1. Part 3 Staffing Activities: Recruitment
Chapter 6:
Internal Recruitment
McGraw-Hill/Irwin
Copyright © 2009 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 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

4. 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.

5. Ex. 6.1: Hierarchical Mobility Paths

6. Exh. 6.2: Alternative Mobility Paths

7. 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

8. 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

9. 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.

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
Ex. 6.3: Internal Recruitment Guide

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

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

13. 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

14. 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

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

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

21. 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)

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

23. 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

24. 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

25. 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.

26. 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?