Internal mobility in hrm ppt

Part 3
Staffing Activities: Recruitment

Chapter 6:

Internal Recruitment

McGraw-Hill/Irwin

Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

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

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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
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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
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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.
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Ex. 6.1: Hierarchical Mobility Paths

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Exh. 6.2: Alternative Mobility Paths

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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
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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
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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.
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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
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Strategy Development: Closed Recruitment

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

Definition
Employees are made aware of job vacancies
Job posting and bidding system
Advantages
Disadvantages
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Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting

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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
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Strategy Development:
Recruitment Sources

Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers
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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
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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
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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
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Searching: Communication Message

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

Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems
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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?
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Transition to Selection

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