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Targeted recruitment is the system used by some organizations that give special attention to those candidates who possess certain characteristics that help them fill specific positions within the organization. Various components are considered: those in the minority population, those with disabilities, those candidates who possess specific skill sets, or those with other certain criteria (Heneman, Judge, & Kammeyer-Mueller, 2019). At times this process can seem unfair since organizations are utilizing specific characteristics to fill their positions that others may not possess through no fault of their own.
The main question concerning this process is, is it fair for organizations to specify characteristics in their candidates to fill positions within their workplace? While targeted recruitment is targeted as specific groups, it does not necessarily mean the process is unfair. This is, of course, based on the circumstances surrounding the organization’s initiative to hire only certain people. For example, those with a specific skill set may be a targeted group for an organization (Evertz & Süß, 2017). Does this count as unfairness? No, since the skill set is necessary for the job, it is only logical that this specific group would be targeted for hiring purposes. But while this does not seem too controversial, organizations who key in on groups that are targeted for hiring purposes based on their ethnicity, sexual orientation, etc. can be perceived as discriminatory practices, since it is unethical and against federal law to discriminate against any based on certain protected classes such as race and/or sexual orientation (Foley & Williamson, 2018). It would seem logical to conclude that it is indeed unfair to provide these protected classes any advantage for hiring purposes solely based on these criteria.
Proponents of targeted recruitment programs based on race etc. argue that these types of systems help alleviate the effects of past discrimination from employers based on social status within society (Hennekam, Peterson, Tahssain-Gay, & Dumazert, 2019). Opponents argue that these types of recruitment practices do nothing more than perpetuate the same discriminatory practices of the past and do nothing to move forward positively. Affirmative action is an example of targeted recruitment practice. The Bible in Matthew 7:12 said: “So whatever you wish that others would do to you, do also to them, for this is the Law and the Prophets” (English Standard Version). Federal and state laws prohibit discrimination based on race, and the race is not permitted from being a determining factor for candidates during the hiring process. But is not affirmative action precisely that; the process of hiring candidates based on race? Many argue yes, and it is easy to conclude that targeted recruitment practices based on this criterion are unfair.
Evertz, L., & Süß, S. (2017). The importance of individual differences for applicant attraction: A literature review and avenues for future research. Management Review Quarterly, 67(3), 141-174. Retrieved from https://link-springer-com.ezproxy.liberty.edu/article/10.1007%2Fs11301-017-0126-2
Foley, M., & Williamson, S. (2018). Does anonymising job applications reduce gender bias? Gender in Management: An International Journal, 33(8), 623-635. Retrieved from https://www-emerald-com.ezproxy.liberty.edu/insight/content/doi/10.1108/GM-03-2018-0037/full/html
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). Burr Ridge, IL: McGraw Hill.
Hennekam, S., Peterson, J., Tahssain-Gay, L., & Dumazert, J.-P. (2019). Recruitment discrimination: How organizations use social power to circumvent laws and regulations. International Journal of Human Resource Management, 1-29. Retrieved from https://www-tandfonline-com.ezproxy.liberty.edu/doi/full/10.1080/09585192.2019.1579251
The case presents the question of eliminating seniority as an eligibility for bidding on a job posting. Traditional systems of internal recruiting, such as the seniority system of promotion, have been proven to contribute to the glass ceiling effect, or invisible barriers to advancement. Seniority systems have long been used as a merit-based scale for promotional decision. Numerous studies have shown that in relation to the skills, knowledge, and work performance of an employee basis of seniority has little relevance. Factor of experience has proven to be of greater relevance related to the elements required for consideration of promotion. Additionally, use of systems such as seniority has proven to narrow the field of recruitment by limiting access to knowledge, skills, and characteristic of potential candidates (Heneman, Judge, & Kammeyer-Mueller, 2019)
Mitchell-Cole Manufacturing, a nonunion organization, has policies in place similar to union employment contracts listing terms of employment and conditions. This document and proceeding policies place the seniority system as a heavy merit on promotional consideration. The system only allows applicants with less than two years of service to apply for internal jobs if the job has no applicants from senior employees within a 30-day period. As the reorganization into autonomous work groups take place the selection of a leader based on these policies could potential limit the candidate pool, forgoing opportunities to place highly skilled individuals in the leader position. Elimination of the policy would provide a selection process to acknowledge and award promotion on merit more relevant to the position.
Job Posting System
The job posting system in place by Mitchell-Cole Manufacturing follows the model of open internal recruitment. Such a process has shown to minimize promotions of preference, or selection of favorable employee by manager. It has as shown to have the advantage of uncovering hidden talent. This type of system has also been shown to have disadvantages including increasing competitiveness amongst employees, time in review and selection, as decrease in employee morale (Heneman et al., 2019).
Substituting the current open internal recruitment process with a hybrid system would allow for a broader applicant pool. While this approach would lengthen the time necessary to review the candidate pool, the replacement of the open system and removing seniority requirements would place a greater emphasis on KSAO’s required to complete the job. The process of hybrid internal recruitment allows applicant determination by two means: job posting and organization search. The process of job posting would work similar to the current system in place. The process of candidate search would be conducted by the HR department to give an applicant suggestion list to review. This system is known to equalize the field of opportunity, as well as discover unexpected candidates within the organization.
Promotion-from-within policies are important to the talent management process of an organization to recognize and reward learning, growth, and achievement within an organization. The current effort of Mitchell-Cole Manufacturing to promote leaders internally has raised concerns about the ability to match job required KSAO’s with the candidate pool. This concern is a relevant reflection of importance of talent management within a firm. Talent manage is the processes and program that affectively monitor, form, and improve the skills and knowledge of internal labor market. A promotion-from-within policy should not be replaced by Mitchell-Cole Manufacturing. Mitchell-Cole Manufacturing should create frameworks and avenues of advancement to strengthen their internal labor market through training, education, and other means. This avenue would ensure that the strength of a promotion-from-within policy will be a beneficial factor of recruitment for future positions.
Career Mobility Paths
CEO Zoe Braush wants to ensure that team units have a high level of cohesion and team identity. Her concern is that cross movement across teams will reduce these aspects of team units and reduce the ability to promote leaders in the future.
The development of a career mobility path to ensure the goals set in place by Ms. Braush should provide a clear, transparent framework. Career mobility path requires specific guidelines showing employees the requirements, goals, and objectives linking them to the organizational strategy. Traditionally the mobility path focuses on lateral movement based on hierarchical structure. A better suited mobility path for Mitchell-Cole Manufacturing would be an alternative mobility path. This form of path is based on movement throughout the organization in multiple direction. The goals of the alternative mobility path are to strengthen the KSAO’s of employee based on the chosen path they pursue. Through this means the approach of increased information processing across team, flexibility, and breaks down barriers among employees. This form of mobility path would create the team unity through understanding of skills, interpersonal growth of employees, and advancement of KSAO’s to ensure succession of future positions.
New Internal Labor Market System
Change management within implementation of organization change is vital to the success of new programs. Studies have shown for employees to buy into change they must understand the value proposition offered. With the combined initiatives previously mentioned concerns will be raised about the elimination of ,and change of other, policies related to internal promotions. One way to increase buy in by employees is to implement representation during policy development. Receiving input from the front line aligns employee goals with organizational strategy. An additional method of acceptance of change is the use of advocates. Advocates within the employees, or representative who have been trained on the policies, allow for a peer-to-peer point of conversation. Such a program allows for a group to aid managers in addressing concerns, as well as allowing employees to have a co-worker express the benefits of policy change through a non-managerial perspective (Chen, Uen, & Chen, 2016).
Chen, S., Uen, J. F., & Chen, C. (2016). Implementing high performance HR practices in asia: HR practice consistency, employee roles, and performance: APJM APJM. Asia Pacific Journal of Management, 33(4), 937-958. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10490-016-9466-z
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2019). Staffing organizations(9th
ed.). Burr Ridge, IL: McGraw Hill.
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