Part 3

Staffing Activities:
Recruitment
Chapter 6:
Internal Recruitment

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.
 Staffing Organizations Model
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning Measurement, external, internal
Employment:
Job analysis Decision making, final match
Staffing System and Retention Management
6-2
 Chapter Outline
• Strategic Recruitment Planning • Strategy implementation
• Strategic Internal Recruiting • Sources
Goals
• Metrics
• Mobility Paths and Policies
• Transition to Selection
• Closed, Open, and Hybrid
Methods • Legal Issues

• Organization and • Affirmative Action Programs

Administration Regulations

• Timing • Bona Fide Seniority Systems

• Applicant Reactions • The Glass Ceiling

• Communication
• Message
• Medium 6-3
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 6-4
Ex. 6.1: Hierarchical Mobility Paths

6-5
Exh. 6.2: Alternative Mobility Paths

6-6
 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
6-7
 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
6-8
 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
6-9
Strategy Development: Closed
Recruitment

• Definition
• Employees are not
informed of job
vacancies
• Advantages
• Disadvantages

6-10
Strategy Development: Open
Recruitment

• Definition
• Employees are made
aware of job
vacancies
• Job posting and
bidding system
• Advantages
• Disadvantages
6-11
Exhibit 6.6 Choosing Among Open,
Closed, and Hybrid Internal
Recruiting

6-12
 Strategy Development:
Recruitment Sources
• Job posting
• Intranet and intraplacement
• Talent management system
• Nominations
• In-house temporary pools
• Replacement and succession plans
• Career development centers
6-13
 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
6-14
 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

6-15
 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
6-16
 Searching: Communication
Message

• Realistic
• Different for internal applicants
• May be needed for unknown or newly created
jobs
• Targeted
• Focus on job rewards matrix
6-17
 Searching: Communication
Medium
• Job posting
• Other written documents
• Brochures
• Videocassettes
• Diskettes
• Potential supervisors and peers
• Informal systems
6-18
 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)
6-19
 Transition to Selection

• Involves making applicants aware of

• Next steps in hiring process
• Selection methods used and
instructions
• Expectations and requirements
6-20
 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
6-21
 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 6-22
 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?
6-23