INTERNAL RECRUITMENT

INTERNAL RECRUITMENT

 

                        

                                                       (Source: Absar, 2012)

 

Choosing someone internally from the workplace itself is internal recruitment and this can be done through performance evaluation, employee skill book and succession planning (Absar, 2012). Procedure trainings are greatly reduced because the employee is already aware of the company policies, procedures and culture. The company has better flexibility with their workforce as it knows the capabilities of the candidate and have a better idea of how they will perform in the new role (Gupta and Kumar, 2014).

 

 Internal recruitment also boosts the morale of present employees, ensuring that they will always have an opportunity to climb the career ladder in their respective career fields. This further leads to greater motivation to work harder as employees will recognize that their hard work is being rewarded (Shammot, 2014).

 

Sources of internal recruitment:

• Promotions- This refers to the upgrading of a currently employed worker to a more responsible and higher paid job with greater privileges (Shammot, 2014)
• Transfers- This can be considered as job flexibility as well, where the employee is shifted from job to job without any change in his job post or responsibility (Shammot, 2014)         
• Employee referrals – This can be done by hiring the employees in the same company but in other divisions or areas that is outside from the new company’s territory.

 

Promoting a currently existing member in the workplace to a higher position, making a temporary member to a permanent member in the workplace, hiring a retired worker to work part-time or as a freelancer or the free position being advertised within the company are some internal recruitment methods (Cordner, G. and Cordner, A., 2011).

Organizations seeking for employee trust, more familiarity and experience should use this method in minimizing the challenges. However, if the right candidate is not available within the organization, they should go for external recruitment (O'Meara & Petzall, 2013).

 

 

In my company when we have to recruit an employee for a vacancy and we are looking in to internal recruiting we also follow one of the below processes.

• Promotions- when we promote an own employee with required qualifications for the vacancy. This help to save more time and cost efficient. For example, promote an assistant manager for the vacant Branch manager position.

• Transfers- In this case we can hire an existing employee by transferring that employee from a branch to another branch. For example, Kandy branch manager transferred to Colombo branch vacancy.
• Employee referrals – when we couldn’t find suitable candidates for the vacancy from own territory, we can hire an employee from out of territory. For example, when we need a new manager for our newly opened branch in Malaysia, we can hire an existing branch manager from Sri Lanaka.

REFERENCE -

Absar, M., (2012). Recruitment & selection practices in manufacturing firms in Bangladesh. Indian Journal of Industrial Relations, Volume Jan, pp. 436-49

Cordner, G. and Cordner, A., (2011). Stuck on a plateau? Obstacles to recruitment, selection, and retention of women police. Police Quarterly

Gupta, A. and Kumar, S. (2014). A Study on Recruitment & Selection Process

O'Meara, B. and Petzall, S., (2013). Handbook of strategic recruitment and selection: a systems approach. Dec ed. Bingley: Emerald Group Publishing.

 

Shammot, M. (2014). The role of human resources management practices represented by employee recruitment and training and motivation for realization of competitive advantage. African Journal of Business Management