6-1 chapter six internal recruitment screen graphics created by: jana f. kuzmicki, phd troy state...
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TRANSCRIPT
6-1
CHAPTER SIXCHAPTER SIX
Internal RecruitmentInternal Recruitment
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.
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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
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, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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Chapter OutlineChapter Outline
Recruitment Planning 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
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Recruitment PlanningRecruitment Planning
Organizational issues
Administrative issues
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Recruitment Planning: Organizational IssuesRecruitment Planning: Organizational Issues
Mobility paths
Traditional mobility paths:Exh. 6.1
Innovative mobility paths:Exh. 6.2
Mobility policies
Development
Eligibility criteria
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Exh. 6.1: Traditional Mobility PathsExh. 6.1: Traditional Mobility Paths
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Exh. 6.2: Innovative Mobility PathsExh. 6.2: Innovative Mobility Paths
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Examples: Ways to Make Work MeaningfulExamples: Ways to Make Work Meaningful
Alternative reward systems
Team building
Counseling
Alternative employment
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Characteristics of a Mobility Path PolicyCharacteristics of a Mobility Path Policy
1. Intent of policy is clearly communicated2. Policy is consistent with philosophy and values of top
management3. Scope of policy is clearly articulated4. Employees’ responsibilities and opportunities for
development are clearly defined5. Supervisors’ responsibilities for employee development are
clearly stated6. Procedures are clearly described7. Rules regarding compensation and advancement are
included8. Rules regarding benefits and benefit changes are included
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Recruitment Planning: Administrative IssuesRecruitment 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
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Strategy DevelopmentStrategy Development
Closed, open, and targeted recruitment
Recruitment sources
Choice of sources
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Strategy Development: Closed Recruitment Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Exh. 6.4: Closed Internal Recruitment System
Advantages
Disadvantages
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Exh. 6.4: Closed Internal Recruitment SystemExh. 6.4: Closed Internal Recruitment System
Manager notifies HR of vacancyManager notifies HR of vacancy
HR searches files for candidatesHR searches files for candidates
List of candidates given by HR to managerList of candidates given by HR to manager
Manager interviews candidatesManager interviews candidates
Position filled by managerPosition filled by manager
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Strategy Development: Open Recruitment Strategy Development: Open Recruitment
Definition
Employees are informed of job vacancies
Exh. 6.5: Open Internal Recruitment System
Advantages
Disadvantages
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Exh. 6.5: Open Internal Recruitment SystemExh. 6.5: Open Internal Recruitment System
Manager notifies HR of vacancyManager notifies HR of vacancy
HR posts job openingHR posts job opening
HR receives bids from interested applicantsHR receives bids from interested applicants
HR screens candidatesHR screens candidates
List of candidates given by HR to managersList of candidates given by HR to managers
Manager interviews candidatesManager interviews candidates
Manager fills positionManager fills position
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Strategy Development: Targeted Recruitment Strategy Development: Targeted Recruitment
DefinitionBoth open and closed steps
are followed at same time
AdvantagesThorough search is conductedPeople have equal opportunity to apply for postingsHidden talent is uncovered
DisadvantagesVery time-consuming and costly process
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Criteria for Choice of SystemCriteria 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
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Strategy Development:Strategy Development:Recruitment SourcesRecruitment Sources
Job postingExh. 6.6: Example of Bidding Form
Skills inventoryExh. 6.7: Sample Elements in Skills Inventory
Nominations Employee referral In-house temporary pools Replacement and succession plans Intranet and intraplacement
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Strategy Development: Strategy Development: Criteria Affecting Choice of SourcesCriteria Affecting Choice of Sources
Quantity of labor
Quality of labor
Budget constraints
Contractual or legal obligations
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Strategy Development: Strategy Development: When to LookWhen to Look
Lead time concernsDifference between internal and external recruitmentEssential an organization do HR planning
along with internal recruitment Time sequence concerns
Coordination between internal andexternal 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
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Searching: Communication MessageSearching: Communication Message
Job requirements and rewards matrices
Type of messages
Realistic recruitment message - RJP
Targeted messages
Branded
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Searching: Communication MediumSearching: Communication Medium
Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems
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Applicant ReactionsApplicant Reactions
Minimal research regarding reactions of applicants to internal recruitment process
Perceived fairnessDistributive justice - Perceived fairness of
actual decision
Procedural justice - Perceived fairnessof process (policies and procedures)
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Transition to SelectionTransition to Selection
Involves making applicants aware ofNext steps in hiring process
Selection methods used and instructions
Expectations and requirements
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Legal IssuesLegal Issues
Affirmative Action Programs RegulationsSuggestions to ensure equal opportunity for females
and minorities
Bona fide seniority systemsLaw 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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Exh. 6.8: Ways to Improve Advancement for Women and MinoritiesExamine the organizational cultureDrive change through management
commitmentFoster inclusionEducate and support women in career
developmentMeasure for change
Legal Issues: Glass Ceiling -Legal Issues: Glass Ceiling - Overcoming Barriers Overcoming Barriers
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Ethical IssuesEthical 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?