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Part 3Staffing Activities: Recruitment
Chapter 6: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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Chapter Outline
Strategic Recruitment Planning Strategic Internal
Recruiting Goals Mobility Paths and Policies Closed, Open, and Hybrid
Methods Organization and
Administration Timing
Applicant Reactions Communication
Message Medium
Strategy implementation Sources Metrics
Transition to Selection Legal Issues
Affirmative Action Programs Regulations
Bona Fide Seniority Systems
The Glass Ceiling
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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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Discussion Questions for This Chapter
Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with innovative 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
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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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
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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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 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)
Discussion Question
What information should be included in the targeted internal communication message?
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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
Affirmative Action Programs Regulations Suggestions to ensure equal opportunity for
femalesand minorities
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
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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
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Discussion question
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
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?
