Transcript Document

Part 3
Staffing Activities: Recruitment
Chapter 06:
Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
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Chapter Outline
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Recruitment Planning
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Organizational Issues
Administrative Issues
Timing
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Strategy Development
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Closed, Open, and
Hybrid Recruitment
Recruitment Sources
Recruitment Metrics
Communication
Message and Medium
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Communication
Message
Communication
Medium
Applicant Reactions
Transition to Selection
Legal Issues
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Affirmative Action
Programs Regulations
Bona Fide Seniority
Systems
The Glass Ceiling
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Learning Objectives for This
Chapter
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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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Discussion Questions for This
Chapter
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Traditional career paths emphasize strict upward mobility
within an organization. How does mobility differ in
organizations with alternative career paths? List three
alternative career paths discussed in this chapter,
describing how mobility occurs in each.
A sound policy regarding promotion is important. List the
characteristics necessary for an effective promotion policy
Compare and contrast a closed internal recruitment system
with an open internal recruitment system
What information should be included in the targeted internal
communication message?
Exhibit 6.9 contains many suggestions for improving the
advancement of women and minorities. Choose the three
suggestions you think are most important and explain why.
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Ex. 6.1: Hierarchical Mobility Paths
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Exh. 6.2: Alternative Mobility Paths
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Examples: Ways to Make Work
Meaningful
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When upward mobility is limited by
alternative mobility paths, special steps
need to be taken to ensure that work
remains meaningful
Alternative reward systems
 Team building
 Counseling
 Alternative employment
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Characteristics of a Mobility Path
Policy
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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
6-9
Discussion question

Traditional career paths emphasize strict
upward mobility within an organization.
How does mobility differ in organizations
with alternative career paths? List three
alternative career paths discussed in this
chapter, describing how mobility occurs
in each.
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Recruitment Planning:
Administrative Issues
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Requisitions
Coordination between internal and external
efforts
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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
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Ex. 6.3: Internal Recruitment Guide
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Strategy Development: Closed
Recruitment
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Definition
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Employees are not
informed of job
vacancies
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Advantages
 Disadvantages
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Strategy Development: Open
Recruitment
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Definition
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Employees are
made aware of job
vacancies
Job posting and
bidding system
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Advantages
 Disadvantages
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Exhibit 6.6 Choosing Among Open,
Closed, and Hybrid Internal Recruiting
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Discussion questions

A sound policy regarding promotion is
important. List the characteristics necessary
for an effective promotion policy
 Compare and contrast a closed internal
recruitment system with an open internal
recruitment system
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Strategy Development:
Recruitment Sources
Job posting
 Intranet and intraplacement
 Talent management system
 Nominations
 In-house temporary pools
 Replacement and succession plans
 Career development centers
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Talent Management System
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Comprehensive method for monitoring and tracking
employee skills and abilities
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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
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Quantity
 Quality
 Cost
 Impact on HR Outcomes
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Employee satisfaction
Job performance
Diversity
Retention
Ex. 6.7 Potential Recruiting Metrics for
Different Sources
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Searching: Communication
Message
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Realistic
Different for internal applicants
 May be needed for unknown or newly
created jobs
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Targeted
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Focus on job rewards matrix
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Searching: Communication Medium
Job posting
 Other written documents
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Brochures
 Videocassettes
 Diskettes
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Potential supervisors and peers
 Informal systems
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Applicant Reactions
Minimal research regarding reactions of
applicants to internal recruitment process
 Perceived fairness
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Distributive justice - Perceived fairness of
actual decision
 Procedural justice - Perceived fairness
of process (policies and procedures)
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Discussion Question
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What information should be included in
the targeted internal communication
message?
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Transition to Selection
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Involves making applicants aware of
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Next steps in hiring process
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Selection methods used and instructions
Expectations and requirements
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Legal Issues
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Affirmative Action Programs Regulations
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Suggestions to ensure equal opportunity for
females
and minorities
Bona fide seniority systems
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Law permits use of seniority systems if they are not
the result of an intention to discriminate
Issues
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Law does define term “seniority system”
Absent discriminatory intent, a seniority system is likely to
be bona fide, even if it causes adverse impact
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Legal Issues: Glass Ceiling Overcoming Barriers
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Ex. 6.9: 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
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Discussion question
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Exhibit 6.9 contains many suggestions
for improving the advancement of
women and minorities. Choose the three
suggestions you think are most important
and explain why.
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Ethical Issues
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Issue 1
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Let’s 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, Raoul, 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?
Issue 2
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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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