6-1 CHAPTER SIX Internal Recruitment Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin.

6-1

CHAPTER SIXCHAPTER SIX

Internal RecruitmentInternal Recruitment

Screen graphics created by:Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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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, internalEmployment:Decision making, final match

OrganizationVision and Mission

Goals and Objectives

Staffing Organizations ModelStaffing Organizations Model

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Chapter OutlineChapter Outline

Recruitment Planning Organizational Issues Administrative Issues

Strategy Development Closed, Open and Targeted

Recruitment Recruitment Sources Choice of Sources

Searching Communication Message Communication Medium

Applicant Reactions Transition to Selection Legal Issues

Affirmative Action Programs Regulations

Bona Fide Seniority Systems The Glass Ceiling

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Recruitment PlanningRecruitment Planning

Organizational issues

Administrative issues

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Recruitment Planning: Organizational IssuesRecruitment Planning: Organizational Issues

Mobility paths

Traditional mobility paths:Exh. 6.1

Innovative mobility paths:Exh. 6.2

Mobility policies

Development

Eligibility criteria

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Exh. 6.1: Traditional Mobility PathsExh. 6.1: Traditional Mobility Paths

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Exh. 6.2: Innovative Mobility PathsExh. 6.2: Innovative Mobility Paths

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Examples: Ways to Make Work MeaningfulExamples: Ways to Make Work Meaningful

Alternative reward systems

Team building

Counseling

Alternative employment

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Characteristics of a Mobility Path PolicyCharacteristics of a Mobility Path Policy

1. Intent of policy is clearly communicated2. Policy is consistent with philosophy and values of top

management3. Scope of policy is clearly articulated4. Employees’ responsibilities and opportunities for

development are clearly defined5. Supervisors’ responsibilities for employee development are

clearly stated6. Procedures are clearly described7. Rules regarding compensation and advancement are

included8. Rules regarding benefits and benefit changes are included

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Recruitment Planning: Administrative IssuesRecruitment 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

Exh. 6.3: Internal Recruitment Guide

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Strategy DevelopmentStrategy Development

Closed, open, and targeted recruitment

Recruitment sources

Choice of sources

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Strategy Development: Closed Recruitment Strategy Development: Closed Recruitment

Definition

Employees are not informed of job vacancies

Exh. 6.4: Closed Internal Recruitment System

Advantages

Disadvantages

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Exh. 6.4: Closed Internal Recruitment SystemExh. 6.4: Closed Internal Recruitment System

Manager notifies HR of vacancyManager notifies HR of vacancy

HR searches files for candidatesHR searches files for candidates

List of candidates given by HR to managerList of candidates given by HR to manager

Manager interviews candidatesManager interviews candidates

Position filled by managerPosition filled by manager

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Strategy Development: Open Recruitment Strategy Development: Open Recruitment

Definition

Employees are informed of job vacancies

Exh. 6.5: Open Internal Recruitment System

Advantages

Disadvantages

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Exh. 6.5: Open Internal Recruitment SystemExh. 6.5: Open Internal Recruitment System

Manager notifies HR of vacancyManager notifies HR of vacancy

HR posts job openingHR posts job opening

HR receives bids from interested applicantsHR receives bids from interested applicants

HR screens candidatesHR screens candidates

List of candidates given by HR to managersList of candidates given by HR to managers

Manager interviews candidatesManager interviews candidates

Manager fills positionManager fills position

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Strategy Development: Targeted Recruitment Strategy Development: Targeted Recruitment

DefinitionBoth open and closed steps

are followed at same time

AdvantagesThorough search is conductedPeople have equal opportunity to apply for postingsHidden talent is uncovered

DisadvantagesVery time-consuming and costly process

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Criteria for Choice of SystemCriteria 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

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

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Strategy Development:Strategy Development:Recruitment SourcesRecruitment Sources

Job postingExh. 6.6: Example of Bidding Form

Skills inventoryExh. 6.7: Sample Elements in Skills Inventory

Nominations Employee referral In-house temporary pools Replacement and succession plans Intranet and intraplacement

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Strategy Development: Strategy Development: Criteria Affecting Choice of SourcesCriteria Affecting Choice of Sources

Quantity of labor

Quality of labor

Budget constraints

Contractual or legal obligations

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Strategy Development: Strategy Development: When to LookWhen to Look

Lead time concernsDifference between internal and external recruitmentEssential an organization do HR planning

along 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 done

concurrently with internal recruitment Who will be selected if both an internal and external

candidate are identified with relatively equal KSAOs

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Searching: Communication MessageSearching: Communication Message

Job requirements and rewards matrices

Type of messages

Realistic recruitment message - RJP

Targeted messages

Branded

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Searching: Communication MediumSearching: Communication Medium

Job posting

Other written documents

Brochures

Videocassettes

Diskettes

Potential supervisors and peers

Informal systems

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Applicant ReactionsApplicant Reactions

Minimal research regarding reactions of applicants to internal recruitment process

Perceived fairnessDistributive justice - Perceived fairness of

actual decision

Procedural justice - Perceived fairnessof process (policies and procedures)

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Transition to SelectionTransition to Selection

Involves making applicants aware ofNext steps in hiring process

Selection methods used and instructions

Expectations and requirements

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Legal IssuesLegal Issues

Affirmative Action Programs RegulationsSuggestions to ensure equal opportunity for females

and minorities

Bona fide seniority systemsLaw 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

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Exh. 6.8: Ways to Improve Advancement for Women and MinoritiesExamine the organizational cultureDrive change through management

commitmentFoster inclusionEducate and support women in career

developmentMeasure for change

Legal Issues: Glass Ceiling -Legal Issues: Glass Ceiling - Overcoming Barriers Overcoming Barriers

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Ethical IssuesEthical Issues

Issue 1 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 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?