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8/9/2019 PUB 426 & 526 Chapter 6 Notes
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Chapter 6:Chapter 6:
Internal RecruitmentInternal Recruitment
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Chapter 6 Outline
Recruitment Planning Organizational Issues
Administrative Issues
Timing
Strategy Development Closed, Open, and
Targeted Recruitment
Recruitment Sources
Recruitment Metrics
Searching Communication
Message
Communication Medium
Applicant Reactions
Transition to Selection
Legal Issues Affirmative Action
Programs Regulations Bona Fide Seniority
Systems
The Glass Ceiling
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Recruitment Planning
Organizational issues
Administrative issues
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Recruitment Planning:
Organizational Issues Mobility paths
Hierarchical mobility paths: Exhibit 6.1
Alternative mobility paths: Exhibit 6.2
Mobility policies
Development
Eligibility criteria
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Examples: Ways to Make Work
Meaningful Alternative reward systems
Team building
Counseling
Alternative employment
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Characteristics of a Mobility Path
Policy1. Intent of policy is clearly communicated2. Policy is consistent with philosophy and
values of top management
3. Scope of policy is clearly articulated4. Employees responsibilities and opportunitiesfor development are clearly defined
5. Supervisors responsibilities for employeedevelopment are clearly stated
6. Procedures are clearly described7. Rules regarding compensation and
advancement are included8. Rules regarding benefits and benefit changes
are included
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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: Exhibit 6.3
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Strategy Development:
When to Look Lead time concerns
Difference between internal and external recruitment Essential an organization do HR planning
along with internal recruitment
Time sequence concerns Coordination between internal and
external 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 externalcandidate are identified with relatively equal KSAOs
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Strategy Development
Closed, open, and targeted recruitment
Recruitment sources
Choice of sources
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Strategy Development: Closed
Recruitment Definition
Employees are not informed of job vacancies
Advantages
Disadvantages
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Exhibit 6.4: Closed Internal
Recruitment System 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
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Strategy Development: Open
Recruitment Definition
Employees are informed of job vacancies
Advantages
Disadvantages
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Exhibit 6.5: Open Internal
Recruitment System
Manager notifies HR of vacancy
HR posts job opening
HR receives bids from interestedapplicants
HR screens candidates
List of candidates given by HR to
managers Manager interviews candidates
Manager fills position13
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Strategy Development: Targeted
Recruitment Definition
Both open and closed steps
are 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
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Criteria for Choice of System
A closed system is the least expensive, butmay lead to high legal costs if minoritiesand women do not have equal access to
jobs Managers want a person to start work
immediately when they have a vacancy; aclosed system offers the quickest response
An open system is more likely than aclosed system to identify more candidates,and hidden talent is likely to be overlooked
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Criteria for Choice of System (cont)
Some openings may require a narrow andspecialized 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
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Strategy Development:
Recruitment Sources Job posting
Intranet and intra-placement
Talent management system or skillsinventory
Nominations
In-house temporary pools Replacement and succession plans
Career Development Centers17
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Criteria Affecting Choices
Quality of Labor
Quantity of labor
Budget constraints
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity Retention
Exhibit 6.7 Potential Recruitment Metrics
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Searching: Communication
Message Job requirements and rewards matrices
Communication message
Realistic recruitment message - RJP
Targeted messages
Branded
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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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Applicant Reactions
Minimal research regarding reactions of
applicants to internal recruitment process
Perceived fairness Distributive justice - Perceived fairness of
actual decision
Procedural justice - Perceived fairnessof process (policies and procedures)
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Transition to Selection
Involves making applicants aware of
Next steps in hiring process
Selection methods used and instructions
Expectations and requirements
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Legal Issues
Affirmative Action Programs Regulations
Suggestions to ensure equal opportunity for females
and minorities Page 291
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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The Glass Ceiling
Definition :Term used to characterize
strong but invisible barriers for women and
minorities to promotion
Barriers to mobility
Federal Glass Ceiling Commission
Overcoming Barriers
Conflict with seniority system
Change scanning capabilities
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Legal Issues: Glass Ceiling -
Overcoming Barriers Exhibit 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 careerdevelopment
Measure for change
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Discussion & Ethical QuestionsD2. A sound policy regarding promotion is important. List the
characteristics necessary for an effective promotionpolicy.
D4. What information should be included in the targetedinternal communication message?
E2. Do organizations have an ethical obligation to have asuccession plan in place? If no, why not? If so, what isthe ethicalobligation and to whom is it owed?
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