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Chapter 6: Internal Recruitment

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Title: Chapter 6: Internal Recruitment


1
Chapter 6 Internal Recruitment
2
Chapter 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

3
Recruitment Planning
  • Organizational issues
  • Administrative issues

4
Recruitment Planning Organizational Issues
  • Mobility paths
  • Hierarchical mobility paths Exhibit 6.1
  • Alternative mobility paths Exhibit 6.2
  • Mobility policies
  • Development
  • Eligibility criteria

5
Examples Ways to Make Work Meaningful
  • Alternative reward systems
  • Team building
  • Counseling
  • Alternative employment

6
Characteristics 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

7
Recruitment 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

8
Strategy 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

9
Strategy Development
  • Closed, open, and targeted recruitment
  • Recruitment sources
  • Choice of sources

10
Strategy Development Closed Recruitment
  • Definition
  • Employees are not informed of job vacancies
  • Advantages
  • Disadvantages

11
Exhibit 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

12
Strategy Development Open Recruitment
  • Definition
  • Employees are informed of job vacancies
  • Advantages
  • Disadvantages

13
Exhibit 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

14
Strategy 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

15
Criteria 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

16
Criteria 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

17
Strategy 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

18
Criteria 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

19
Searching Communication Message
  • Job requirements and rewards matrices
  • Communication message
  • Realistic recruitment message - RJP
  • Targeted messages
  • Branded

20
Searching Communication Medium
  • Job posting
  • Other written documents
  • Brochures
  • Videocassettes
  • Diskettes
  • Potential supervisors and peers
  • Informal systems

21
Applicant 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)

22
Transition to Selection
  • Involves making applicants aware of
  • Next steps in hiring process
  • Selection methods used and instructions
  • Expectations and requirements

23
Legal 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

24
The 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

25
Legal 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

26
Discussion 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?
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