1. Part 3 Staffing Activities: Recruitment
Chapter 6:
Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Staffing Organizations Model
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management
6-2

3. Chapter Outline Strategy implementation Transition to Selection
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

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

5. 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.

6. Ex. 6.1: Hierarchical Mobility Paths

7. Exh. 6.2: Alternative Mobility Paths

8. 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 meaningful
Alternative reward systems
Team building
Counseling
Alternative employment

9. 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

10. 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.

11. 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

12. Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Advantages
Disadvantages

13. Strategy Development: Open Recruitment
Definition
Employees are made aware of job vacancies
Job posting and bidding system
Advantages
Disadvantages

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

15. 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

16. Strategy Development: Recruitment Sources
Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers

17. 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

18. 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

19. 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

20. Searching: Communication Message
Realistic
Different for internal applicants
May be needed for unknown or newly created jobs
Targeted
Focus on job rewards matrix

21. Searching: Communication Medium
Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems

22. Applicant Reactions
Minimal research regarding reactions of applicants to internal recruitment process
Perceived fairness
Distributive justice - Perceived fairness of actual decision
Procedural justice - Perceived fairness of process (policies and procedures)

23. Discussion Question
What information should be included in the targeted internal communication message?

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

25. Legal Issues Affirmative Action Programs Regulations
Suggestions to ensure equal opportunity for females and 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

26. Legal Issues: Glass Ceiling - Overcoming Barriers
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

27. 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.

28. Ethical Issues Issue 1 Issue 2
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?