Part 3 Staffing Activities: Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

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

Chapter Outline Recruitment Planning Strategy Development Searching Organizational Issues Administrative Issues Timing Strategy Development Closed, Open, and Targeted Recruitment Recruitment Sources Recruitment Metrics Searching Communication Message Communication Medium Applicant Reactions Transition to Selection Legal Issues Affirmative Action Programs Regulations Bona Fide Seniority Systems The Glass Ceiling

Discussion Questions for This Chapter 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 6.8 contains many suggestions for improving the advancement of women and minorities. Choose the three suggestions you think are most important and explain why.

Ex. 6.1: Hierarchical Mobility Paths

Exh. 6.2: Alternative Mobility Paths

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

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

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.

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

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

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

Strategy Development: Targeted Recruitment Definition Jobs are posted, and the HR department conducts a search outside the job posting system Both systems are used to cast as wide a net as possible Advantages Thorough search is conducted People have equal opportunity to apply for postings Hidden talent is uncovered Disadvantages Very time-consuming and costly process

Criteria 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

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 What information should be included in the targeted internal communication message?

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

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

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

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

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

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)

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

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

Legal Issues: Glass Ceiling - Overcoming Barriers Ex. 6.8: 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

Discussion question Exhibit 6.8 contains many suggestions for improving the advancement of women and minorities. Choose the three suggestions you think are most important and explain why.

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?