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Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
Chap006 internal recruitment_editing
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Chap006 internal recruitment_editing

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  • 1. Part 3 Staffing Activities: Recruitment Chapter 06: Internal Recruitment McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
  • 2. Staffing Organizations Model 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 6- Organization Strategy HR and Staffing Strategy Organization Mission Goals and Objectives
  • 3. Chapter Outline <ul><li>Recruitment Planning </li></ul><ul><ul><li>Organizational Issues </li></ul></ul><ul><ul><li>Administrative Issues </li></ul></ul><ul><ul><li>Timing </li></ul></ul><ul><li>Strategy Development </li></ul><ul><ul><li>Closed, Open, and Hybrid Recruitment </li></ul></ul><ul><ul><li>Recruitment Sources </li></ul></ul><ul><ul><li>Recruitment Metrics </li></ul></ul><ul><li>Communication Message and Medium </li></ul><ul><ul><li>Communication Message </li></ul></ul><ul><ul><li>Communication Medium </li></ul></ul><ul><li>Applicant Reactions </li></ul><ul><li>Transition to Selection </li></ul><ul><li>Legal Issues </li></ul><ul><ul><li>Affirmative Action Programs Regulations </li></ul></ul><ul><ul><li>Bona Fide Seniority Systems </li></ul></ul><ul><ul><li>The Glass Ceiling </li></ul></ul>6-
  • 4. Learning Objectives for This Chapter <ul><li>Be able to engage in effective internal recruitment planning activities </li></ul><ul><li>Apply concepts of closed, open, and hybrid recruitment to the internal recruiting process </li></ul><ul><li>Recognize which recruitment sources are available for internal candidates </li></ul><ul><li>Evaluate internal recruiting based on established metrics </li></ul><ul><li>Be able to evaluate communication messages for internal selection </li></ul><ul><li>Recognize how applicant reactions influence the effectiveness of a recruiting plan </li></ul><ul><li>Understand how affirmative action plans are implemented for internal recruiting </li></ul>6-
  • 5. Ex. 6.1: Hierarchical Mobility Paths 6-
  • 6. Exh. 6.2: Alternative Mobility Paths 6-
  • 7. Examples: Ways to Make Work Meaningful <ul><li>When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful </li></ul><ul><ul><li>Alternative reward systems </li></ul></ul><ul><ul><li>Team building </li></ul></ul><ul><ul><li>Counseling </li></ul></ul><ul><ul><li>Alternative employment </li></ul></ul>6-
  • 8. Characteristics of a Mobility Path Policy <ul><li>Intent of policy is clearly communicated </li></ul><ul><li>Policy is consistent with philosophy and values of top management </li></ul><ul><li>Scope of policy is clearly articulated </li></ul><ul><li>Employees’ responsibilities and opportunities for development are clearly defined </li></ul><ul><li>Supervisors’ responsibilities for employee development are clearly stated </li></ul><ul><li>Procedures are clearly described </li></ul><ul><li>Rules regarding compensation and advancement are included </li></ul><ul><li>Rules regarding benefits and benefit changes are included </li></ul>6-
  • 9. Recruitment Planning: Administrative Issues <ul><li>Requisitions </li></ul><ul><li>Coordination between internal and external efforts </li></ul><ul><ul><li>Establish internal staffing specialist positions (placement/classification professionals) to ensure consideration of internal candidates </li></ul></ul><ul><ul><li>Create policies specifying number and types of candidates sought both internally and externally </li></ul></ul><ul><li>Budget </li></ul><ul><li>Recruitment Guide </li></ul><ul><ul><li>Ex. 6.3: Internal Recruitment Guide </li></ul></ul>6-
  • 10. Strategy Development: Closed Recruitment <ul><li>Definition </li></ul><ul><ul><li>Employees are not informed of job vacancies </li></ul></ul><ul><li>Advantages </li></ul><ul><li>Disadvantages </li></ul>6-
  • 11. Strategy Development: Open Recruitment <ul><li>Definition </li></ul><ul><ul><li>Employees are made aware of job vacancies </li></ul></ul><ul><ul><li>Job posting and bidding system </li></ul></ul><ul><li>Advantages </li></ul><ul><li>Disadvantages </li></ul>6-
  • 12. Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting 6-
  • 13. Strategy Development: Recruitment Sources <ul><li>Job posting </li></ul><ul><li>Intranet and intraplacement </li></ul><ul><li>Talent management system </li></ul><ul><li>Nominations </li></ul><ul><li>In-house temporary pools </li></ul><ul><li>Replacement and succession plans </li></ul><ul><li>Career development centers </li></ul>6-
  • 14. Talent Management System <ul><li>Comprehensive method for monitoring and tracking employee skills and abilities </li></ul><ul><ul><li>Identify the KSAOs required for all jobs </li></ul></ul><ul><ul><li>The complete set of KSAOs is compiled into a master list. </li></ul></ul><ul><ul><li>The current workforce will need to be assessed for its competence in this set of KSAOs </li></ul></ul><ul><ul><li>When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions. </li></ul></ul><ul><li>Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce </li></ul>6-
  • 15. Career Development Centers <ul><li>Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization </li></ul><ul><li>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 </li></ul>6-
  • 16. Metrics for Evaluating Recruiting Methods <ul><li>Quantity </li></ul><ul><li>Quality </li></ul><ul><li>Cost </li></ul><ul><li>Impact on HR Outcomes </li></ul><ul><ul><li>Employee satisfaction </li></ul></ul><ul><ul><li>Job performance </li></ul></ul><ul><ul><li>Diversity </li></ul></ul><ul><ul><li>Retention </li></ul></ul><ul><li>Ex. 6.7 Potential Recruiting Metrics for Different Sources </li></ul>6-
  • 17. Searching: Communication Message <ul><li>Realistic </li></ul><ul><ul><li>Different for internal applicants </li></ul></ul><ul><ul><li>May be needed for unknown or newly created jobs </li></ul></ul><ul><li>Targeted </li></ul><ul><ul><li>Focus on job rewards matrix </li></ul></ul>6-
  • 18. Searching: Communication Medium <ul><li>Job posting </li></ul><ul><li>Other written documents </li></ul><ul><ul><li>Brochures </li></ul></ul><ul><ul><li>Videocassettes </li></ul></ul><ul><ul><li>Diskettes </li></ul></ul><ul><li>Potential supervisors and peers </li></ul><ul><li>Informal systems </li></ul>6-
  • 19. Applicant Reactions <ul><li>Minimal research regarding reactions of applicants to internal recruitment process </li></ul><ul><li>Perceived fairness </li></ul><ul><ul><li>Distributive justice - Perceived fairness of actual decision </li></ul></ul><ul><ul><li>Procedural justice - Perceived fairness of process (policies and procedures) </li></ul></ul>6-
  • 20. Transition to Selection <ul><li>Involves making applicants aware of </li></ul><ul><ul><li>Next steps in hiring process </li></ul></ul><ul><ul><ul><li>Selection methods used and instructions </li></ul></ul></ul><ul><ul><li>Expectations and requirements </li></ul></ul>6-
  • 21. Legal Issues: Glass Ceiling - Overcoming Barriers <ul><li>Ex. 6.9: Ways to Improve Advancement for Women and Minorities </li></ul><ul><ul><li>Examine the organizational culture </li></ul></ul><ul><ul><li>Drive change through management commitment </li></ul></ul><ul><ul><li>Foster inclusion </li></ul></ul><ul><ul><li>Educate and support women in career development </li></ul></ul><ul><ul><li>Measure for change </li></ul></ul>6-

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