assistant controller becomes controller after a vacancy |
1. Internal Promotions
An internal promotion occurs when an employee advances into a position with greater responsibilities, authority, or seniority.
For example, a customer support representative who demonstrates strong leadership and coaching skills may be promoted to customer support supervisor.
Promotions frequently involve changes in compensation, reporting relationships, and performance expectations.
Employers should evaluate candidates against the requirements of the new position rather than assume excellent performance in the current position guarantees success in a higher-level role.
A job promotion can create career advancement while retaining the employee’s experience within the organization.
2. Lateral Transfers
A lateral transfer moves an employee into another position at approximately the same organizational level.
The new role may involve different responsibilities, teams, managers, or locations.
For example, an administrative coordinator may transfer from the sales department to the operations department without receiving a promotion.
Lateral transfers can help employees develop new skills, explore career paths, and apply existing experience to another part of the organization.
3. Cross-Department Hiring
Cross-department hiring occurs when an employee fills a vacancy in a different business function.
For example, a sales operations specialist with reporting experience may move into a marketing analytics position.
The employer should assess the employee’s transferable skills and identify any additional training required.
A cross-department move may be lateral or promotional, depending on the level of the new position.
4. Internal Selection for New Positions
Companies can create new roles and fill them with existing employees.
For example, a growing business may establish a dedicated customer experience manager position and select a current customer support supervisor for the role.
The position did not previously exist, but the company fills it through its internal workforce.
5. Succession-Based Hiring
Succession planning prepares employees to assume important positions when vacancies arise.
Organizations may identify potential successors, evaluate readiness, and provide professional development before an anticipated leadership transition.
For example, an assistant finance manager may receive leadership training in preparation for a future finance manager vacancy.
Succession planning identifies possible candidates, but the organization should still confirm that the selected employee meets the position’s requirements.
An internal appointment can occur without a competitive job posting when the organization’s policy and applicable requirements permit it.
How Does the Internal Hiring Process Work?
The internal hiring process typically includes six steps: identifying the vacancy, defining eligibility, announcing the opportunity, evaluating internal candidates, selecting the employee, and coordinating the transition.
The employer should document responsibilities and selection criteria so candidates understand how decisions will be made.
| Step | Employer action | Expected outcome |
|---|---|---|
| 1. Identify the position | Confirm the vacancy and required qualifications | Approved hiring need |
| 2. Define eligibility | Establish internal candidate requirements and selection criteria | Consistent evaluation framework |
| 3. Announce the opportunity | Publish an internal opening or follow an approved nomination process | Eligible employees can be considered |
| 4. Evaluate employees | Review qualifications, performance evidence, and assessments | Qualified internal candidates identified |
| 5. Select and communicate | Confirm the selection and notify candidates | Accepted internal appointment |
| 6. Manage the transition | Coordinate responsibilities, compensation, training, and backfill | Employee starts the new role |
Step 1. Identify the Vacancy and Job Requirements
The hiring manager and HR team confirm which position must be filled and why.
The vacancy may result from an employee departure, a promotion, business growth, a departmental change, or the creation of a new position.
The company should define the required skills, responsibilities, compensation range, reporting structure, and expected start date.
For example, a marketing department hiring a new manager may require campaign strategy, budget oversight, team leadership, and performance reporting.
The organization should determine whether existing employees possess those qualifications before deciding how broadly to search.
Step 2. Establish Internal Hiring Eligibility
The employer identifies which employees may apply and how candidates will be evaluated.
An internal hiring policy may address:
- Required job-related skills and experience.
- Minimum time in a current position, where appropriate.
- Relevant performance requirements.
- Application deadlines.
- Required manager notification or approval procedures.
- Assessment methods.
- Transfer and transition rules.
- Compensation changes and approval responsibilities.
Eligibility requirements should be relevant to the position and applied consistently.
An employee’s current manager should not automatically be allowed to block a suitable opportunity simply because losing that employee would create inconvenience.
Organizations should establish fair procedures for coordinating employee movement between departments.
Step 3. Publish the Internal Job Opportunity
Employers can announce vacancies through an internal career portal, company intranet, employee email, or other approved communication channels.
An internal job posting typically includes the job title, responsibilities, required qualifications, compensation information where applicable, application procedure, and deadline.
For example, a company may announce that its customer service supervisor position is open to eligible current employees.
The announcement should explain where employees can apply and how the hiring team will evaluate candidates.
Organizations may also use approved succession planning or nomination procedures for certain positions.
An internal posting is not necessarily required for every promotion or transfer. Posting obligations can depend on organizational policies, contracts, and applicable laws.
Step 4. Screen and Evaluate Internal Candidates
Recruiters and hiring managers evaluate internal applicants against the requirements of the vacant position.
The evaluation may include:
- Relevant work experience.
- Demonstrated job skills.
- Previous performance evidence.
- Structured interviews.
- Work samples or practical assessments.
- Leadership capabilities, when required.
- Training or qualifications relevant to the new role.
For example, an employee applying for a marketing manager vacancy may complete a campaign planning exercise and discuss previous team coordination experience.
A structured interview helps hiring managers compare candidates using the same job-related questions and evaluation standards.
Employers should not assume that an employee’s tenure or familiarity with the organization proves they can perform every responsibility of the new position.
Step 5. Select an Employee and Communicate the Decision
The hiring manager reviews the evaluation results and selects the employee who best meets the position’s requirements.
The employer should confirm the new responsibilities, compensation, reporting relationship, and effective date.
For unsuccessful internal applicants, HR should communicate the decision and provide useful job-related feedback when appropriate.
For example, an employee who has strong technical skills but limited management experience may benefit from leadership training before applying for another supervisor position.
The Society for Human Resource Management’s guidance on unsuccessful internal candidates emphasizes clear communication and the importance of managing employees’ expectations when they are not selected.
Step 6. Plan the Employee’s Transition
An internal hire creates a transition between the employee’s previous responsibilities and the new position.
The hiring manager, existing manager, employee, and HR team should agree on the transfer date, knowledge handoff, training, and any outstanding responsibilities.
For example, an employee promoted from marketing specialist to marketing manager may need to document existing campaigns and transfer day-to-day reporting tasks before assuming leadership responsibilities.
The company should also determine whether the previous position needs to be filled.
Internal hiring can complete one recruitment requirement while creating another.
Internal Hiring Example: Filling a Marketing Manager Position
Consider a marketing agency that needs a new marketing manager.
The agency currently employs a senior marketing specialist with relevant campaign experience, strong performance, and an interest in leadership.
The company decides to evaluate the employee alongside the position’s requirements.
| Stage | Action |
|---|---|
| Vacancy identified | Marketing manager position becomes available |
| Role requirements | Campaign strategy, budget management, reporting, team leadership |
| Candidate considered | Current senior marketing specialist applies |
| Evaluation | Structured interview and relevant management assessment |
| Selection | Employee meets the requirements and accepts the role |
| Transition | Employee completes a handoff and begins management responsibilities |
| Backfill review | Agency evaluates whether the specialist position still needs to be filled |
Why Backfill Planning Matters
Promoting the specialist fills the marketing manager vacancy, but it may leave the specialist’s previous position open.
The agency now has several options:
- Distribute the former responsibilities across existing employees when capacity allows.
- Redesign the position around current business needs.
- Develop another internal employee for the specialist role.
- Recruit an external specialist.
If the agency hires one external marketing specialist to fill the previous position, the overall result is one internal promotion and one external hire.
The example demonstrates why an internal hire does not automatically increase the company’s total employee headcount.
The organization has moved existing talent into another position and may still need an additional employee to maintain its previous workforce capacity.
Internal Hiring vs. External Hiring: What’s the Difference?
Internal hiring fills positions with existing employees, while external hiring recruits candidates who do not currently work for the organization.
Both approaches can fill permanent positions and support company growth, but they draw from different candidate pools.
| Attribute | Internal hiring | External hiring |
|---|---|---|
| Candidate pool | Current employees | People outside the organization |
| Recruitment channels | Internal job postings, talent reviews, succession planning | Job boards, direct sourcing, referrals, recruitment agencies |
| Organizational knowledge | Candidate already has company experience | Candidate must learn the company’s processes |
| Relevant skills | Depends on existing workforce capabilities | Can introduce skills unavailable internally |
| Assessment information | May include existing performance evidence | May include work history, assessments, and references |
| Recruiting expenses | May require less external sourcing | May involve advertising or external recruiting fees |
| Training | May require preparation for new responsibilities | Requires integration into the organization |
| Workforce effect | Moves an existing employee into another position | Usually adds a new employee or replaces a departure |
| Main risk | Creates a backfill vacancy or limits the candidate pool | Requires additional sourcing and organizational integration |
Advantages of Internal Hiring
Can Reduce External Recruiting Costs
Employers may avoid some job advertising, sourcing, and recruitment service expenses when they fill a position internally.
However, the business may still incur assessment, training, transition, and backfill costs.
Preserves Organizational Knowledge
Existing employees already understand some of the company’s systems, customers, processes, and business expectations.
Their experience can help them adapt to new responsibilities, although training may still be necessary.
Creates Career Advancement Opportunities
Promotions and transfers allow employees to pursue different responsibilities without leaving the organization.
These opportunities can support employee retention when employees see realistic possibilities for career development.
Provides Existing Performance Evidence
Employers may already have relevant examples of an employee’s work quality, reliability, collaboration, and professional development.
Hiring managers can consider this evidence alongside assessments for the new position.
Can Shorten Some Recruitment Activities
Internal candidates may not require the same initial sourcing and organizational introduction as external applicants.
However, hiring time still depends on assessment requirements, approvals, employee availability, and the transition from the previous role.
Disadvantages of Internal Hiring
Limited Candidate Pool
An organization can only select from employees who are eligible and qualified for the position.
If the required skills are unavailable internally, external recruitment may be necessary.
Creates Another Vacancy
Promoting or transferring an employee can leave their previous position unfilled.
The company must evaluate whether it needs another hire and account for the resulting recruitment expenses.
Risk of Favoritism
Employees may question decisions when managers use unclear criteria or provide opportunities only to preferred colleagues.
Documented requirements, accessible opportunities, and consistent assessments help make selection decisions more transparent.
May Limit Access to New Skills
Existing employees may not possess the specialized experience required for an emerging business need.
External candidates can introduce knowledge, capabilities, and professional experience not currently available within the organization.
Can Create Employee Disappointment
Internal candidates who are not selected may feel frustrated, particularly when they expected a promotion.
Honest communication and relevant development feedback can help employees understand the decision.
Requires Transition Planning
An experienced employee may still need training for a new department, leadership role, or technical responsibility.
Organizations should not treat internal familiarity as a substitute for role-specific preparation.
When Should a Company Hire Internally or Externally?
Employers should choose their recruitment approach according to the position’s requirements, available employee skills, workforce capacity, and business objectives.
| Hiring situation | Recommended approach | Reason |
|---|---|---|
| Qualified employee ready for promotion | Consider internal hiring | Existing employee meets the requirements |
| Employee wants a lateral career move | Evaluate internal transfer | Organization can retain skills while providing a new opportunity |
| Critical skill is unavailable internally | Prioritize external recruitment or development | Current workforce may not meet the immediate requirement |
| Company needs additional total headcount | Plan external hiring as needed | Internal movement alone does not increase the number of employees |
| Position must be filled quickly | Compare internal availability with external sourcing | Either approach can work depending on candidate readiness |
| Business needs a new specialist capability | Evaluate both options | Existing employees may need significant training |
| Leadership succession is planned | Evaluate prepared internal successors | Internal candidates may have relevant organizational experience |
| Previous employee role will remain vacant after transfer | Plan a backfill | Filling one vacancy may create another |
When Internal Hiring Is Appropriate
Internal hiring is suitable when current employees have the relevant qualifications and can assume the position within an acceptable timeline.
For example, a customer support organization may promote an experienced representative who has demonstrated coaching, problem-solving, and team coordination skills.
The employer should still evaluate the person’s readiness for supervisory responsibilities.
When External Hiring Is Appropriate
External hiring becomes important when the organization needs additional employees, specialized expertise, or a broader candidate pool.
For example, a company introducing a new financial reporting system may need an experienced implementation specialist whose skills do not currently exist within its workforce.
External recruitment may also be necessary after internal promotions create vacancies in other departments.
Can Companies Use Internal and External Recruitment Together?
Companies can recruit internal and external candidates for the same vacancy.
The employer can establish job requirements, publish the opportunity through appropriate channels, and evaluate qualified applicants using relevant criteria.
Some organizations give internal employees a defined application period before recruiting externally. Others conduct both searches simultaneously.
The approach should follow the company’s policies, agreements, and applicable requirements.
A combined process provides access to the existing workforce while allowing the employer to evaluate qualified professionals from outside the company.
How Do Internal Job Postings Work?
An internal job posting is an announcement of an available position intended for employees who already work for the organization.
Employers typically publish internal opportunities through company intranets, employee career portals, email announcements, or HR systems.
An internal posting should provide enough information for employees to determine whether they qualify and how to apply.
Important information includes the position, responsibilities, required qualifications, work location, compensation information where appropriate or required, application deadline, and selection procedure.
Can Employees Apply Without Telling Their Current Manager?
Whether an employee must notify their current manager depends on the employer’s internal hiring policy.
Some organizations require notification before applying. Others allow employees to apply confidentially during the initial stage and notify their manager later.
The company should explain the policy clearly.
A manager should follow established organizational procedures rather than independently prevent eligible employees from pursuing opportunities.
Are Internal Applicants Guaranteed an Interview?
Internal applicant status does not automatically guarantee an interview or job offer.
Employers may require candidates to meet minimum qualifications before advancing to interviews.
Some organizations have policies requiring consideration or interviews for eligible employees.
The applicable policy and recruitment rules determine the process.
What Happens if an Internal Candidate Is Not Selected?
The employee generally remains in their current position unless another employment change applies.
HR should communicate the decision, explain relevant selection criteria, and provide appropriate development feedback.
The employee may qualify for other internal opportunities in the future.
How Can Employers Make Internal Hiring Fair?
An effective internal hiring program gives eligible employees access to opportunities and evaluates them using consistent, job-related standards.
Establish Clear Eligibility and Selection Criteria
Define required skills, experience, qualifications, and relevant performance expectations before reviewing candidates.
Avoid changing the criteria simply to favor a particular employee.
Make Opportunities Accessible
Communicate available positions through channels that reach eligible employees.
For example, organizations with remote and in-office employees should ensure both groups can find relevant openings.
Use Consistent Evaluation Methods
Assess candidates using comparable questions, job-related evidence, and clearly defined rating criteria.
Existing performance records can provide useful information, but they should not replace evaluation of the new job’s actual responsibilities.
Document Hiring Decisions
Record which qualifications were evaluated, who participated, and why the selected candidate met the position’s requirements.
Documentation helps employers explain decisions and evaluate whether their procedures are applied consistently.
Follow Applicable Employment Laws
Internal selection and promotion decisions remain subject to applicable employment discrimination laws.
The U.S. Equal Employment Opportunity Commission’s guidance on recruiting, hiring, and promotions explains employers’ responsibilities when establishing and implementing selection practices.
Employers should also ensure job-related assessments do not unlawfully discriminate against protected groups.
How Do You Measure Internal Hiring Success?
Internal hiring metrics help employers understand how often positions are filled from within and whether the process supports organizational workforce needs.
| Metric | What it measures | Calculation or evaluation |
|---|---|---|
| Internal fill rate | Share of filled positions completed through internal selections | Internal positions filled ÷ Total positions filled × 100 |
| Internal applicants per vacancy | Number of internal candidates for each eligible opening | Internal applications ÷ Internal vacancies |
| Internal candidate selection rate | Share of internal applicants selected | Selected internal applicants ÷ Internal applicants × 100 |
| Time to fill internally | Time required to complete an internal vacancy | Days between approved opening and defined fill event |
| Internal transition time | Time between selection and starting the new role | Days from agreed selection date to role start |
| Backfill requirement | Internal moves that create vacancies needing replacement | Count or percentage of relevant internal moves |
| Post-transfer performance | Employee performance after assuming a new role | Job-specific performance evaluation |
| Post-move retention | Retention of employees who changed positions internally | Cohort-based retention measurement |
Internal Fill Rate Formula
Internal Fill Rate = (Positions Filled Internally ÷ Total Positions Filled) × 100
For example, suppose a company fills 40 positions during a reporting period.
Twelve positions are filled through internal promotions or transfers, and 28 are filled with external candidates.
(12 ÷ 40) × 100 = 30%
The company’s internal fill rate is 30%.
This figure means 30% of filled positions were completed through internal candidates. It does not mean the organization increased employee headcount by 30%.
The company should also review the positions vacated by internal moves to determine whether additional hiring was required.
Measure Outcomes After the Transfer
Completing an internal hire does not establish that the employee will succeed in the new role.
Employers should review the employee’s performance, training progress, retention, and transition experience after the move.
For example, a company promoting a marketing specialist to manager can assess team leadership, reporting accuracy, campaign planning, and relevant management outcomes.
These measurements help determine whether the organization is preparing employees for the positions they assume.
Internal Hiring Best Practices
Build Internal Career Paths
Explain the competencies employees need to qualify for future positions.
Career development should include management opportunities and specialist roles that do not require becoming a supervisor.
Support Skills Development
Provide relevant training, mentoring, project experience, and opportunities to develop new responsibilities.
A training and development program can help employees prepare for positions they may not yet qualify for.
Prevent Talent Hoarding
Managers may resist transfers because they want to retain strong employees on their current teams.
Organizations should define consistent procedures for employee movement and backfill planning.
A manager’s short-term staffing needs should not automatically override the company’s broader workforce priorities.
Provide Useful Feedback
Employees who apply internally should understand the selection process and receive appropriate information about the decision.
When an applicant lacks a required skill, the employer can explain what experience or training would improve future eligibility.
Coordinate Transitions Before the Start Date
Agree on responsibility transfers, access permissions, documentation, compensation changes, and training before the employee begins the new role.
Internal hires still need onboarding tailored to their new responsibilities.
Review Internal and External Hiring Together
Internal recruitment should form part of the overall hiring strategy.
A company may benefit from promotions while still requiring external professionals to fill growth positions, replace transferred employees, or introduce specialized skills.
Internal Hiring FAQs
What is internal hiring in simple terms?
Internal hiring means filling a job opening with someone who already works for the company. The employee may receive a promotion, transfer to another department, or move into a different position without leaving the organization.
What is internal recruitment?
Internal recruitment is the process of identifying and evaluating existing employees for open positions within their organization. It may involve internal job postings, succession planning, promotions, and transfers. Internal hiring refers to the selection and placement of an existing employee into the available role.
What does internal hire mean?
An internal hire is an existing employee selected for another position within the same organization. For example, a marketing assistant promoted to marketing coordinator is an internal hire because the employee already worked for the company before filling the new position.
What does internal mean on a job application?
On a job application, internal generally means that the applicant currently works for the organization offering the vacancy. An internal applicant is an existing employee applying for another position. People working through contractors or staffing providers should check eligibility because their employment relationship may differ.
What is an internal job?
An internal job is a position that an employer makes available to its existing workforce, often through an internal careers portal or job announcement. Some vacancies are restricted to current employees, while others accept internal and external applicants.
What is an internal job posting?
An internal job posting is an announcement advertising an available position to current employees. It typically explains the responsibilities, qualifications, application instructions, deadline, and selection process. Employers may post opportunities internally before opening them to external candidates or advertise to both groups.
What are examples of internal hiring?
Examples include promoting a sales representative to sales manager, transferring an administrative employee to another department, or selecting an experienced accountant for a vacant finance manager position. Each example involves filling a role with someone already employed by the organization.
What are the advantages of internal hiring?
Internal hiring can preserve organizational knowledge, create career advancement opportunities, reduce some external recruiting expenses, and provide access to existing employee performance information. These benefits depend on employee qualifications, training requirements, and whether the move creates another vacancy.
What are the disadvantages of internal hiring?
Internal hiring can limit the candidate pool, create backfill vacancies, introduce favoritism risks, and require training for new responsibilities. Companies that rely exclusively on internal recruitment may also miss skills and experience available outside their existing workforce.
Is an employee referral an internal hire?
An employee referral is not automatically an internal hire. When an employee recommends someone who does not work for the organization, hiring that person is external recruitment. An internal hire occurs when the selected candidate already belongs to the company’s workforce.
Can an internal candidate be rejected?
An internal candidate can be rejected when another applicant better meets the position’s job-related requirements or the employee does not satisfy established eligibility criteria. Employers should communicate the decision appropriately, apply consistent standards, and provide useful feedback when possible.
Does an internal transfer count as employee turnover?
An internal transfer generally does not count as organizational employee turnover because the employee remains with the employer. It may be recorded as movement out of one department and into another, but the employee has not separated from the organization.
Does internal hiring increase employee headcount?
Internal hiring does not automatically increase total employee headcount. Moving an existing employee into another position changes the distribution of employees across roles. The employer may still need to recruit an additional employee if the internal move creates a vacancy that requires replacement.
Is internal hiring always better than external hiring?
Internal hiring is appropriate when existing employees meet the job requirements and the organization can manage the transition. External hiring may be more suitable when a company needs additional headcount, specialized skills, or a broader candidate pool. Employers should evaluate both approaches according to the position and workforce needs.
When Your Next Hire Needs to Come From Outside the Company
Internal hiring can fill positions with employees who already understand the business. However, a promotion or transfer may create another vacancy, and existing employees may not possess every skill required for a new position.
External recruitment allows companies to bring additional professionals into the organization without moving another employee out of their current role.
Wow Remote Teams helps U.S. businesses recruit and vet remote professionals in Latin America for marketing, sales, customer support, administration, accounting, technology, and other business functions.
Its recruitment process includes defining job requirements, sourcing qualified candidates, conducting role-specific assessments, and presenting professionals for employer interviews.
Companies can choose Staffing, Staff-to-Hire, or Direct Hire arrangements based on their preferred hiring and workforce management responsibilities.
Explore how Wow Remote Teams recruits and vets LATAM professionals when an internal search does not produce the qualifications or additional workforce capacity your business needs.