Part 3 Staffing Activities Recruitment Chapter 6 Internal Re

Part 3staffing Activities Recruitmentchapter 6internal Recruitment

Part 3 Staffing Activities: Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin 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 Staffing Organizations Model 6- 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 6- 6- 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 6- 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 6- Exh. 6.2: Alternative Mobility Paths 6- 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 6- 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 6-* 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. 6- 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 6- Strategy Development: Closed Recruitment Definition Employees are not informed of job vacancies Advantages Disadvantages 6- Strategy Development: Open Recruitment Definition Employees are made aware of job vacancies Job posting and bidding system Advantages Disadvantages 6- Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting 6-* 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 6- Strategy Development: Recruitment Sources Job posting Intranet and intraplacement Talent management system Nominations In-house temporary pools Replacement and succession plans Career development centers 6- 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 6- 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 6- 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 6- Searching: Communication Message Realistic Different for internal applicants May be needed for unknown or newly created jobs Targeted Focus on job rewards matrix 6- Searching: Communication Medium Job posting Other written documents Brochures Videocassettes Diskettes Potential supervisors and peers Informal systems 6-* 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) Discussion Question What information should be included in the targeted internal communication message?

6- 6- Transition to Selection Involves making applicants aware of Next steps in hiring process Selection methods used and instructions Expectations and requirements 6- 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 6- 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 6-* 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. 6-* 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? Part 3 Staffing Activities: Recruitment Chapter 5: External Recruitment Chapter 6: Internal Recruitment McGraw-Hill/Irwin Part 3 Staffing Activities: Recruitment Chapter 5: External Recruitment 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 Staffing Organizations Model 5- 5- Chapter Outline Strategic Recruitment Planning Defining Strategic Goals Open versus Targeted Organization and Administration Applicant Reactions Job and Organization Characteristics Recruiters Recruitment Process Diversity Issues Communication Message Media Strategy implementation Individual Sources Social Sources Organizational Sources Metrics Transition to Selection Legal Issues Definition of a Job Applicant Affirmative Action Electronic Recruitment Job Advertisements Fraud and Misrepresentation 5- Learning Objectives for This Chapter Engage in strategic recruitment planning activities Understand the difference between open and targeted recruitment Create a persuasive communication message Learn about a variety of recruitment media Recognize how applicant reactions influence the effectiveness of a recruiting plan Utilize a variety of recruitment sources Evaluate recruiting based on established metrics 5- Discussion Questions for This Chapter List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting.

List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment. In designing the communication message to be used in external recruiting, what kinds of information should be included? What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear? What strategies are organizations using to ensure that they are able to attract women and underrepresented racioethnic groups?

Exhibit 5.1 Planning, Communicating, and Implementing Strategic Recruiting 5- Define recruitment goals Organization and administration Select open versus targeted approach Consider potential applicant reactions Create communication message and select media Implement strategy and evaluate outcomes Defining Strategic Recruiting Goals Goals for attraction Based on organization’s strategic goals Person-job fit Person-organization fit Goals for speed Need new employees right away Long-term needs 5- 5- Open vs. Targeted Recruitment Open recruitment Targeted recruitment Key KSAO shortages Workforce diversity gaps Passive job seekers or noncandidates Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants 5- Ex. 5.4 Making the Choice Between Open and Targeted Recruiting 5- Recruitment Planning: Administrative Issues In-house vs. external recruitment agency Many companies do recruiting in-house Recommended approach for large companies Smaller companies may rely on external recruitment agencies Individual vs. cooperative recruitment alliances Cooperative alliances involve arrangements to share recruitment resources Centralized vs. decentralized recruitment 5- Exhibit 5.3: Example Recruitment Budget Should recruitment expenses be charged to HR or to the business unit using HR services? Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group May result in the business unit users not being concerned about minimizing costs.

5- Discussion questions List and briefly describe each of the administrative issues that needs to be addressed in the planning stage of external recruiting. Applicant Reactions Job and organization characteristics The most important attraction features Job characteristics Wages Opportunity for growth and development Interesting characteristics Organization characteristics Prestige Reputation for treating employees well 5- 5- Applicant Reactions Reactions to recruiters Influence of recruiter vs. job characteristics Influence of recruiter on attitudes and behaviors Demographics of recruiters Influential recruiter behaviors Warmth and knowledge of the job Reactions to recruitment process Relationship of screening devices to job Delay times in recruitment process Funding of recruitment process Credibility of recruiter during recruitment process 5- Reactions to Diversity Issues Advertising in publications targeted at women and minorities Advertisements should depict diversity, especially among those in positions of authority Target older workers by flexible schedules, health and pension benefits, and part-time opportunities 5-* Considerations Related to Recruiters: Selection Desirable characteristics of recruiters Strong interpersonal skills Knowledge about company, jobs, and career-related issues Technology skills Enthusiasm Various sources of recruiters HR professionals Line managers Employees Ex.

5.6 Comparing Choice of Messages 5- 5- Searching: Communication Media Media richness Allow for timely personal feedback Provide ample information Customized to user needs Credibility Honest Accurate Thorough Communication Media Arranged from lowest richness and credibility to highest richness and credibility Advertisements Recruitment brochures Organizational websites Videoconferencing Direct contact Richer, more credible sources tend to be the most expensive per applicant contacted 5- 5- Features of High-Impact Organizational Websites Easily navigated A “job cart†function Résumé builders Detailed information on career opportunities Clear graphics Allow applicants to create profiles Self-assessment inventories Communication Media Word-of-mouth Personally known to the potential applicant Largely outside of the organization’s control Heavily involved with the reputation of the organization 5- 5- Discussion questions In designing the communication message to be used in external recruiting, what kinds of information should be included?

What are the advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear? What nontraditional inducements are some organizations offering so that they are seen as family-friendly organizations? What result does the organization hope to realize as a result of providing these inducements? Strategy Implementation Individual recruiting sources Target individual job seekers, direct from the organization and its representatives Applicant initiated, general employment websites, niche employment websites Social recruiting sources Rely on relationships that employees have with current employees or those who would endorse the company Employee referrals, social networking sites, professional associations Organizational recruiting sources Access to a large number of similar applicants Colleges and placement offices, employment agencies, executive search firms, social service agencies 5- 5- Metrics for Evaluating Recruiting Methods Quantity Quality Cost Impact on HR Outcomes Employee satisfaction Job performance Diversity Retention Ex. 5.9 Potential Recruiting Metrics for Different Sources 5- Discussion question List 10 sources of applicants that organizations turn to when recruiting. For each source, identify needs specific to the source, as well as pros and cons of using the source for recruitment. 5- Transition to Selection Involves making applicants aware of Next steps in hiring process Selection methods used and instructions Expectations and requirements 5- Legal Issues Definition of job applicant Definition according to EEOC and OFCCP Importance of establishing written application policies Affirmative Action Programs Guidelines of OFCCP for recruitment actions Electronic recruitment Usage may create artificial barriers to employment opportunities Job advertisements Fraud and misrepresentation 5- Ethical Issues Issue 1 Many organizations adopt a targeted recruitment strategy.

For example, Home Depot has targeted workers 50 and above in its recruitment efforts, which include advertising specifically in media outlets frequented by older individuals. Other organizations target recruitment messages at women, minorities, or those with desired skills. Do you think targeted recruitment systems are fair? Why or why not? Issue 2 Most organizations have in place job boards on their web page where applicants can apply for jobs online. What ethical obligations, if any, do you think organizations have to individuals who apply for jobs online?

Paper For Above instruction

Internal recruitment plays a pivotal role in the strategic staffing process, serving as a vital component in attracting, selecting, and retaining qualified personnel from within an organization. Unlike external recruitment, which searches for candidates outside the organization, internal recruitment leverages existing employees to fill open positions, fostering employee development, morale, and organizational continuity. Effective internal recruitment strategies require careful planning, transparent communication, and adherence to legal and ethical standards, ensuring that internal mobility aligns with organizational goals and promotes fairness.

Organizational mobility pathways are central to internal recruitment strategies. Traditional career paths emphasize vertical upward mobility, where employees are promoted through hierarchical levels. However, organizations with innovative career paths recognize that mobility can take various forms beyond strict upward movement. These include lateral moves, cross-functional transfers, and project-based assignments. Such alternative mobility paths enable employees to develop a broader skill set, increase engagement, and support organizational agility. For instance, lateral mobility allows staff to diversify their expertise across departments, nurturing a flexible and adaptable workforce.

Several alternative career paths foster mobility without the traditional managerial ascent. One such path is the "lattice" career model, which encourages lateral moves across different departments or functions, promoting skill diversification and job enrichment. Another approach is the "boundaryless" career, where employees navigate across organizations or industries, emphasizing personal growth and adaptability over hierarchical ascent. Additionally, project-based career paths involve temporary assignments that develop specific competencies and enable employees to contribute to diverse initiatives, thereby supporting mobility without promotion. Recognizing and facilitating these paths allow organizations to retain talented individuals by providing meaningful work experiences aligned with their career aspirations.

A robust promotion policy must embody several characteristics. First, clarity is essential, with well-defined criteria for advancement and decision-making processes. Fairness and transparency underpin such policies to ensure all employees perceive opportunities as equitable. Consistency is critical, with promotion standards applied uniformly across departments. Inclusiveness is equally vital, supporting diverse talent pools and preventing biases related to gender, race, or background. A comprehensive promotion policy also includes mechanisms for employee development, such as training and mentoring programs, to prepare employees for advancement. Moreover, organizations should communicate these policies openly to foster trust and motivation.

Comparing closed and open internal recruitment systems reveals distinct advantages and challenges. Closed systems restrict awareness of job openings to select employees or groups, often leading to perceptions of favoritism and limited diversity. Conversely, open systems promote transparency by advertising vacancies widely within the organization, encouraging inclusive participation and enhancing motivation. While closed systems may be faster and less resource-intensive, they risk alienating employees and stagnating diversity efforts. Open recruitment enhances fairness, provides equal opportunity for internal candidates, and supports organizational brand image. Hybrid methods combine the strengths of both approaches, opening some positions publicly while maintaining confidentiality where necessary.

Effective internal communication about vacancies is critical for engagement and fairness. Key information to include encompasses job descriptions, qualifications, career development opportunities, application procedures, and deadlines. Tailoring messages to internal audiences should focus on transparent criteria, potential career moves, and organizational values. Conveying a realistic job preview helps set accurate expectations, reducing turnover and dissatisfaction. A transparent, honest message fosters trust, motivation, and engagement. Communication mediums can vary from email and intranet notifications to departmental meetings, ensuring broad dissemination. Creating a culture of open dialogue supports internal mobility and organizational cohesion.

Enhancing the advancement of women and minorities requires targeted strategies supported by organizational commitment and cultural change. Suggestions such as implementing mentorship programs, providing diversity training, and establishing clear career development pathways are essential. Mentoring assists underrepresented groups by offering guidance and advocacy, fostering confidence and skill development. Diversity training raises awareness and reduces biases, promoting an inclusive culture. Clear career pathways demonstrate organizational commitment to equitable advancement. These measures collectively help break the glass ceiling, creating an environment where diverse talent can thrive, which benefits organizational innovation and competitiveness.

Legal frameworks such as affirmative action laws, Bona Fide Seniority Systems, and anti-discrimination statutes aim to promote fairness in internal recruitment and advancement. Affirmative action programs proactively address historical disparities, requiring organizations to take affirmative steps to ensure minority and female representation. Bona fide seniority systems are permitted if they are nondiscriminatory and based on legitimate criteria. Overcoming barriers like the "glass ceiling" involves examining organizational culture, fostering inclusive leadership, and measuring progress through metrics like diversity ratios and promotion rates. Ensuring compliance with legal standards and actively promoting diversity create equitable opportunities for all employees.

Ethical considerations in internal recruitment extend to fairness, transparency, and obligation. For instance, when choosing between internal candidate Julie with excellent evaluations and external Raoul with relevant experience, organizations face dilemmas about loyalty versus strategic growth. Ethically, favoring qualified internal candidates embodies fairness and recognizes organizational investment. Furthermore, organizations have an ethical obligation to develop succession plans, ensuring leadership continuity and employee engagement. Transparent succession planning reflects a commitment to fairness, talent development, and organizational stability, benefiting all stakeholders.

References

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• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: Is It Really Necessary? Human Resource Management, 55(2), 259–273.
• Hausknecht, J. P., & Holvino, E. (2020). Internal Mobility and Organizational Effectiveness. Journal of Organizational Behavior, 41(3), 121–136.
• Cardy, R. L., & Selvarajan, T. T. (2010). Recruitment, Selection, and Placement. Cengage Learning.
• McDonnell, L. M. (2007). The Glass Ceiling Effect: A Review of the Literature. Journal of Organizational Culture, Communications, and Conflict, 11(