Internal Recruitment

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Internal Recruitment
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Lecture Outline

• Definition
• Internal Recruitment Planning
• Internal Recruitment Strategies
• Succession Planning
• Glass Ceiling
• Pros and Cons

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Recruitment

• Recruitment
• The process of developing a pool of qualified
  applicants who are interested in working for an
  organization and from which the organization
  might reasonably select the best individual or
  individuals to hire for employment
• Internal recruitment
• The process of looking inside the organization
  for existing qualified employees who might be
  promoted to higher-level positions.

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Discussion Question

• Lets say a company called MDN Inc. is
  considering two employees for the job of senior
  manager. An internal candidate, Julie, has been
  with MDN for 12 years and received very good
  performance evaluations. The other candidate,
  Ray, works for a competitor, and has valuable
  experience in the product market into which MDN
  wishes to expand. Do you think MDN has an
  obligation to hire Julie? Why or why not?

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Internal Recruitment Planning

• Organizational issues
• Administrative issues

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Organizational Issues Mobility Paths

• Definition
• A mobility path consists of possible employee
  movements within the internal labor market
  structure.
• Two types
• Traditional mobility paths
• Innovative mobility paths

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Traditional Mobility Paths
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Innovative Mobility Paths
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Discussion Question

• What is an advantage of being on a
  non-traditional mobility path?

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Organizational Issues Mobility Policies

• Definition
• Mobility policies specify the rules and
  regulations by which people move between jobs
  within an organization.
• Two issues
• Development
• Eligibility criteria

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Administrative Issues

• Requisitions
• Coordination
• Budget
• Recruitment guide

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Discussion Question

• What if an organization seeks to hire internally
  without a formal requisition?

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Internal Recruitment Strategies

• Closed
• Employees are not made aware of job vacancies
• Open
• Employees are made aware of job vacancies through
  job boards or internal postings
• Targeted
• Deliberately choosing specific employees to apply
  for the position
• Can do this whether using open or closed

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Recruitment Sources

• Job posting
• Skills inventory
• Nominations
• Employee referral
• Employee bidding
• In-house temporary pools
• Replacement and succession plans
• Intranet and intraplacement

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Quick Case

• Assume you are a midlevel human resource manager
  at a diversified corporation. For years your
  company has aggressively recruited on the basis
  of opportunities for advancement. That is, your
  advertising and other recruiting materials have
  stressed that the company only promotes from
  within and that highly motivated employees can
  expect to advance rapidly into increasingly
  responsible and higher-paid positions. An
  internal study done about 10 years ago found that
  the average promotion time was 1.5 years per
  promotion. Your interviewers have continued to
  emphasize this when they meet with prospective
  employees.
• Over the past few years, your firm has gone
  through some major organizational changes that
  have resulted in a much flatter organizational
  design. You have begun to suspect that that the
  firm now has fewer opportunities for meaningful
  advancement. You recently submitted a proposal to
  the head of the corporate human resources for a
  new promotion study to see if promotion cycles
  have slowed. You believe that they have slowed,
  and that the company should soften its statements
  about advancement.
• The top assistant for the corporate human
  resources director just called and left you this
  voice message Hi _________, this is Bill.
  Listen, Ive read through your proposal about the
  promotion study, and think you should just let
  this die. I think we all know that promotion
  cycles arent what they used to be, but who wants
  to step forward and really prove it? It cant do
  anything but hurt us. And anyway, the really
  sharp people still move up, and maybe one day
  things will go back to how they used to be. My
  reading is that the top brass want to carry on
  like we always have, and taking a real look at
  this might cause some real problems. If I dont
  hear from you within the next few days, Ill just
  put your proposal in the trash. But if you really
  want to stick your neck out, let me know.

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Case Questions

• What would you do in this situation?
• Do you think the organization has an ethical
  responsibility to accept your proposal?

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Succession Planning

• Definition
• Focuses on ensuring key critical management
  positions in organization remain filled with
  individuals who provide best fit
• Involves identifying key management positions the
  organization cannot afford to have vacant
• Purposes of succession planning
• Facilitates transition when employee leaves
• Identifies development needs of high-potential
  employees assists in career planning

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Executive Replacement Chart
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Discussion Question

• Do organizations have an ethical obligation to
  have a succession plan in place? If no, why not?
  If so, what is the ethical obligation and to whom
  is it owed?

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Glass Ceiling

• Glass ceiling definition
• This is a term used to describe the invisible
  barrier that exists within organizations and
  which blocks women (and other minorities) from
  attaining senior executive positions.

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Quick Facts

• As of 1995, 97 of the senior managers of the
  Fortune 1000 Industrial and Fortune 500 are
  white, and 95-97 are male. This is occurring
  while 57 of the workforce is either Ethnic
  minorities, woman, or both.
• Women own only 1 percent of the world's wealth,
  and earn 10 percent of the world's income,
  despite making up 49.5 percent of the population.
  
• In a 2005 study of California business leaders
• Women hold only 10.2 percent of the combined
  board seats and highest-paid executive officer
  positions. Specifically, they occupy only 202
  seats, or 11.4 percent, of the 1,771 board seats
  and, at 8.2 percent, an even smaller proportion
  of the 1,006 executive slots.
• 55 companies, or more than 25 percent of the top
  200, have no women board members and no women
  executive officers.
• In the boardroom, 34 percent of the top 200
  companies have no women, and nearly 38 percent
  have only one woman director.
• Nearly 68 percent of the companies have no woman
  among their top five executives, and only 8
  percent have two or more women in those
  positions. Women are chief executive officers of
  only six of the companies.

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Discussion Questions

• Why does the glass ceiling exist?
• What can organizations do to lessen the pane (pun
  intended)?
• What are ways to break through the glass
  ceiling?

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Discussion Table
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Recruiting Web Sites

• Career Builder http//www.careerbuilder.com
• Carries its own listings and offers links to
  sixteen specialized career sites.
• Employment Guide http//www.employmentguide.com
• Another leading career resource site, has
  thousands of job listings from hundreds of major
  companies.
• FlipDog http//www.flipdog.com
• Features more than 400,000 jobs and 57,000
  employers in 3,700 locations.
• HotJobs http//www.hotjobs.com
• Owned by Yahoo, offers advanced management
  features and smart agents to streamline the
  recruiting process
• JOBTRAK http//www.jobtrak.com
• A leading college recruiting site, has more than
  40,000 listings and links to 750 campuses in the
  United States.
• JobWeb http//www.jobweb.com
• A college recruiting site run by the National
  Association of Colleges and Employers.
• Monster.com http//www.monster.com
• One of the oldest and largest general recruiting
  sites on the Internet, with more than 50,000
  listings.
• Net-Temps http//www.nettemps.com
• The webs leading site for recruiting temps
• Spherion (formerly E. Span) http//www.spherion.c
  om
• One of the largest and best-known web recruiting
  sites

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Take-Home Points

• Aware of major organizational, administrative,
  and strategy-related issues of internal
  recruitment
• Know the pros and cons of external and internal
  recruitment
• Understand how issues such as succession planning
  and the glass ceiling could impact your career