HR
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
Be able to evaluate communication messages for internal selection
Recognize how applicant reactions influence the effectiveness of a recruiting plan
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Internal Recruitment
Strategic Recruitment Planning
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The steps of the internal recruitment process
The first step in the internal recruitment process is recruitment planning.
The second step is developing a strategy for where, how, and when to look for recruits. Knowing where to look requires an understanding of open, closed, and hybrid internal recruitment systems. Knowing how to look requires an understanding of job postings, intranets, intra-placement, talent management systems, nominations, in-house temporary pools, replacement and succession plans, and career development centers. Knowing when to look requires an understanding of lead time and time sequencing concerns.
The third step consists of the communication message and medium for notification of the job vacancy.
The fourth step in the process is developing a job posting system and providing applicants with an understanding of the selection process and how to best prepare for it.
The fifth step in the process is the consideration of legal issues.
Internal recruits have numerous advantages: they already know the organization’s culture, they have already developed relationships with coworkers, and they may require less training than external hires.
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Hierarchical Mobility Paths
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Alternative Mobility Paths
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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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Four Ways to Make Work Meaningful
1. Alternative reward systems: Rather than basing pay increases on promotions, pay increases can be based on an individual’s knowledge, skill acquisition, and contribution to the organization as a team member. Research has shown that these programs are successful at encouraging employees to develop job-relevant skills.
2. Team building: Greater challenge and autonomy in the workplace can be created by having employees work in teams where they are responsible for all aspects of work involved in providing a service or product, including self-management.
3. Counseling: Workshops, self-directed workbooks, and individual advising can be used to ensure that employees have a well-reasoned plan for move-ment in the organization.
4. Alternative employment: Arrangements can be made for employee leaves of absence, sabbaticals, and consulting assignments to ensure that workers remain challenged and acquire new knowledge and skills.
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Definition & Characteristics of a Mobility Path Policy
A mobility path consists of possible employee movements within the internal labor market structure
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
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Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Advantages
Disadvantages
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Strategy Development: Open Recruitment
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
| Technique | Advantages | Best When |
| 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 | Issues exist about perceived fairness Hidden talent might be overlooked |
| Closed | Less expensive in terms of search costs Offers a quicker response Less cumbersome when only a select few meet the minimum requirements | Managers need the new candidate to start immediately Jobs require a very narrow and specialized set of KSAOs |
| Hybrid | Finds a large number of candidates Everyone has an opportunity to apply | Adequate resources are available to run the such a complex system Jobs are especially key to organizational success |
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Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with alternative career paths?
Traditional career paths emphasize upward mobility, implying that each job is a step towards the top of the organization.
The traditional method views each movement as a reward for the past services. It is based on the implied assumption that there is “one best way” to progress and develop within the organization.
Innovative career paths suggest movement in any direction: upward, downward, or lateral.
The innovative approach is based on the assumption that employees should be encouraged to engage in continuous learning so that each individual can make the greatest possible contribution to the organization.
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Three alternative career paths describing how mobility occurs in each
“Parallel tracks” allows employees to specialize in technical work or management work and advance within either track.
Historically, technical specialists had to shift away from technical to managerial work if they wanted to continue to receive higher-status job titles and pay.
The parallel tracks system avoids making the specialist position a dead-end job.
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“Lattice mobility” path was upward, lateral, and downward movement options. It is ideal for someone who will eventually have responsibility for various functions.
The individual begins at the bottom of a particular function, moves up to assume other responsibilities and duties, and then moves to the bottom of another function to repeat the process.
After the individual has gone through this cycle for all of the functions within an area, the person might be promoted to lead all of the functions within which experience has been gained.
“Lateral track” allows the individual to move sideways to manage all of the functions within an area, such as the human resource functions of recruitment, compensation, and training.
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Internal Recruitment
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
Communication
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Searching: Communication Message
Realistic
Different for internal applicants
May be needed for unknown or newly created jobs
Targeted
Focus on job rewards matrix
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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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What information should be included in the targeted internal communication message?
A targeted message involves tailoring the message to a particular audience.
Such a message should describe the inducement likely to attract experienced internal employees.
The rewards offered can be taken directly from the job rewards matrix.
The key point to match the message to the abilities (i.e., KSAOs) and the desires (i.e., rewards) of the target audience as closely as possible for maximum effect in attracting applicants.
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The characteristics necessary for an effective promotion policy.
The characteristics of an effective promotion policy might include:
Policy intent clearly communicated.
Policy consistent with philosophy and values of top management.
Scope of policy (e.g., region, employee groups) clearly articulated.
Employee responsibilities & opportunities for development made clear.
Supervisor responsibilities for employee development spelled out.
Comprehensive promotion clearly described.
Rules for compensation and advancement explained.
Rules for benefits and benefit changes included.
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Internal Recruitment
Strategy Implementation
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Strategy Development: Recruitment Sources
Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers
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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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