1. Internal Recruitment CHAPTER SIX 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.

2. Staffing Organizations Model
Vision and 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

3. Chapter Outline Recruitment Planning Strategy Development Searching
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

4. Recruitment Planning
Organizational issues
Administrative issues

5. Recruitment Planning: Organizational Issues
Mobility paths
Traditional mobility paths: Exh. 6.1
Innovative mobility paths: Exh. 6.2
Mobility policies
Development
Eligibility criteria

6. Exh. 6.1: Traditional Mobility Paths

7. Exh. 6.2: Innovative Mobility Paths

8. Examples: Ways to Make Work Meaningful
Alternative reward systems
Team building
Counseling
Alternative employment

9. Characteristics of a Mobility Path Policy
1. Intent of policy is clearly communicated
2. Policy is consistent with philosophy and values of top management
3. Scope of policy is clearly articulated
4. Employees’ responsibilities and opportunities for development are clearly defined
5. Supervisors’ responsibilities for employee development are clearly stated
6. Procedures are clearly described
7. Rules regarding compensation and advancement are included
8. Rules regarding benefits and benefit changes are included

10. 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
Exh. 6.3: Internal Recruitment Guide

11. Strategy Development Closed, open, and targeted recruitment
Recruitment sources
Choice of sources

12. Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Exh. 6.4: Closed Internal Recruitment System
Advantages
Disadvantages

13. Exh. 6.4: Closed Internal Recruitment System
Manager notifies HR of vacancy
HR searches files for candidates
List of candidates given by HR to manager
Manager interviews candidates
Position filled by manager

14. Strategy Development: Open Recruitment
Definition
Employees are informed of job vacancies
Exh. 6.5: Open Internal Recruitment System
Advantages
Disadvantages

15. Exh. 6.5: Open Internal Recruitment System
Manager notifies HR of vacancy
HR posts job opening
HR receives bids from interested applicants
HR screens candidates
List of candidates given by HR to managers
Manager interviews candidates
Manager fills position

16. Strategy Development: Targeted Recruitment
Definition
Both open and closed steps are followed at same time
Advantages
Thorough search is conducted
People have equal opportunity to apply for postings
Hidden talent is uncovered
Disadvantages
Very time-consuming and costly process

17. 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

18. Strategy Development: Recruitment Sources
Job posting
Exh. 6.6: Example of Bidding Form
Skills inventory
Exh. 6.7: Sample Elements in Skills Inventory
Nominations
Employee referral
In-house temporary pools
Replacement and succession plans
Intranet and intraplacement

19. Strategy Development: Criteria Affecting Choice of Sources
Quantity of labor
Quality of labor
Budget constraints
Contractual or legal obligations

20. Strategy Development: When to Look
Lead time concerns
Difference between internal and external recruitment
Essential an organization do HR planning along with internal recruitment
Time sequence concerns
Coordination between internal and external 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

21. Searching: Communication Message
Job requirements and rewards matrices
Type of messages
Realistic recruitment message - RJP
Targeted messages
Branded
Traditional message
Job applicant may be given relatively little concrete or accurate info.
Unlimited growth opportunities
Realistic recruitment message
RJP - Job applicants are given a “vaccination” by being told what the actual job is really like
Tells it like it is
Great deal of research has been conducted on effectiveness of RJPs

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

23. 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)

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
Exh. 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

27. 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?