Staffing Organizations

Chapter 6:
Internal Recruitment

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 Learning Objectives for Chapter 6
• 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.
• Recognize how applicant reactions influence the effectiveness
of a recruiting plan.
• Understand why and how affirmative action plans are
implemented for internal recruiting.

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 Internal Recruitment 1
Strategic Recruitment Planning

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 Defining Strategic Recruiting Goals
• Goal 1: The Right Types of Applicants
• Again, identify needs via organizational competency and job
requirements analysis.
• Tracking KSAOs is easier with internal talent management systems.

• Goal 2: The Right Number of Applicants

• Evaluate current internal labor market status.
• Consider Markov Analyses and replacement charts.

• Goal 3: Applicants at the Right Time

• Develop timelines for skill development.
• Build KSAOs in workforce in anticipation of future needs.

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 Hierarchical Mobility Paths

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 Alternative Mobility Paths

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 Example 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
• Policy development
• Ensure participation.
• Provide rationales for policy frameworks.
• Rules for communication, qualification relevance, selection process, and
job offers.
Communicate policies and procedure to all parties.
• Policy implementation
• Continually collect data on fit of policies with organization goals.
• Track and enforce compliance.
• Use tracking systems to ensure communication.
• Document developmental progress.
• Communicate updates regarding mobility decisions.

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 Strategy Development: Closed Recruitment
• Definition
• Employees are not
informed of job
vacancies.
• Advantages
• Disadvantages

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 Strategy Development: Closed Recruitment 2

• Definition
• Employees are made
aware of job vacancies.
• Job posting and bidding
system.
• Advantages
• Disadvantages

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Choosing Among Open, Closed, and Hybrid Internal Recruiting
Advantages
Open • Identifies more candidates, including
those who might be overlooked in a
closed system
• Makes rules and regulations explicit
and open to all employees
• Sometimes required by labor
agreements
Closed • Less expensive in terms of search costs •
• Offers a quicker response
• Less cumbersome when only a select
few meet the minimum requirements
Hybrid • Finds a large number of candidates
• Everyone has an opportunity to apply
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Best When
• Issues exist about perceived
fairness
• Hidden talent might be overlooked
Managers need the new candidate
to start immediately
• Jobs require a very narrow and
specialized set of KSAOs
• Adequate resources are available to
run the such a complex system
• Jobs are especially key to
organizational success
 Discussion Questions 1

• 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.
• A sound promotion policy 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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 Internal Recruitment 2

Applicant Reactions

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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).

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 Internal Recruitment 3

Communication

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 Searching: Communication Message
• Branded
• Leverage what employees already know.
• Emphasize differences across organizational areas.
• Targeted
• Incorporate supervisor knowledge of preferences.
• Focus on job rewards matrix.
• Realistic
• Applicants may already know something about jobs.
• May be needed for unknown or newly created jobs.

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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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 Discussion Questions 2

• What information should be included in the targeted

internal communication message?

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 Internal Recruitment 4

Applicant Sourcing

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 Position-Based Sourcing
Position-Based Sourcing
• Job posting
• On company intranet.
• Allow all employees to see
open positions.
• Nominations
• Mostly closed system based
on manager evaluations.
• In-house temporary pools
• Used for short-term internal
staffing.
• Easier to have control over
relative to external temps.
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System-Based Sourcing
• Talent management system
• Track KSAOs and provide training.
• Replacement and succession
plans
• Indicate positions and who is
eligible to fulfill them.
• Career development centers
• Evaluate employee
competencies and preferences.
• Provide goal setting.
 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.

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 Internal Recruitment 5

Legal Issues

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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
• 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 6.10 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 in Staffing
• Issue 1
• MDN, Inc., is considering two employees for the job of
senior manager. An internal candidate, Julie, has been with
MDN for 12 years and has 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 promote 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?

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 Accessibility Content: Text Alternatives for Images

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 Hierarchical Mobility Paths – Text Alternative

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Nonexempt Employees:
Helper leads to apprentice leading to journeyperson finally leading to leadperson.
Exempt Employees:
Representative leads to supervisor leading to manager finally leading to vice president.
Technical Specialists:
Engineer leads to senior engineer leading to consulting engineer finally leading to
senior consulting engineer.
Staff Employees:
Trainee leads to specialist and generalist (which are interlinked), corporate manager
and division manager (which are interlinked) and vice-president.

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 Alternative Mobility Paths – Text Alternative

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Parallel tracks:
Engineer leads to supervising engineer, manager engineering, and vice president
engineering.
Engineer leads to senior engineer, consulting engineer, and senior consulting engineer.
Lattice track:
Training manager leads to division personnel manager; recruitment supervisor
leads to compensation specialist; compensation supervisor leads to training manager
and recruiter leads to recruitment supervisor.
Lateral track:
Production manager leads to project manager leading to international sales and sales
manager.

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 Strategy Development: Closed Recruitment – Text Alternative 1

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The steps are as follows:

• Manager notifies human resources of vacancy.
• Human resources searches files for candidates.
• Human resources gives list of candidates to manager.
• Manager interviews candidates.
• Manager fills position.

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 Strategy Development: Closed Recruitment – Text Alternative 2

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The steps are as follows:

• Manager notifies human resources of vacancy.
• Human resources posts job opening.
• Human resources receives bids from interested applicants.
• Human resources screens candidates.
• Human resources gives list of candidates to manager.
• Manager interviews candidates.
• Manager fills position.

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