CHAPTER SIX

1. CHAPTER SIX Internal Recruitment Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

3. Recruitment Planning Organizational Issues Administrative Issues Strategy Development Closed, Open and Targeted Recruitment Recruitment Sources Choice of Sources Searching Communication Message Communication Medium Applicant Reactions Transition to Selection Legal Issues Affirmative Action Programs Regulations Bona Fide Seniority Systems The Glass Ceiling Chapter Outline

4. Recruitment Planning • Organizational issues • Administrative issues

5. Recruitment Planning: Organizational Issues • Mobility paths • Traditional mobility paths:Exh. 6.1 • Innovative mobility paths:Exh. 6.2 • Mobility policies • Development • Eligibility criteria

6. Exh. 6.1: Traditional Mobility Paths

7. Exh. 6.2: Innovative Mobility Paths

8. Examples: Ways to Make Work Meaningful • Alternative reward systems • Team building • Counseling • Alternative employment

9. Characteristics of a Mobility Path Policy 1. Intent of policy is clearly communicated 2. Policy is consistent with philosophy and values of top management 3. Scope of policy is clearly articulated 4. Employees’ responsibilities and opportunities for development are clearly defined 5. Supervisors’ responsibilities for employee development are clearly stated 6. Procedures are clearly described 7. Rules regarding compensation and advancement are included 8. Rules regarding benefits and benefit changes are included

10. 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 • Exh. 6.3: Internal Recruitment Guide

11. Strategy Development • Closed, open, and targeted recruitment • Recruitment sources • Choice of sources

12. Strategy Development: Closed Recruitment • Definition • Employees are not informed of job vacancies • Exh. 6.4: Closed Internal Recruitment System • Advantages • Disadvantages

13. 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 Exh. 6.4: Closed Internal Recruitment System

14. Strategy Development: Open Recruitment • Definition • Employees are informed of job vacancies • Exh. 6.5: Open Internal Recruitment System • Advantages • Disadvantages

15. Manager notifies HR of vacancy HR posts job opening HR receives bids from interested applicants HR screens candidates List of candidates given by HR to managers Manager interviews candidates Manager fills position Exh. 6.5: Open Internal Recruitment System

16. Strategy Development: Targeted Recruitment • Definition • Both open and closed stepsare 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

17. Criteria for Choice of System • A closed system is the least expensive, but may lead to high legal costs if minorities and women do not have equal access to jobs • Managers want a person to start work immediately when they have a vacancy; a closed system offers the quickest response • An open system is more likely than a closed system to identify more candidates, and hidden talent is likely to be overlooked • Some openings may require a narrow and specialized 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

18. Strategy Development:Recruitment Sources • Job posting • Exh. 6.6: Example of Bidding Form • Skills inventory • Exh. 6.7: Sample Elements in Skills Inventory • Nominations • Employee referral • In-house temporary pools • Replacement and succession plans • Intranet and intraplacement

19. Strategy Development: Criteria Affecting Choice of Sources • Quantity of labor • Quality of labor • Budget constraints • Contractual or legal obligations

20. Strategy Development: When to Look • Lead time concerns • Difference between internal and external recruitment • Essential an organization do HR planningalong with internal recruitment • Time sequence concerns • Coordination between internal andexternal 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 external candidate are identified with relatively equal KSAOs

21. Searching: Communication Message • Job requirements and rewards matrices • Type of messages • Realistic recruitment message - RJP • Targeted messages • Branded

22. Searching: Communication Medium • Job posting • Other written documents • Brochures • Videocassettes • Diskettes • Potential supervisors and peers • Informal systems

23. Applicant Reactions • Minimal research regarding reactions of applicants to internal recruitment process • Perceived fairness • Distributive justice - Perceived fairness ofactual decision • Procedural justice - Perceived fairnessof process (policies and procedures)

24. Transition to Selection • Involves making applicants aware of • Next steps in hiring process • Selection methods used and instructions • Expectations and requirements

25. Legal Issues • Affirmative Action Programs Regulations • Suggestions to ensure equal opportunity for femalesand 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

26. Legal Issues: Glass Ceiling - Overcoming Barriers • Exh. 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 career development • Measure for change

27. Ethical Issues • Issue 1 • Let’s say a company called MDN Inc. is considering two employees for the job of senior manager. An internal candidate, Julie, has been with MDN for 12 years and 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 hire 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?