Week 7 Discussion HRM634

Chapter 10 Recruiting

& Assessing Internal

Candidates

Internal Assessment

· The evaluation of a firm’s current employees for

· training, reassignment, promotion, or dismissal

· purposes

· Evaluates employees’ fit with other jobs

· Assesses employees to enhance the firm’s

· strategic capabilities by aligning a firm’s talent

· with its vision, goals, and business strategy

· Informs downsizing decisions

Job Posting and Job Slotting

· Job posting: a manager posts an open job, and all

· interested employees are able to apply

· Tend to perform better, stay longer, and receive

· higher salaries than those found through job

· slotting

· Job slotting: a manager personally identifies a

· preferred candidate and “slots” him or her into the

· open position

Internal Assessment Goals

· Maximize fit

· Accurate assessment

· Maximize return on investment

· Positive stakeholder reactions

· Support talent philosophy and HR strategy

· Establish and reinforce HR strategy and employer

· value proposition and image

· Identify employees’ development needs

· Assessing ethically

· Legal compliance

Internal Assessments Can Also

· Evaluate employees’ fit with other positions

· Assess employees to enhance the firm’s strategic

· capabilities

· Gather information with which to make

· downsizing decisions

Internal Assessment Methods

· Skills inventories

· Mentoring programs

· Performance reviews of task and interpersonal

· behaviors

· Multi-source assessments

· Job knowledge tests

· Assessment center methods

· Clinical assessments

Multisource Assessment

Who Best Rates Which Behaviors?

Expatriate Selection

· Expatriates are employees sent on foreign

· assignment

· Important to their success:

· Cultural agility: the ability to recognize and

· appropriately respond to different cultural

· behaviors and worldviews to build strong

· intercultural working relationships

· Deep understanding of the firm’s business

· practices

· Tolerance for ambiguity

· Emotional stability

· Interpersonal skills

· Professional autonomy

Nine Box Matrix

· Nine box matrix: a combined assessment of an

· employee’s performance and potential.

· Is a method for displaying judgments made

· about employees, not for making those

· judgments.

· Its value depends on the quality of the assessment

· methodology that determines the box each

· individual is placed in.

· It can help companies understand the overall

· strength of their workforce, but only if the

· employees were accurately evaluated in the first

· place.

Career Crossroads Model

· Focuses on managerial and leadership positions

· rather than technical or professional work.

· The natural hierarchy of work that exists in most

· large, decentralized business organizations

· consists of six career passages from the entry

· level to the top job, with each passage

· representing increased complexity. The six

· passages are:

· Starting Point: Managing yourself

· Passage 1: Managing others

· Passage 2: Managing managers

· Passage 3: Managing a function

· Passage 4: Managing a business

· Passage 5: Managing multiple businesses

· Passage 6: Managing the enterprise

Succession Management

· Succession management: an ongoing process of

· systematically identifying, assessing, and

· developing an organization’s leadership

· capabilities to enhance its performance

· Succession management plans: written policies

· that guide the succession management process

· Replacement planning: the process of creating

· back-up candidates for specific senior

· management positions

Succession Management Database

Steps in Developing a

Succession Management System

What Makes Succession Management Effective?

· Understanding the nature of talent gaps with

· enough time before the talent is needed can allow

· the organization to:

· Plan for and remedy any workforce talent

· deficiencies

· Develop an external recruiting strategy to bring

· in external talent

· Redesign the work to reduce the need for the

· talent expected to be in short supply

· Plan alternate career paths for surplus talent

Effective Succession

Management Systems

· The succession management process needs to

· make sense to and be usable by different business

· units.

· A standardized process can help to focus and

· guide the development of employees to meet

· the strategic needs of the organization, and

· increase employee perceptions of the program’s

· fairness by reducing opportunities for

· favoritism.

· The process should also align with other human

· resource processes including recruitment,

· selection, rewards, training, and performance

· management.

· Continually evaluate and improve the system.

Succession Management

· “Why Succession Planning is

· Essential: The Case of the Runaway

· Talent” (4:55)

Career Planning

· Career planning: a continuous process of self-

· assessment and goal setting.

· To be strategic, career planning needs to

· complement the expected future talent needs of

· the organization.

· When integrated with the organization’s

· succession management and labor forecasting

· processes, career planning and succession

· management can help give any organization a

· snapshot of available talent for meeting current

· and future needs.

Career Development Tools

· Assessment centers simulate the position an

· employee is interested in pursuing and whether or

· not they are a good fit for the job.

· Career counseling and career development

· workshops help individuals understand the jobs

· that best match their motivations and talents, and

· help them develop the skills they need to

· successfully compete for these opportunities.

· Training and continuing education – skills in

· training in a more formalized educational setting.

· Job rotation, challenging assignments and

· mentoring

· Sabbaticals – used to reenergize employees

· Challenging and developmental job assignments

· can enhance key competencies and build

· experience in important job tasks before the

· individual assumes the position.

Making a Career Development Plan

1. Assess yourself

2. Set goals

3. Develop an action plan

4. Revisit and revise as needed

Managing YOUR Career

· “The Best Way to Play Office

· Politics" (16:11)

Moral Disengagement

· The process of convincing ourselves that ethical

· standards do not apply to us in a particular

· context

· Explains how otherwise good people

· sometimes do unethical and even cruel things

We selectively disengage our moral self-sanctions

from inhumane conduct through one of four loci:

1. Behavior locus: harmful behavior is

2. reframed as supposedly good behavior

· Moral justification: “Child workers

· overseas would have to work in even

· more dangerous work to help their

· impoverished families if they didn’t work

· for us.”

· Social justification: “The survival of our

· company depends on our lowering

· payroll expenses as much as possible.”

· Economic justification: “This

· subcontractor has been price gouging us

· for years, so they deserve this payment

· cut in the new contract.”

3. Agency locus: displacing blame about who

4. is responsible or displacing the blame onto

5. others

· “I was just following my boss’s orders”

· or “Other managers tell candidates more

· misleading company information than I

· do.”

6. Outcomes locus: harmful effects of one’s

7. actions are ignored, minimized, or denied

· “This doesn’t really hurt anyone,” “It’s

· not as bad as my boss thinks,” or

· “Losing their job was actually good for

· them.”

Analytics

· Succession planning metrics typically focus on

· individual data or descriptive statistics such as

· what percent of the possible successors for a

· position are ready now

· Metrics communicating the success of the

· succession program as a whole are less common,

· but would be useful

· Tracking the number of internal promotions

· compared to external hires; is it increasing?

Technology

· Technology is essential for managers to be able to

· easily views, track, update, and search for

· potential successors

· Dashboards

· Advanced analytics

· Succession planning technology

· Leveraging artificial intelligence to match

· employee data against suitable openings

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