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Communication and Internal Recruiting Essay
Recruitment
LESSON TOPICS
INTRODUCTION
This lesson covers material about Recruitment. In Lesson Four, we learned about background checks, what they are, the individual parts that make up a background check, and when the background check would be necessary. We also reiterated and expanded on the importance of communicating policy to all levels of the organization.
In Lesson Five, we will explore and discuss the importance of a recruitment policy. The primary focus will be on the internal recruiting policy and the impact it has on retention, morale, and external recruiting. We will also look into a separation policy including voluntary and involuntary, layoffs, and seniority.
Internal Recruitment Policy
The debate to hire and promote internally as opposed to externally has been going for many years. Most managers already have their mind made up as to what they prefer, and they have a reasonable argument and defense of their position. In this first section, we discuss an internal recruiting strategy. Later in the lesson, we will look at an external recruiting strategy.
One example of a company that has an internal recruiting policy is American Public University System (APUS). The subsidiaries of APUS include American Military University and American Public University. If a position becomes open, it is first made available to current employees: full time and part time. If a qualified applicant does not come forth or if the pool of internal applicants does not meet the needs, qualifications, education, or experience for the position, then it is opened to referrals and outside candidates.
POSITIVE IMPACT OF INTERNAL HIRING
OPPORTUNITIES FOR PART TIME EMPLOYEES
EASE OF POSTING AND PRE-SCREENING
ACCESS TO PERFORMANCE HISTORY
SAVINGS ON SALARY
INCREASED PRODUCTION
Impact on Retention
Hiring internally has a proportionate effect on retention, which has a domino effect on succession planning. Retention and succession planning are two separate, but inter-related topics. People often use the term internal recruiting, but in fact, retention would be the proper word. Recruiting is different from retention; however, for the purpose of this lesson, we understand that the term internal recruiting has the same meaning as retention.
When an organization has high performing employees, they can be promoted from within as already discussed. Another option is to create a position that can best utilize the skills of certain employees. When employees can see that the organization cares about them, supports them, and wants them to stay, the results can be tremendous.
Not everyone will be promoted nor does everyone want to be promoted. For those employees who desire to move up in the organization, when they see a fair and consistent pathway to move through the organization, they are willing to stay and continue until another opportunity presents itself. That is a great retention feature for organizations with internal recruiting policies.
Often times, employees become bored when they learn a position and become very proficient. We naturally seek opportunities to expand and use our skills. When a company is willing to promote or move employees within the organization, employees may not feel the need to look for this opportunity or intellectual stimulation elsewhere. The thought of opportunity itself is a passive retention tool and has no costs associated with it.
Communication and Internal Recruiting
As with every other lesson in this course, communication is a key element to success. Employees must know the retention or internal recruiting policy; it must be clear and easily understood. Employees must know their responsibilities and understand that they are responsible for demonstrating and proving they have the required skills, experience, and/or education required for internal opportunities. If opportunities are based on a seniority system or some other system or policy that affects who is eligible, this needs to be communicated to employees and made available as well.
FEDERAL GOVERNMENT PROMOTION POLICY
SUMMARY THOUGHTS ON INTERNAL PROMOTION
Impact on Morale
Promoting from within can be a two edged sword. On the one hand, the employee promoted is very happy. On the other hand, the employee’s not selected have to decide how to handle the rejection. They could gracefully accept that a more qualified candidate was selected and work to improve their chances during the next opportunity. Or, they could end up with low morale and a toxic attitude which could affect the other employees in a negative way. As a side note, leadership pays close attention to the reaction and attitude of an internal employee who was not selected for promotion. How an employee handles non-selection could determine if they are even considered for future opportunities. As the saying goes, your attitude can affect your altitude.
Overall, an internal recruitment or promotion strategy has a positive effect on morale. Employees tend to have a sense of loyalty to the organization when they know that hard work and talent are rewarded. An internal recruitment policy helps to reduce turnover and absenteeism, which in turn, can have a positive effect on morale.
Morale improves when employees are encouraged to attend additional training opportunities to improve themselves, leading towards a greater opportunity for upward mobility, which ultimately benefits the organization. If the organization provides the opportunity employees are looking for, then the employees are more inclined to stay with the organization.
Impact on External Recruiting
There are two ways an internal recruiting policy can affect the external recruiting policy. The first is if the position being advertised is a ground floor position, it may need to be advertised externally. If the position to be filled does not provide a qualified candidate internally, then the position will need to be posted externally. Perhaps some examples can bring clarity.
Sally is one of three Human Resource Specialist. The position of Lead HR Recruiter opens up and the job is posted internally. Sally is one of the current employees who applied and she was selected for the position. There was minimal cost to the company in time and money.
This leaves Sally’s position as the Human Resource Specialist open. This too is posted internally. Bob from shipping has been interested in moving into HR. He just completed his degree in Human Resource Management from American Public University. He does not have the experience in HR, but he does have the degree and knows the company culture. Bob has a great record of accomplishment with the company and the evaluations to support him. Bob has been selected for a lateral transfer to HR. this too was minimal impact to the organization as far as time and money.
Bob’s departure from shipping has left that department shorthanded. It is an entry-level position, but it is a very important position that requires someone who can handle a fast paced atmosphere, is very organized, and detail oriented. This is a great position for external candidates to get their foot in the door. This position would be posted and external recruiting would take place. In this scenario, the company filled three positions; two internally and one externally.
Need for External Recruiting
The point of the examples was to illustrate that there is a need to have an external recruiting policy. Some things to consider when implementing an external recruiting policy are how long you will post the job, where will you advertise: print, social media or job boards. Will you employ a staffing agency and use a temp to hire, maybe contingent workers, or hire full time right away. Is there a probation period? How long is the probation period? How do you handle executive level searches? As with anything, there are positives and negatives.
Some positives about external recruiting are the fresh ideas and skills a new employee will bring. External candidates can bring diversity to the organizations if needed and it can bring stability to work teams. If the work team does not lose a member to an internal move or promotion, they can stay intact. Some other things are a larger applicant pool and the ability to grow quickly if needed.
Some negatives about external recruiting are the higher costs with advertising, training, and time and production lost while the new employee is learning the job. It takes longer to find an external candidate, it may cost more in salary for a new employee, it could hurt the morale of the current employees, and they may not be receptive to the ideas of the new employee.
Separation Policy
We explored the recruiting policies, now let’s look into the separation policy. The separation policy is designed to deal with the termination of employment. Within the policy, one may find different categories such as voluntary separation, which would cover resignations and retirements. Involuntary separation would cover layoffs, quitting without notice, termination, death, closing of a plant, or any other type of involuntary separation. Along with that is usually a section on returning company equipment and property.
In addition to the business necessity for a separation policy, there are legal issues that must be considered as well. A good separation policy will be fair, consistent, and not violate any laws or ethical or moral principles. The different potential laws that need to be considered will not be discussed as a part of this lesson. The laws will vary depending on the type separation and the state the organization is located in and/or the state or country the employee is located in. It is recommended that the HR professional coordinate with legal counsel when drafting the separation policy. Let’s look at some of the different types of separation.
Voluntary Separation
The most common type of voluntary separation is the resignation. Depending on how the company is structured, this could include retirement or there may be a separate policy or section pertaining to retirement. Either way, a policy should be in place that articulates how much notice should be given, if it should be in writing or orally, and how much advance notice the organization would like. The advance notice clause is a request from the organization and is not something that can be required. State law would determine what rights a company may have as far as withholding payments, sick pay, or anything of that nature if notice is not given.
Some things to consider when dealing with resignation could be the retraction policy; what if the employee changes their mind, can they rescind the resignation? What is the rehire policy? Is the employee eligible for unemployment compensation? How are the final paycheck, vacation leave, and sick leave calculated and paid? What about future benefits? What if they resign while on FMLA leave? The more we dive into the topic, the easier it is to see how complicated it can be. As with all HR policies, due diligence is required.
Involuntary Separation
There could be numerous reasons for involuntary separation. The one that comes to mind first is usually termination. How this is handled could depend on state law but regardless, a clear and concise policy should be in place addressing termination. This would include any probation periods and how termination is addressed during probation and after probation. Termination from job abandonment should be addressed as well as the death of an employee, layoff and recall procedures, plant closures, and reduction in force. Severance pay could be addressed in the involuntary separation section of the separation policy or it could be a stand-alone section or policy.
One other consideration related to involuntary separation could be a seniority system. If one is in place, it should address how layoffs and reductions will occur. If seniority is not placed in the separation policy, it could be in the collective bargaining agreement or employee handbook. The point is, employees should know in advance how the seniority system could affect them relating to layoffs and termination if one is in place. Let’s look at this topic a little further.
Seniority
Seniority is how long an employee has worked for a particular company or in some cases, how long they have worked in certain industries. Forward looking and progressive organizations are less likely to use seniority as any type of indicator by itself when considering termination. It may be considered in conjunction with other factors, primarily performance.
SENIORITY IN UNION AND NON-UNION ENVIRONMENTS
When it comes to union employees, seniority alone is the driver behind many of the decisions related to pay, promotions, vacation time, overtime preference, and often, job preferences. Relating to our separation policy, seniority and how it relates to layoffs and reductions will be addressed in the collective bargaining agreement and will be followed by the organization.
Conclusion
In this lesson, we explored and discussed the importance of a recruitment policy. The primary focus was on the internal recruiting policy and the impact it has on retention, morale, and external recruiting. We also looked into a separation policy including voluntary and involuntary, layoffs, and seniority. The importance of sound, legal, clear, and concise policy cannot be overstated.
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