A study conducted by the resume screening and automation service SberPodbor alongside the Rabota.ru employment platform explored how managers are hired and what qualifications matter most for leadership roles. Socialbites.ca reviewed the survey findings to understand these hiring dynamics in depth.
In seeking a managerial specialist, most companies—about 70 percent—prefer internal recruitment and promote from within the organization. This approach is particularly valued because current staff already know the workflow and organizational specifics, a sentiment echoed by 77 percent of respondents. Additionally, 59 percent of recruiters reported that their company already has skilled professionals capable of stepping into leadership positions. The cost savings associated with onboarding new executives also stood out, with 32 percent of respondents emphasizing resource efficiency as a key advantage of internal promotion.
On the flip side, 25 percent of employers believe that an outsider can bring fresh energy to team management, while 14 percent noted that external candidates often command higher salary expectations. When it comes to filling leadership roles, 30 percent of Russian firms surveyed looked to the external labor market. The primary reason cited by 77 percent of respondents was the absence of suitable internal candidates. Yet 53 percent highlighted the value of bringing in a new perspective, and 37 percent contended that outsourcing management tasks makes it easier for a company to guide a team when someone from outside the organization takes the helm.
There are instances where internal mobility is approached with caution; about 10 percent of companies prefer to prevent direct competition within teams, and just 3 percent noted that internal candidates have exceptionally high salary expectations. The profile of a strong leader, as identified by employers, centers on accountability, with 80 percent underscoring the importance of accepting responsibility. A commitment to enhancing existing processes was cited by 76 percent, followed by the ability to organize a team and delegate tasks at 68 percent, and the capability to set clear goals and measure results also at 68 percent.
Leadership attributes were seen in roughly six out of ten respondents when evaluating potential leaders, with 61 percent acknowledging evident leadership traits. In contrast, 52 percent emphasized practical work experience and the relevance of the job’s requirements, while 49 percent highlighted communication skills and 47 percent valued a willingness to grow professionally. The notion that a good leader should be a collaborative team player was endorsed by 37 percent, while 29 percent pointed to ambition and the desire to lead. Education remained a criterion for 27 percent of respondents, signaling that formal qualifications still matter in leadership selection.
These findings reflect a consistent pattern: companies weigh a blend of internal familiarity, fresh perspectives, and concrete leadership capabilities when evaluating candidates for executive or managerial positions. The balance between promoting from within and recruiting externally appears to hinge on the specific needs of the team, the availability of qualified internal candidates, and the broader talent market. In North American contexts, where talent pools are diverse and competition for senior leaders can be intense, organizations often tailor their strategies to combine internal development with targeted external hiring to secure the right mix of experience, vision, and cultural fit.
Across markets, a central theme emerges: effective leadership is not defined by a single attribute but by a combination of responsibility, process improvement, team orchestration, goal setting, and measurable results. Employers increasingly seek leaders who can drive performance while maintaining a collaborative environment, mentoring colleagues, and adapting to evolving organizational goals. Practical experience, the ability to communicate clearly, and a demonstrated track record of progress frequently weigh as heavily as formal credentials. Whether the talent comes from the inside or outside the organization, the emphasis remains on tangible impact and the capacity to guide teams through change with confidence and clarity.
In summary, the hiring landscape for managerial roles shows a preference for internal growth in many cases, yet a substantial share of companies actively seeks external candidates to inject new viewpoints and capabilities. The most valued leadership traits center on accountability, process optimization, team leadership, and the ability to set and achieve strategic goals, alongside strong communication and ongoing professional development. The evolving market continues to reward leaders who can blend stability with innovation, ensuring teams stay productive and adaptable in a dynamic business environment.