Title: Chapter 6: Internal Recruitment
1Chapter 6 Internal Recruitment
2Chapter 6 Outline
- Recruitment Planning
- Organizational Issues
- Administrative Issues
- Timing
- Strategy Development
- Closed, Open, and Targeted Recruitment
- Recruitment Sources
- Recruitment Metrics
- Searching
- Communication Message
- Communication Medium
- Applicant Reactions
- Transition to Selection
- Legal Issues
- Affirmative Action Programs Regulations
- Bona Fide Seniority Systems
- The Glass Ceiling
3Recruitment Planning
- Organizational issues
- Administrative issues
4Recruitment Planning Organizational Issues
- Mobility paths
- Hierarchical mobility paths Exhibit 6.1
- Alternative mobility paths Exhibit 6.2
- Mobility policies
- Development
- Eligibility criteria
5Examples Ways to Make Work Meaningful
- Alternative reward systems
- Team building
- Counseling
- Alternative employment
6Characteristics of a Mobility Path Policy
- 1. Intent of policy is clearly communicated
- 2. Policy is consistent with philosophy and
values of top management - 3. Scope of policy is clearly articulated
- 4. Employees responsibilities and opportunities
for development are clearly defined - 5. Supervisors responsibilities for employee
development are clearly stated - 6. Procedures are clearly described
- 7. Rules regarding compensation and
advancement are included - 8. Rules regarding benefits and benefit changes
are included
7Recruitment Planning Administrative Issues
- Requisitions
- Coordination between internal and external
efforts - Establish internal staffing specialist positions
(placement/classification professionals) to
ensure consideration of internal candidates - Create policies specifying number and types of
candidates sought both internally and externally - Budget
- Recruitment Guide Exhibit 6.3
8Strategy Development When to Look
- Lead time concerns
- Difference between internal and external
recruitment - Essential an organization do HR planningalong
with internal recruitment - Time sequence concerns
- Coordination between internal andexternal
recruitment activities is essential - Issues
- Time frame of internal search
- Whether external recruitment can be
doneconcurrently with internal recruitment - Who will be selected if both an internal and
external candidate are identified with relatively
equal KSAOs
9Strategy Development
- Closed, open, and targeted recruitment
- Recruitment sources
- Choice of sources
10Strategy Development Closed Recruitment
- Definition
- Employees are not informed of job vacancies
- Advantages
- Disadvantages
11Exhibit 6.4 Closed Internal Recruitment System
- Manager notifies HR of vacancy
- HR searches files for candidates
- List of candidates given by HR to manager
- Manager interviews candidates
- Position filled by manager
12Strategy Development Open Recruitment
- Definition
- Employees are informed of job vacancies
- Advantages
- Disadvantages
13Exhibit 6.5 Open Internal Recruitment System
- Manager notifies HR of vacancy
- HR posts job opening
- HR receives bids from interested applicants
- HR screens candidates
- List of candidates given by HR to managers
- Manager interviews candidates
- Manager fills position
14Strategy Development Targeted Recruitment
- Definition
- Both open and closed stepsare followed at same
time - Advantages
- Thorough search is conducted
- People have equal opportunity to apply for
postings - Hidden talent is uncovered
- Disadvantages
- Very time-consuming and costly process
15Criteria for Choice of System
- A closed system is the least expensive, but may
lead to high legal costs if minorities and women
do not have equal access to jobs - Managers want a person to start work immediately
when they have a vacancy a closed system offers
the quickest response - An open system is more likely than a closed
system to identify more candidates, and hidden
talent is likely to be overlooked
16Criteria for Choice of System (cont)
- Some openings may require a narrow and
specialized KSAO set - A closed system may be able to identify these
people quickly - An open system may be cumbersome
- An open system may motivate migration of
employees from critical and difficult to fill
jobs - Whatever system is specified in a labor contract
must be followed since a contract is a legally
binding agreement - An open system enhances perceptions of fairness
17Strategy DevelopmentRecruitment Sources
- Job posting
- Intranet and intra-placement
- Talent management system or skills inventory
- Nominations
- In-house temporary pools
- Replacement and succession plans
- Career Development Centers
18Criteria Affecting Choices
- Quality of Labor
- Quantity of labor
- Budget constraints
- Impact on HR Outcomes
- Employee satisfaction
- Job performance
- Diversity
- Retention
- Exhibit 6.7 Potential Recruitment Metrics
19Searching Communication Message
- Job requirements and rewards matrices
- Communication message
- Realistic recruitment message - RJP
- Targeted messages
- Branded
20Searching Communication Medium
- Job posting
- Other written documents
- Brochures
- Videocassettes
- Diskettes
- Potential supervisors and peers
- Informal systems
21Applicant Reactions
- Minimal research regarding reactions of
applicants to internal recruitment process - Perceived fairness
- Distributive justice - Perceived fairness
ofactual decision - Procedural justice - Perceived fairnessof
process (policies and procedures)
22Transition to Selection
- Involves making applicants aware of
- Next steps in hiring process
- Selection methods used and instructions
- Expectations and requirements
23Legal Issues
- Affirmative Action Programs Regulations
- Suggestions to ensure equal opportunity for
femalesand minorities Page 291 - Bona fide seniority systems
- Law permits use of seniority systems if they are
not the result of an intention to discriminate - Issues
- Law does define term seniority system
- Absent discriminatory intent, a seniority system
is likely to be bona fide, even if it causes
adverse impact
24The Glass Ceiling
- Definition Term used to characterize strong but
invisible barriers for women and minorities to
promotion - Barriers to mobility
- Federal Glass Ceiling Commission
- Overcoming Barriers
- Conflict with seniority system
- Change scanning capabilities
25Legal Issues Glass Ceiling - Overcoming
Barriers
- Exhibit 6.8 Ways to Improve Advancement for
Women and Minorities - Examine the organizational culture
- Drive change through management commitment
- Foster inclusion
- Educate and support women in career development
- Measure for change
26Discussion Ethical Questions
- D2. A sound policy regarding promotion is
important. List the characteristics necessary
for an effective promotion policy. - D4. What information should be included in the
targeted internal communication message? - E2. 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?