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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
    • Recruitment Planning
      • Organizational Issues
      • Administrative Issues
      • Timing
    • Strategy Development
      • Closed, Open, and Hybrid Recruitment
      • Recruitment Sources
      • Recruitment Metrics
    • Communication Message and Medium
      • Communication Message
      • Communication Medium
    • Applicant Reactions
    • Transition to Selection
    • Legal Issues
      • Affirmative Action Programs Regulations
      • Bona Fide Seniority Systems
      • The Glass Ceiling
    6-
  • 4. 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
    6-
  • 5. Ex. 6.1: Hierarchical Mobility Paths 6-
  • 6. Exh. 6.2: Alternative Mobility Paths 6-
  • 7. Examples: 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
    6-
  • 8. Characteristics of a Mobility Path Policy
    • Intent of policy is clearly communicated
    • Policy is consistent with philosophy and values of top management
    • Scope of policy is clearly articulated
    • Employees’ responsibilities and opportunities for development are clearly defined
    • Supervisors’ responsibilities for employee development are clearly stated
    • Procedures are clearly described
    • Rules regarding compensation and advancement are included
    • Rules regarding benefits and benefit changes are included
    6-
  • 9. 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
      • Ex. 6.3: Internal Recruitment Guide
    6-
  • 10. Strategy Development: Closed Recruitment
    • Definition
      • Employees are not informed of job vacancies
    • Advantages
    • Disadvantages
    6-
  • 11. Strategy Development: Open Recruitment
    • Definition
      • Employees are made aware of job vacancies
      • Job posting and bidding system
    • Advantages
    • Disadvantages
    6-
  • 12. Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting 6-
  • 13. Strategy Development: Recruitment Sources
    • Job posting
    • Intranet and intraplacement
    • Talent management system
    • Nominations
    • In-house temporary pools
    • Replacement and succession plans
    • Career development centers
    6-
  • 14. 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
    6-
  • 15. 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
    6-
  • 16. Metrics for Evaluating Recruiting Methods
    • Quantity
    • Quality
    • Cost
    • Impact on HR Outcomes
      • Employee satisfaction
      • Job performance
      • Diversity
      • Retention
    • Ex. 6.7 Potential Recruiting Metrics for Different Sources
    6-
  • 17. Searching: Communication Message
    • Realistic
      • Different for internal applicants
      • May be needed for unknown or newly created jobs
    • Targeted
      • Focus on job rewards matrix
    6-
  • 18. Searching: Communication Medium
    • Job posting
    • Other written documents
      • Brochures
      • Videocassettes
      • Diskettes
    • Potential supervisors and peers
    • Informal systems
    6-
  • 19. 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)
    6-
  • 20. Transition to Selection
    • Involves making applicants aware of
      • Next steps in hiring process
        • Selection methods used and instructions
      • Expectations and requirements
    6-
  • 21. Legal Issues: Glass Ceiling - Overcoming Barriers
    • Ex. 6.9: 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
    6-

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