pub 426 & 526 chapter 6 notes

8/9/2019 PUB 426 & 526 Chapter 6 Notes

1/26

Chapter 6:Chapter 6:

Internal RecruitmentInternal Recruitment

1


2/26

Chapter 6 Outline

Recruitment Planning Organizational Issues

Administrative Issues

Timing

Strategy Development Closed, Open, and

Targeted Recruitment

Recruitment Sources

Recruitment Metrics

Searching Communication

Message

Communication Medium

Applicant Reactions

Transition to Selection

Legal Issues Affirmative Action

Programs Regulations Bona Fide Seniority

Systems

The Glass Ceiling

2


3/26

Recruitment Planning

Organizational issues

Administrative issues

3


4/26

Recruitment Planning:

Organizational Issues Mobility paths

Hierarchical mobility paths: Exhibit 6.1

Alternative mobility paths: Exhibit 6.2

Mobility policies

Development

Eligibility criteria

4


5/26

Examples: Ways to Make Work

Meaningful Alternative reward systems

Team building

Counseling

Alternative employment

5


6/26

Characteristics of a Mobility Path

Policy1. Intent of policy is clearly communicated2. Policy is consistent with philosophy and

values of top management

3. Scope of policy is clearly articulated4. Employees responsibilities and opportunitiesfor development are clearly defined

5. Supervisors responsibilities for employeedevelopment are clearly stated

6. Procedures are clearly described7. Rules regarding compensation and

advancement are included8. Rules regarding benefits and benefit changes

are included

6


7/26

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: Exhibit 6.3

7


8/26

Strategy Development:

When to Look Lead time concerns

Difference between internal and external recruitment Essential an organization do HR planning

along with internal recruitment

Time sequence concerns Coordination between internal and

external recruitment activities is essential Issues

Time frame of internal search

Whether external recruitment can be doneconcurrently with internal recruitment

Who will be selected if both an internal and externalcandidate are identified with relatively equal KSAOs

8


9/26

Strategy Development

Closed, open, and targeted recruitment

Recruitment sources

Choice of sources

9


10/26

Strategy Development: Closed

Recruitment Definition

Employees are not informed of job vacancies

Advantages

Disadvantages

10


11/26

Exhibit 6.4: Closed Internal

Recruitment System Manager notifies HR of vacancy

HR searches files for candidates

List of candidates given by HR to manager

Manager interviews candidates

Position filled by manager

11


12/26

Strategy Development: Open


Employees are informed of job vacancies

Advantages

Disadvantages

12


13/26

Exhibit 6.5: Open Internal

Recruitment System

Manager notifies HR of vacancy

HR posts job opening

HR receives bids from interestedapplicants

HR screens candidates

List of candidates given by HR to

managers Manager interviews candidates

Manager fills position13


14/26

Strategy Development: Targeted


Both open and closed steps

are followed at same time

Advantages

Thorough search is conducted

People have equal opportunity to apply for postings

Hidden talent is uncovered Disadvantages

Very time-consuming and costly process

14


15/26

Criteria for Choice of System

A closed system is the least expensive, butmay lead to high legal costs if minoritiesand women do not have equal access to

jobs Managers want a person to start work

immediately when they have a vacancy; aclosed system offers the quickest response

An open system is more likely than aclosed system to identify more candidates,and hidden talent is likely to be overlooked

15


16/26

Criteria for Choice of System (cont)

Some openings may require a narrow andspecialized 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

16


17/26

Strategy Development:

Recruitment Sources Job posting

Intranet and intra-placement

Talent management system or skillsinventory

Nominations

In-house temporary pools Replacement and succession plans

Career Development Centers17


18/26

Criteria Affecting Choices

Quality of Labor

Quantity of labor

Budget constraints

Impact on HR Outcomes

Employee satisfaction

Job performance

Diversity Retention

Exhibit 6.7 Potential Recruitment Metrics

18


19/26

Searching: Communication

Message Job requirements and rewards matrices

Communication message

Realistic recruitment message - RJP

Targeted messages

Branded

19


20/26

Searching: Communication

Medium Job posting

Other written documents

Brochures

Videocassettes

Diskettes

Potential supervisors and peers

Informal systems

20


21/26

Applicant Reactions

Minimal research regarding reactions of

applicants to internal recruitment process

Perceived fairness Distributive justice - Perceived fairness of

actual decision

Procedural justice - Perceived fairnessof process (policies and procedures)

21


22/26

Transition to Selection

Involves making applicants aware of

Next steps in hiring process

Selection methods used and instructions

Expectations and requirements

22


23/26

Legal Issues

Affirmative Action Programs Regulations

Suggestions to ensure equal opportunity for females

and minorities Page 291

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

23


24/26

The Glass Ceiling

Definition :Term used to characterize

strong but invisible barriers for women and

minorities to promotion

Barriers to mobility

Federal Glass Ceiling Commission

Overcoming Barriers

Conflict with seniority system

Change scanning capabilities

24


25/26

Legal Issues: Glass Ceiling -

Overcoming Barriers Exhibit 6.8: Ways to Improve

Advancement for Women and Minorities

Examine the organizational culture Drive change through management

commitment

Foster inclusion

Educate and support women in careerdevelopment

Measure for change

25


26/26

Discussion & Ethical QuestionsD2. A sound policy regarding promotion is important. List the

characteristics necessary for an effective promotionpolicy.

D4. What information should be included in the targetedinternal communication message?

E2. Do organizations have an ethical obligation to have asuccession plan in place? If no, why not? If so, what isthe ethicalobligation and to whom is it owed?

26

pub 426 & 526 chapter 6 notes

Documents