Recruiting typically brings to mind Monster.com, employment agencies and classified ad, but (as at GE Medical) internal sources in other words, current employees or promotions form a within are often the best source of candidates.
Internal Sources: Pros and Cons
Filling open position with inside candidates has several advantages. First, there is really no substitute for knowing candidate’s strengths and weaknesses, as you assumedly to after working with them for sometime. Current employees may also be more committed to the company. Morale may rise if employees see promotions as rewards for loyalty and competence. And inside candidates should require less orientation and (perhaps) training than outsiders.
However, hiring from within can also backfire. Employees who apply for jobs and don’t get them may become discontented: telling unsuccessful applicants why they were rejected and what remedial actions they might take to be more successful in the future is crucial. Many employers require managers to post job openings and interview all inside candidates. Yet the manager often knows ahead of time exactly whom he or she wants to hire. Requiring the person to interview a stream of unsuspecting inside candidates can be a waste of time for all concerned. In breeding is another drawback. When all managers come up through, they may have a tendency to maintain the status quo, when a new direction is required.
Finding Internal Candidate:
Job posting: Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, like qualifications, supervisory working schedule and pay rate.
To be effective promotion from within requires using job posting, personnel records, and skills. Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards). They list the job’s attributes, like qualifications, supervisor work schedule and pay rate.
Qualifications inventory tools like those the described earlier (has computerized skills banks) also play a role. Thus, perusing the skill bank database may reveal persons who have potential for further training or who have the right background for the open job.
Should you rehire someone who left your employment? It depends. On the plus side, former employees are known quantities (more or less) and are already familiar with the company’s culture, style and ways of doing things. On the other hand, employees who were let go may return with less than positive attitudes. Hiring former employees who resigned back into better positions may signal current employees that the best way to get ahead is to leave the firm.
In any event, there are several ways to reduce the chance of adverse reactions. After rehired employees have been back on the job for a certain period, credit them with the years of service they had accumulated before they left. In addition inquire (before rehiring them) about what they did during the layoff and how they feel about returning to the firm: You don’t want someone coming back who feels they’ve been mistreated said one manager.
The ongoing process of systematically identifying assessing, and developing organizational leadership to enhance.
Forecasting the availability of inside executive candidates is particularly important in succession planning – the ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance. Where succession planning aims to identify and develop employees to fill specific slots, talent management is a broader activity. Talent management involves identifying recruiting, hiring, and developing high potential employees. About 36% of employees have formal succession planning programs in place.
Succession planning entails three steps: Identifying and analyzing key role jobs, creating and assessing candidates and selecting for the key positions.
First, based on the firm’s strategic goals, top management and the HR director identify what the company’s future position needs will be, and formulate job descriptions and specifications for them. Thus, plans to expand broad may suggest bulking up the management talent in the firm’s international division. As one succession planning expert says a strategic business plan can only be realized when the right people are at right place and at the right times to do the right things.
After identifying future key position needs, management turns to the job of creating and assessing candidates for these jobs. Creating means identifying potential internal and external candidates or future key positions and then providing them with the developmental experiences they requires to be viable candidates when it’s time to fill the positions. Organizations develop high potential employees through a variety of means. Most use internal training and cross functional experiences: they also use job rotation external training, and global / regional assignments.
Finally, succession planning requires assessing these candidates and selecting those who will actually fill the key positions.