The main disadvantages of internal recruitment are

(1) is easy to cause "inbreeding". When recruiting only from within, we must be careful to ensure that new ideas and reforms will not be stifled by concepts such as "We have never done it before" and "We can do well without him".

(2) It is easy to cause disunity between senior leaders and employees. Differences in personnel selection are often the focus of conflicts between top leaders, which not only involves the power distribution of leaders, but also is closely related to the prestige of leaders. This is also an aspect of personnel reform, which will cause extremely fierce political infighting in enterprises and have a negative impact on the morale of employees and the performance of employees who have not been promoted, especially when several colleagues apply for the same position. This may lead to unhealthy conflicts and lead to interpersonal tension in the organization. When a position is vacant, many employees will be considered to fill the position. Of course, most of them will be rejected, and some rejected candidates may have grievances. A study found that employees who were refused promotion would show stronger resentment and higher absenteeism rate than their rivals who were promoted.

(3) It is easy to cause subsequent problems. An employee may be promoted to a job he is not qualified for, so the organization needs competent employees and a strong management development plan to ensure that employees can take on greater responsibilities; Another question is whether internal promotion is based on seniority or ability.

(4) Excessive internal recruitment may close the organization. Constantly promoting talents from within may encourage employees to be content with the status quo. Organizations that must improve their organizational processes should usually recruit people from outside appropriately.

(5) Excessive internal recruitment may lead to inefficiency. For example, if a senior manager leaves the organization and is replaced by a direct subordinate, then the position of this subordinate needs to be filled. When this person's promotion extends to the end of the hierarchy, the original position attracts many people's attention. Almost all employees need some time to get familiar with their new jobs. Even if employees have worked in the organization for many years, the new position requires them to adjust their thinking to adapt to new responsibilities and redefine their interpersonal relationship with colleagues. These people must play a new role in front of their former colleagues, and the management difficulties they face will emerge after their former colleagues become subordinates. As many people take up new positions, internal recruitment difficulties may worsen this result. This inefficient state will not change until these employees have the same working ability as their predecessors and redefine their working relationship.

Internal recruitment has advantages and disadvantages. Internal recruitment may play the best role when the organization implements the strategy of giving priority to stability and faces less external environmental threats. When time or funds are limited, internal recruitment may be more suitable.