Expanding the Talent Pool: Recruitment and

Careers
In this chapter, we will discuss the many strategies and techniques organizations use both
internally and externally to recruit the talent they need. we will also discuss the approaches
organizations take toward helping employees manage their careers.

Importance: because, unlike physical assets (properties, equipment), human assets

(employees) can decide to leave the firm.

Cycle

Recruitment

While the board is ultimately responsible for

recruiting and selecting new board
members, the chief executive also plays an
important role in the process. Including
information from Recruiting a Stronger Board,
this resource explains when CEOs should be
involved and when they need to take a step
back.

refers to the overall process of identifying, sourcing, screening, shortlisting, and

interviewing candidates for jobs (either permanent or temporary)(outsourcing) within
an organization.

Is recruiting part of HR?

HR must not only ensure compliance in the recruiting process but also act as a
business partner with a strategic talent acquisition approach. Recruitment is a key role
for HR professionals because acquiring talent is essential for an organization to meet
its goals and to succeed in a rapidly changing marketplace.

Talent pool
engaged candidates who have either worked or applied to work for your
organization in the past, and who have shown the required skills and desire to work
for you in the future.
Recruitment can also refer to the processes involved in choosing individuals for unpaid
roles. Managers, human resource generalists and recruitment specialists may be tasked
with carrying out recruitment, but in some cases public-sector employment, commercial
recruitment agencies, or specialist search consultancies are used to undertake parts of
the process. Internet-based technologies which support all aspects of recruitment have
become widespread, including the use of artificial intelligence (AI).

What is the difference between recruitment and hiring?

Hiring
Hiring is the process of seeking, evaluating and employing new talent when a
specific job-post (publishing a job offer) opens up. The process is triggered when a
working employee announces his resignation or a new post opens up to cater
increasing demand for talent. Thus, it is a needs-based procedure (gagawin lang kung
kina-kailangan) that is only incurred when there is an immediate need to employ. This
is usually followed by advertising a vacant job and letting the public know that the
company is on a look-out for new workers and/or employees with specific talent and/or
skill.

In response to the job advertisements, potential applicants submit their CVs/resumes to

the employer either directly or through above mentioned platforms. The talent
management and human resources (HR) team review their CVs/resumes, perform
phone or mail screenings and conduct consecutive interviews. The suitable candidates
are then selected and employed for the job.

The hiring process is suitable and works well for hiring lower level employees
and workers or for filling temporary positions when less is at stake. Under this
approach, a large number of applicants match the criteria because little to no
specialized skill is required to carry out the available job. Also, the interviews are
not so complex and the entire procedure is simple to carry out. Moreover, if a
temporary or lower level new hire doesn’t work out, its effect is minimal and the
organization can survive the setback.

Recruitment
Recruitment is an ongoing process used to attract, select and retain the best candidates
for the company’s operations. It usually begins long before a position opens and needs
to be carried out on regular basis. This is why HR managers are on a constant look-out
for potential candidates.
They are responsible for creating vast awareness about their company between the
talented masses through public relations, networking and social media connections.
They also attract and convince specific candidates that their company is a suitable
option for their goals and career in life. When human resource (HR) managers find
someone matching their core requirements and standards, they reach out and talk to
him explaining their company’s culture and the type of talent they are currently looking
for. This way they accomplish a list of potential employees in advance who are familiar
with the brand and are willing to work for them. It is an optimized way of employing
workforce and the company is never under pressure to fill the job roles if an employee
suddenly declares to leave them.

Recruitment works well when trying to find employees with a set of specialized
skills and capabilities to hold important and permanent positions like
management and those responsible for decision making activities.

Since the recruitment involves a long term employment strategy, there are good
chances of finding such a candidate whose academic qualification, skill level,
talent and experience exactly match with the capabilities required to perform the
available job.

comparison of hiring and recruitment

1. Basic meanings
Hiring is a process through which a vacant position in a company is filled with new
talent. While recruitment is a consistent process or long-term strategy through which a
company finds and employs the top candidates. Talent managers build business
connections and compile a list of potential candidates in advance.

2. How is the process started?

The hiring process is triggered when an open position appears in the organization.
Since recruitment is based on long-term planning, it is initiated long before an open
position appears in the organization.

3. Talent Pool
Hiring is a needs-based process and that is why it is suitable for temporary or lower
level positions. The recruitment is ideal for permanent positions which involve
specialized skills and capabilities such as positions involving management and/or
decision making.
5. Main drawback/disadvantage
The main drawback of hiring is that it only starts when there is a need to fill a vacancy,
the HR team may be under severe pressure to find a capable individual to fill the role.
The main disadvantage involving recruitment is the heavy investment of time and
finances because it involves long-term strategy.

Elements of a Recruiting Strategy

various elements a firm has to consider as part of its recruitment strategy. Note that at
any given time a firm might need to use multiple recruiting strategies. Moreover, a
strategy that works for one firm or one job might not work for another firm (or job).

Brand: How Do We Attract Talent?

Branding refers to a company’s efforts to help existing and prospective workers

understand why it is a desirable place to work as opposed to its competitors.
Hiring costs for firms with strong employer brands are two times lower than the hiring
costs (recruitment process, equipment, travel costs, administrative costs and
benefits) of firms with weaker employer brand rankings. Companies with strong
employer brands also experienced less turnover. (When your turnover is low, you save
money by avoiding unnecessary mistakes)

So how does a company “burnish” (pinupulido) its employment brand?

One way is to think of applicants as consumers and focus on what they want in terms
of jobs and careers as opposed to what an organization has to “sell” them. companies
to listen to and reach out to applicants just like they do consumers.

Another way is by reaching out to people via social networks. Firms are creating
pages on websites like LinkedIn, and Google (JobStreet or Jobs DB inc.) (THEY HAVE
CHARGED FEES FOR JOBS POSTING) to promote their organizations and careers
they have to offer.
The sites allow recruiters to strike up conversations with potential applicants on those
pages and give them a preview of what it is like to work for their firms.

Writing blogs and articles (facebook, instagram, pinterest) for industry publications is
another way. Using the Internet and social networks is an inexpensive way to brand and
recruit. The strategy can be particularly effective for small companies that can’t afford to
pay for a lot of job advertising to promote their firms and attract candidates.

Philanthropic (the desire to promote the welfare of others, expressed especially by the
generous donation of money to good causes) activities can help burnish a company’s
employer brand, too, especially among Generation Z and millennial employees, who
want more out of life than just a job and a paycheck. programs for undergraduate
students, who work alongside the firms’ employees to help communities in need.

Example: SM foundation, College scholarship Programs

SM scholars will enjoy full tuition and miscellaneous fees subsidy. They will also
receive monthly stipend and will have a chance to do part-time jobs at The SM Stores
during summer or Christmas breaks. When they graduate, SM Scholars also have an option to
pursue their career under the SM Group. (instant job offers)

Focus: What Types of Positions Are Needed?

Given those needs, the condition of the labor market can have a big effect on
a firm’s recruiting plans. During periods of high unemployment, an organization might be
able to maintain an adequate supply of qualified candidates by accepting unsolicited
résumés and applications from internal labor markets.

Knowledge, skills, abilities and other characteristics (KSAOs) are the

attributes required to perform a job:
● Knowledge refers to awareness or familiarity gained by experience of a fact or
situation.
● Skills are the capabilities required to perform tasks accurately, expertise,
proficiency in a particular area
● Abilities are more stable characteristics that can include cognitive, sensory
and physical abilities, such as empathy.
● Other characteristics are traits that do not fit into the other categories,
including values, work style, personality and degrees and certifications.

Outside hires can sap the motivation for mid-level and junior-level talent to
work harder and move up the ladder. When you promote from within, your
employees know that the sky's the limit, so they always work hard and deliver
more for your company. In my experience, this “sky’s the limit” approach
creates an atmosphere of optimism that has a positive effect on everyone.

When you promote from within, you also save money and boost morale by
increasing your retention rate. Twenty-nine percent of workers cite lack of
career opportunity as the key factor that makes them think about leaving, and
it’s certainly true that any perception of a “revolving door” can contribute to
instability and make people think about finding a new job. But both in terms of
the financial and cultural health of your company, you want to build a nice
community where people can picture themselves for the long haul. When
employees know they are the first to be considered for a more senior role,
they become more aligned in striving for overall company growth over a
significant period of time. This approach enriches the corporate culture and
helps everyone feel like they’re working toward a common goal.

Location: Where Do We Need the Talent, and Where Will We Find It?

The primary difference between an internal and an external candidate is that an

internal candidate has an existing relationship with the company they are
applying to while an external candidate is new to the organization

Internal versus External Recruiting Markets.

Recruiting internally is generally easier, faster, and less expensive. However, not all
positions can be filled internally. Jobs that require specialized training and experience
cannot always be easily filled from within and may need to be filled from the outside.

Applicants hired externally can also be a source of new ideas and creativity, and
may bring with them the latest knowledge acquired from their previous employers. It
is not uncommon for firms to attempt to gain secrets from their competitors by hiring
away their employees.

Some applicants bring more than knowledge to their new employers. They bring
revenue. Talented salespeople, doctors, accountants, lawyers, and hairdressers are
examples. When these people leave their organizations, their clients often go with them.

Global Recruiting Markets.

Recruiting abroad can be very complicated, however. In addition to having to deal with a
many of local, national, and international laws, as well as visas and work permits,
employers also have to take into account the different labor costs, pre employment and
compensation practices, and cultural differences associated with the countries in
which they are recruiting.

To stay apace of their competitors and expand their operations around the world,
companies not only look globally for goods and services, but
also for labor. Firms aren’t doing this just to save on labor costs. They are doing it to
attract the best talent wherever it may be.

Advantages

Access to international talent:diverse knowledge-base to the organization.

Exploring into new markets Extending job offers to international employees would
enable the company to venture into the global markets.

Timing: When Do We Need the Talent?

These factors have to be taken into consideration when recruiting and moving applicants
through the various hiring stages.

“Timing is everything.” HR professionals shouldn’t just engage in recruiting when a

position comes open. Instead, they need to understand their firm’s business strategies,
the talent the company currently has by studying succession plans and what it will need
in the future, and then translate these into ongoing recruiting plans. Is the firm rap-
idly expanding? If so, how many positions will be needed and in what areas? How many
applicants will need to be recruited to result in a single hire? If a firm waits
too long to hire, its competitors may capitalize on emerging business opportunities
before it can.

Timing also comes into play in terms of the recruiting process. Some jobs, such
as the job of an administrative assistant, can be advertised and filled relatively quickly.
Other jobs, such as a search for a CEO, can take months. These factors have to be
taken
into consideration when recruiting and moving applicants through the various hiring
stages.

Method: How Do We Find the Talent?

Firms use different methods to try to recruit different types of people for different
jobs. The methods also change over time as technology changes and the sources of
candidates change. Recruitment ads on the Internet and social media sites like LinkedIn
have replaced the bulk of print advertisements.

Importance:
● Save time: an effective hiring process can save you time
● Hire the right worker: lastly, an efficient recruitment and selection process
ensures you'll hire the right worker more often than not.
 ● Save time on training: the right type of hiring and selection process also helps the
company save time on training.

Decision: Who Does the Recruiting and Makes the Final Hiring Decision?
Organizations that want to focus on their core functions, including small businesses that
lack time or HR personnel, sometimes outsource their recruiting functions to out-
side firms.

Regardless of who does the recruiting, they must have a good understanding of the
knowledge, skills, abilities, experiences, and other characteristics required for the job
and be personable, enthusiastic, and competent. Recruiters can often enhance the
perceived attractiveness of a job and an organization—or detract from it. They are often
a major reason why applicants select one organization over another.
External and Internal Recruiting Methods
Sometimes firms do not post internal openings for which anyone may apply. Instead,
they select someone to promote.

External Recruiting Methods

Advertisements
Advertising job openings on websites, social media, and in newspapers and trade jour-
nals is a common way to attract candidates.

Advertising has the advantage of reaching a large audience of possible applicants.

Preparing recruiting advertisements not only is time consuming; it requires creativity in

terms of developing their design and message content. Well-designed advertisements
highlight the major assets of the position while showing the responsiveness of the
organization to the job, career, and lifestyle needs of applicants.

Advertisements also need to be written so as to attract diverse candidates and avoid

bias.

For example, because it can discourage good candidates,

experts on HR diversity advise firms to delete from their job descriptions (and
postings)
wording such as “degree from a top-tier school required.”

Walk-Ins and Unsolicited Applications and Résumés

Walk-in jobseekers looking for jobs that pay hourly wages are common in smaller
organizations. Employers also receive unsolicited applications and résumés. Walk-in
applicants and individuals who send unsolicited résumés to firms may or may not be
good prospects for employment.

However, they are a source that should not be ignored. In fact, it is often believed that
individuals who contact employers on their own initiative will be better employees than
those recruited through advertisements.

The Internet
Looking on the Internet is the most commonly used search tactic by jobseekers and
recruiters to connect with one another. Both companies and applicants find the
approach cheaper, faster, and potentially more effective. There are tens of thousands of
independent job boards on the Web.

Advantage: Larger Talent Pool

The internet makes it possible to access a larger talent pool, as candidates can
apply for a job from anywhere in the world. This opens up the company's options when
it comes to finding the right talent for a specific position.

Disadvantage: Low Quality of Applicants

Due to different standards of education around the world, not all talent is the same, and
the company is exposed to lower quality recruits if they do not conduct the vetting
process thoroughly. Additionally, cultural differences might inhibit the recruitment
process and office culture once the recruits begin their employment.

A potential drawback of using social media, and the Internet in general, is that
some groups of people, including older adults and people with less than a high school
education, are less likely to go online.

Passive jobseekers
passive candidate is someone an employer is considering for a certain position,
but who is not actively seeking a new position. Passive candidates have not applied for
an open position and are not searching for a new job.

Mobile Recruiting
For this reason, whatever social networking or Internet platform an organization uses
should have a mobile application tied to it that people can use to search for jobs and
apply for them.
Text messages work well because they are inexpensive, easy to send, and fast.

Job Fairs
Job fairs can be a good way to cast a wide net for diverse applicants in a certain region.
At a job fair companies and their recruiters set up booths, meet with prospective
applicants, and exchange employment information. Often the fairs are industry specific.

Although job fairs often attract a lot of applicants, many of them might not be
qualified. Another problem is that they only attract applicants in the regional area in
which they are held.

virtual job fair

Holding a virtual job fair can also be cost effective for both
recruiters and attendees because they do not have to pay travel costs.
Employee Referrals
The recruitment efforts of an organization can be greatly aided when its employees refer
potential candidates.

word-of-mouth recommendations
“It is not what you know, but who you know.”

one's knowledge and skills are less useful and less important than one's network of
personal contacts.

Referred employees have much higher retention rates ( refers to the ability of an
organization to retain its employees.) than employees who are not referred and are hired
in less than half the time as other candidates, one study found.

Nepotism,which is the preference for hiring the relatives of employees, can

invite charges of favoritism.

Compadre System in PH
anti-nepotism laws

Example
(Ford Motor Company and the Rockefeller Foundation among them)

Re-recruiting
is the process of keeping track of and maintaining relationships with
former employees to see if they would be willing to return to the firm.
“Boomerang” employees

Re-recruiting is an attractive option for recruiters. They don’t have to sift through
scores of résumés to find qualified applicants and have a better idea of how boomerang
employees will perform. Boomerang employees also tend to have better retention rates.

Educational Institutions
Educational institutions typically are a source of young applicants with formal training
but little full-time work experience. High schools are often a source of employees for
clerical and blue-collar jobs (workers who engage in hard manual labor, typically
agriculture, manufacturing, construction, mining, or maintenance).

Community colleges, with their various types of specialized training, can provide
candidates for technical jobs. These institutions can also be a
source of applicants for a variety of white-collar jobs (White-collar workers are known
as suit-and-tie workers who work in service industries and often avoid physical
labor.), including those in the sales and retail fields and some management trainee
jobs.

Example: Work-Study Programs and Internships. To attract high-demand graduates

Public Employment Agencies

is a government entity, usually responsible for assisting citizens for job search, vocational guidance
and distribution of unemployment benefits

Example: Public Employment Service Office Republic Act No. 8759 otherwise known as the
PESO Act of 1999.
-is a non-fee charging multi-employment service

Function: Undertake employability enhancement training/seminar for jobseekers as well

as those who would like to change career or enhance their employability. This function
is presently supervised by TESDA and conducted by other training;

Private Employment Agencies

Private employment agencies are companies that, for a fee, match people with full-time
jobs.

Private employment agencies often specialize in serving specific occupational or

geographic areas. (Highly standardized specified individual in a diverse source)
Independent Contractors (Contract-based work relationships)
workers who are self-employed and do project work on a contract basis for
organizations.

referred to as “freelancers” because they are “free” to work for multiple organizations
on multiple projects at the same time.

Example: Former and retired employees (they are familiar with its business, its
personnel, and how work gets done in the organization.)

In addition, companies don’t pay social security, unemployment, or

workers’ compensation taxes when they hire independent contractors. The
independent contractors must pay these taxes themselves.
Employee Leasing
Employee leasing is an arrangement between a business and a staffing firm, who
supplies workers on a project-specific or temporary basis.

Benefits: Leasing employees can sometimes be advantageous if you run a business

with seasonal demands, lack the resources to recruit employees on your own or need
temporary assistance with special projects.

Internal (situated on the inside.) Recruiting Methods

Promoting employees rewards them for their past performance and encourages them to
continue their efforts. This can improve morale within the organization and support a
culture of employee engagement. (human resources (HR) concept that describes
the level of enthusiasm and dedication a worker feels toward their job. Engaged
employees care about their work and about the performance of the company, and feel
that their efforts make a difference.)

Promotion
the action of raising someone to a higher position or rank

Internal Job Postings

advertising open job positions in the company itself to hire existing employees
for open opportunities. It can be done by posting jobs on bulletin boards, making
announcements online and offline, and sending mail to everyone in the company.

Identifying Talent through Performance Appraisals ( review of an employee's job

performance and contribution to a company)
The grid helps managers by compiling appraisal and assessment data into a single
visual reference

This can then help managers determine what the developmental needs of the employee
are and what the person’s next steps within the organization might be.

When assessing employee performance, managers often pay attention to two things.
First, how well they perform today, and second, how well they are likely to perform in
the future (i.e. their growth potential).

For example, hardworking employees who do well in their role but have little growth
potential are great to have in your team, as well as All-stars who perform well and have
great potential. However, low-performing employees with low potential will require a lot
of management attention and are unlikely to improve. They require a different approach.

Skills Inventories and Replacement Charts

discussed skills inventories, which help track an employee’s education, past work
experience, vocational interests, specific abilities and skills, compensation
history, and job tenure to see how they can best be used.

Along with skill inventories, replacement charts are an important tool for succession
planning.

Replacement charts are a technique used to estimate succession planning to

assist organisations in visualising important job positions/ roles, existing
employees and the current and upcoming future job positions. Positions are laid out
besides details like possible replacements, potential promotion and gender.

Importance: Most established succession planning programs use a multi-level approach

– putting a plan in place for critical roles, including two or even three levels below the
senior leader. help to identify and monitor the development of employees at all levels
who may be called to step in when your essential leaders are promoted or leave the
company.

Improving the Effectiveness of Recruiting

One way organizations may be able to increase the effectiveness of their recruitment
efforts is to provide job applicants with a realistic job preview (RJP).
to communicate the good and the bad characteristics of the job during the hiring
process of new employees

The purpose of a hiring manager giving a realistic job preview is to make sure a new
candidate/employee is fully aware of what the job entails.

The RJP might also include a tour of the working area, combined with a discussion of
any negative health or safety considerations and time to talk candidly with the firm’s
employees about the upsides and downsides of the job.

Example: verbal presentations, job tours

Surveys and Employee Profiles

To find ways to reach out to and recruit the right kinds of candidates some companies
develop employee profiles surveying their top performers about what they like to do,
what events they attend, what websites they visit, and how they like to be contacted and
recruited.

employers to ensure that they form an emotional and mental connection with
their employees, which can help improve employee safety.

Last, candidates who turned down jobs often can provide valuable information about
why they did not accept the firm’s offer.

Retention: How Do We Keep Our Talent?

The flipside of recruiting is retaining employees. Turnover ( measurement of the number of
employees who leave an organization) drags down morale among a firm’s staff and takes a
toll on productivity. Replacing employees is extremely costly and time consuming.

Low employee retention: a lack of advancement prospects, low pay, negative

supervisor relationships and poor work/life balance.

High employee retention: considered good.

The organization recruited the right people because of having effective recruiting
methods.
Career Management: Developing Talent over Time
As a manager or owner of firm, why might you want to help employees develop their
careers over time when you can just hire people in from the outside as you need them,
especially since they can quit their jobs at any time?
Hiring cost, employment cost. Start from the beginning. Existing relationship. Work
environment.

Their career development and recruiting are reactive (reaction when it happens)
processes they engage in periodically when a position needs to be filled.

Proactive companies see career development and recruiting functions as strategic

imperatives and, therefore, as an ongoing process designed to maximize the talents
of their employees and retain them.

The Goal: Matching the Needs of the Organization to the Needs of Employees
A career development program should be viewed as a dynamic process (one that
constantly changes and progresses) that matches the needs of the organization with
the needs of employees as those needs change. Each party has a distinct role to play in
the process.

The Employee’s Role

Because having a successful career involves creating your own career path—not just
following a path that has been established by the organization—

Employees need to take an active role in planning their careers, especially in light of
how fast the world of work is changing. This includes identifying their knowledge, skills,
abilities, interests, and values and seeking out information about career options in
conjunction with their managers.

Managers can help with the process by offering their subordinates continual feedback
about their performance and providing them with self-assessment tools, training, and
information about the organization and possible career paths within it.

The Organization’s Role: Establishing a Favorable Career Development Climate

Ideally, senior line managers and HR department managers should work together to
design and implement a career development system that reflects the goals and culture
of the organization.

Vision. Possible and at the same time motivating.

So that “There is constant, consistent communication with management on growth

opportunities. Rather than follow one career path, the company works to leverage ( use
(something) to maximum advantage) employees’ talents for new and different roles, as
well as giving them as much exposure as possible to other positions and responsibilities
in the company to ensure they’re challenged.”

Blending the Goals of Individual Employees with the Goals of the Organization
the organization’s goals and needs should be linked with the individual career needs of
its employees in a way that improves the effectiveness of workers and their satisfaction
as well as achieves the firm’s strategic objectives.

By aligning goals across the organization, you can create an even greater sense of
connection to a higher, organizational purpose that can work concurrently toward the
larger end

Identifying Career Opportunities and Requirements

To identify career opportunities and requirements managers have to continually analyze
the competencies required for jobs, progression among related jobs, and supply of
ready (and potential) talent available to fill those jobs.

Begin with a Competency Analysis

tools are interested in determining skills, knowledge and abilities. Competencies are
capabilities that can be performed by individuals or groups and measured.
Measurements can be divided by technical competencies (abilities required to apply
specific job function or role, profession, Coding and programming, Digital
marketing & social media management) and behavioral competencies (attitudes and
actions, Ethical Practice, Leadership,Communication, Consultation). It is an
evaluative way to measure performance in an organized, structured manner.

Competency analysis and job based descriptions provide crucial information to

companies. It provides a means in order to measure correct title and pay grade. The
recruiting process is more efficient when specific items are outlined. New hires have a
complete, comprehensive overview of the duties and job responsibilities of the job.
Because competencies affect the job function, it outlines the specific competencies
needed to be successful.

Identify Job Progressions and Career Paths

Once the skill demands of jobs are identified and weighted according to their impor-
tance, it is then possible to plan job progressions.
A simple definition of career progression is that it's the act of moving forward in your
career. You may hear people talking about “climbing the ladder” at work, however
progressing in your career doesn't always mean getting a promotion or securing a more
highly paid role. Career progression can take many forms, including being awarded
more responsibility within the role you already have, moving to a different sector or
business, taking on new challenges, and increasing your skillset through training and
development opportunities.

A new employee with no experience is typically assigned to a “starting job.” After a

period of time in that job, the employee can be promoted to one that requires more
knowledge and/or skill. While most organizations concentrate on developing job
progressions for managerial, professional, and technical jobs, progressions can and
should be developed for all categories of jobs.

Job progressions then can serve as a basis for developing career paths

A career path is a sequence of jobs that leads to your short- and long-term career
goals.

Career pathing is the process through which an employee charts a course for career
development inside a particular organization. It focuses on identifying vertical and lateral
opportunities for advancement or progression for each employee, and on understanding
the skills, experiences, and personal and professional competencies necessary for
success in each new role.

Lateral career move- move across different departments within a company,

normally within a similar status tier and with comparable responsibilities.
Example: you go from Marketing to Sales

Vertical career move- focusing on getting a promotion. Example: from Junior

Engineer to Senior Engineer.

When designed and implemented effectively, career pathing dramatically improves

employee engagement, thereby offering extensive benefits to both individual employees
and organizations as a whole.
Promotion- The new job normally provides an increase in pay and status and demands
more skill or carries more responsibility.

To retain employees
and improve their promotability, many larger firms offer to reimburse employees for
getting advanced degrees and remaining with the company for a certain period of time.

Transfer - A transfer sometimes requires the employee to change work group,

workplace, work shift, or organizational unit; it may even necessitate moving to another
geographic area. Thus, transfers make it possible for an organization to place its
employees in jobs where there is a greater need for their services and where they can
acquire new knowledge and skills.