Part 3Staffing Activities: Recruitment

Chapter 06:Internal Recruitment

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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6-3

Chapter Outline

Recruitment Planning Organizational Issues Administrative Issues Timing

Strategy Development Closed, Open, and

Hybrid Recruitment Recruitment Sources Recruitment Metrics

Communication Message and Medium Communication

Message Communication

Medium Applicant Reactions Transition to Selection Legal Issues

Affirmative Action Programs Regulations

Bona Fide Seniority Systems

The Glass Ceiling

6-4

Learning Objectives for This Chapter

Be able to engage in effective internal recruitment planning activities

Apply concepts of closed, open, and hybrid recruitment to the internal recruiting process

Recognize which recruitment sources are available for internal candidates

Evaluate internal recruiting based on established metrics

Be able to evaluate communication messages for internal selection

Recognize how applicant reactions influence the effectiveness of a recruiting plan

Understand how affirmative action plans are implemented for internal recruiting

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Ex. 6.1: Hierarchical Mobility Paths

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Exh. 6.2: Alternative Mobility Paths

6-7

Examples: Ways to Make Work Meaningful

When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningfulAlternative reward systemsTeam buildingCounselingAlternative employment

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Characteristics of a Mobility Path Policy

Intent of policy is clearly communicated Policy is consistent with philosophy and values of top

management Scope of policy is clearly articulated Employees’ responsibilities and opportunities for

development are clearly defined Supervisors’ responsibilities for employee

development are clearly stated Procedures are clearly described Rules regarding compensation and advancement are

included Rules regarding benefits and benefit changes are

included

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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

Ex. 6.3: Internal Recruitment Guide

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Strategy Development: Closed Recruitment

Definition Employees are not

informed of job vacancies

Advantages Disadvantages

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Strategy Development: Open Recruitment

Definition Employees are

made aware of job vacancies

Job posting and bidding system

Advantages Disadvantages

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Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting

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Strategy Development:Recruitment Sources

Job postingIntranet and intraplacementTalent management systemNominationsIn-house temporary poolsReplacement and succession plansCareer development centers

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Talent Management System

Comprehensive method for monitoring and tracking employee skills and abilities Identify the KSAOs required for all jobs The complete set of KSAOs is compiled into a master list. The current workforce will need to be assessed for its

competence in this set of KSAOs When positions come open, managers make a query to the

talent management system to determine which employees are ready to come into open positions.

Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

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Career Development Centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

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Metrics for Evaluating Recruiting Methods

Quantity Quality Cost Impact on HR Outcomes

Employee satisfaction Job performance Diversity Retention

Ex. 6.7 Potential Recruiting Metrics for Different Sources

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Searching: Communication Message

RealisticDifferent for internal applicantsMay be needed for unknown or newly

created jobsTargeted

Focus on job rewards matrix

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Searching: Communication Medium

Job postingOther written documents

BrochuresVideocassettesDiskettes

Potential supervisors and peersInformal systems

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Applicant Reactions

Minimal research regarding reactions of applicants to internal recruitment process

Perceived fairnessDistributive justice - Perceived fairness of

actual decisionProcedural justice - Perceived fairness

of process (policies and procedures)

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Transition to Selection

Involves making applicants aware ofNext steps in hiring process

Selection methods used and instructions Expectations and requirements

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Legal Issues: Glass Ceiling - Overcoming Barriers

Ex. 6.9: Ways to Improve Advancement for Women and MinoritiesExamine the organizational cultureDrive change through management

commitmentFoster inclusionEducate and support women in career

developmentMeasure for change