Week two discussion question. Your initial post should be roughly 150-200 words in length. Cite sources you reference in-text and under a "References" section in APA format
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HRM637PPTCh6.pptx
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WeekTwoDiscussionPostInstructionsHM.docx
Discussion 2: Discuss the Advantages of Open and Closed Internal Recruitment
Must post first.
Instructions
Initial Post
For your initial post, discuss the advantages of open and closed internal recruitment. Your initial post should be a fully developed essay with formal definitions of each term used, as well as proper APA citations. Cite the textbook using proper APA 7 citations. For each additional post, respond substantively to your colleagues' essays.
Notes and Suggestions:
· Support your posts with citations to the textbook. Personal experiences that are relevant and on-point can be made in follow-up posts after your initial post.
HRM637PPTCh6.pptx
Staffing Organizations
Chapter 6:
Internal Recruitment
Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
Because learning changes everything.®
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
Access the text alternative for slide images.
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Strategy Development: Closed Recruitment2
Definition
Employees are made aware of job vacancies.
Job posting and bidding system.
Advantages
Disadvantages
Access the text alternative for slide images.
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Choosing Among Open, Closed, and Hybrid Internal Recruiting
Table divided into three columns
summarizes choosing among open,
closed, and hybrid internal recruiting. Column 1 notes open, closed and hybrid.
Columns 2 to 3 headers are marked from
left to right as: Advantages and best when.
| 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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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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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.
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.
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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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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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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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End of Main Content
Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
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