Internal recruitment

CH- 6Presented by: Kamelia Gulam

HUR-332

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Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

Organization

MissionGoals and Objectives

Staffing Organizations Model

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Learning Objectives for This Chapter

• 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• Understand how affirmative action plans are implemented for

internal recruiting

Internal recruitment

• Internal recruitment is the process of identifying and attracting current employees for open jobs.

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Advantages of Internal Recruitment

1. The employees already know the organization’s culture.

2. No cost and less time consuming

3. They need less training.

4. They have Strong relationship with coworkers.

5. Motivates others of hard work to get high positions.

6. Easy to pick best talents within an organization very quickly

7. Long stay with the company when promoted to high position.

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Disadvantages of Internal Recruitment

• 1. The positions of the persons who is promoted will be vacant.

• 2. There may be partiality in promoting employees.

• 3. No new opportunities for external candidates.

• 4. Dissatisfied employees may quit if his co-worker is promoted to high positions.

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Methods of Internal Recruitment

• 1. Internal Advertisements ( emails, newsletters, forms )

• 2. Word of Mouth

• 3. Promotions

• 4. Internal Employee Referrals

• 5. Retired Employees for temporary or contract positions.

• 6. Present temporary/contract employees to permanent positions

• 7. Former employees for part time/freelancer/work at home.

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Internal recruitment

• Recruitment planning.

• Strategy development.

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Recruitment planning

Before identifying and attracting internal applicants to vacant jobs some attention must be directed to some issues.

• 1- Organization Issues:

organization must create a structured set of jobs for their employees and paths of mobility for them to follow as they advance in their career. To do this organization create internal labor market.

• Internal labor market have two components: 1-Mobility path

2- Mobility policies9

Recruitment planning

1-Mobility path:

depict the path of mobility between jobs.

Hierarchical mobility paths Upward mobility in the organization.

Alternative mobility paths Up, down, and side to side.

2- Mobility policies:

cover the operational requirements needed to move between jobs.

Development: employees are likely to see a well- articulated and well- executed mobility path policy as fair. A poorly developed policy is likely to lead to employees claims of favoritism and discrimination.

Eligibility criteria: listing of the criteria by which the organization will decide who is eligible to be considered for a vacancy in a mobility path.

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Recruitment planning

• 2-Administrative issues:

A requisition is a formal document that authorizes the filling of a job opening indicated by signatures of top managements. Documenting that consistent business related policies are followed for internal mobility also helps ensure that the system is legally defensible.

Coordination: internal and external professionals must work together with the line manager to coordinate efforts before the search for candidates begins.

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Recruitment planning

Budget: the cost per hire in internal recruitment is not necessarily less than the cost per hire for external recruitment.

Recruitment guide: A formal document that details the process to be followed to attract applicants to a vacant job.

Timing:

• Lead time concerns: the major difference between internal and external recruitment is that internal recruitment not only fills vacancies but also create them.

• Time sequence concerns: Many organizations start with internal recruitment followed by external recruitment to fill a vacancy.

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Strategy Development

1- Closed Recruitment

• Definition :Employees are not informed of job vacancies.

• The only people made aware of promotion or transfer opportunities are:

Who oversee placement in the HR department .

line managers with vacancies.

Contacted employees.

• Advantages: efficient, few steps to follow, less cost &time.

• Disadvantages: It depends on the information that are in the employees’ files, if the files are inaccurate qualified employees may be overlooked. So, employees’ talents are covered.

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Strategy Development

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Strategy Development

2- Open Recruitment

• Definition: Employees are made aware of job vacancies.

• Advantages: Gives employees chance to measure their qualification.

Helps minimize the possibility that supervisors will select favorite employee.

Hidden talent is uncovered.

• Disadvantages:

Create unwanted competition among employees for limited opportunities.

Time consuming.

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Strategy Development

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Strategy Development

3- Hybrid system • Definition

– Jobs are posted, and the HR department conducts a search ,both systems are used to cast as wide a net as possible

• Advantages– Thorough search is conducted.– People have equal opportunity to apply for postings.– Hidden talent is uncovered.

• Disadvantages– Very time-consuming and costly process.

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Internal Recruitment II

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Strategy DevelopmentRecruitment Sources

Recruitment Sources

1- Job posting: advertisement

2- Intranet: organization internal email.

3- Nominations: internal candidate can be solicited from

supervisors and beers, these individual are an excellent source of names of internal candidates, as they are familiar with what is required to be successful in the position.

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Strategy DevelopmentRecruitment Sources

4- In-house temporary pools: It has many advantages:employees require less orientation to the

organization.Employer doesn’t have to pay an hourly fee to

recruitment agency, and the cost saving can be applied to higher levels of compensation and benefits.

Easier for an organization to ensure the quality and person/ organization fit for employee.

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Strategy DevelopmentRecruitment Sources

5- Replacement and succession plans:

Indicate position and Focus on identifying individual employees who will be considered for promotion, along with through assessment of their current capabilities and deficiencies, coupled with training and development plans to erase any deficiencies.

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Strategy DevelopmentRecruitment Sources

What is the different between replacement plan and succession plans?What distinguishes the two is basically the difference between executing short-term and long-term strategies.Replacement PlanningReplacement plans ensure the continuity of operations and focus on how critical positions will be filled on short notice.• Organizations should have replacement plans for all

leadership positions, as well as other critical positions• Replacement plans should identify 1-3 people for each

critical position who could step into the position in an emergency situation.

• Oftentimes, replacements are viewed as temporary.

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Strategy DevelopmentRecruitment Sources

Succession Planning

• is a long-term talent strategy. The succession planning process is aimed at ensuring the continuous development of talent within the organization so that when a need arises or vacancy occurs, the organization can pull from the existing talent versus always looking to outside for talent.

The succession planning process is a continuous process and includes:

• The selection of current and future critical positions in the organization,

• The regular assessment of current talent and identification of talent pools, and

• Ongoing planning and development of individuals through a variety of experiences.

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Strategy DevelopmentRecruitment Sources

6- 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.

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Strategy DevelopmentRecruitment Sources

7- Career development center:-Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization.

- Goals of career center are:

1- employee learn about themselves and have chance to think about what they really want to achieve in their careers.

2- employees have a chance to explain the career option with the organization.

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Recruiting metrics

• Each recruitment source has strengths and weakness.

• Recruiting metrics determine the best method for an organization entails assessing the cost and benefits of each method and then selecting the optimal combination of sources to meet the organization’s strategic needs.

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Communication Message & Medium

• Communication Message:

Realistic: new created job, or new geographic area.

Targeted: the experienced internal employees.

Branded: emphasizes the value and culture of the unit.

• Communication Medium:

Job posting

Brochures

Informal systems

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Applicant Reactions

Perceived fairness

• Distributive justice - Perceived fairness ofactual decision.

• Procedural justice - Perceived fairnessof process (policies and procedures).

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Applicant Reactions

Perceived fairness

• Distributive justice - Perceived fairness ofactual decision.

• Procedural justice - Perceived fairnessof process (policies and procedures).

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