Based on the structure of the organization, the recommended step is to conduct internal recruitment of existing positions. This approach involves a focus on both internal and external recruitment for positions that have available internal candidates. For positions that do not have available internal candidates, the HR team should focus on accessing external candidates. A combination of both approaches is the best approach for the organization, as the new hires are already a part of the team and have proper knowledge of the culture and the policies of the organization (Waqas, 2018). As established, each of these areas has seasoned employees who are eager to compete for the jobs. As internal candidates are already part of the workforce, they will further promote the strategy of efficiency that the organization is focused on implementing.
The time needed to find and engage these candidates should involve a focus on finding candidates with the highest qualifications. This focus will ensure that the firm gains managers with the best skills available. The first reason for these skills is that they will be prescreened for culture fit. As the organization already has a cultural framework in place, the employees that are recruited for these new positions should have a proper understanding of organizational goals and the operations needed to complete them. Secondly, the track record of these employees should be easily accessible. The performance history of these employees can be easily evaluated to understand their potential for further progression. Having employees that are qualified for these managerial roles will also mean that the staff will need a shorter time to adjust to their new roles. As qualified candidates will have knowledge of the roles and responsibilities expected of them, they will also be aware of the content and context of their new roles.
Delegate your assignment to our experts and they will do the rest.
Lastly, recruitment of candidates both internally and externally will strengthen the engagement of employees within the organization. Promoting from within will send a message that the management values its employees and is interested in investing in them. By using these positions as opportunities for employees to advance their careers, will elevate the morale of the entire workforce. This will help in establishing a culture of trust that will improve the engagement of employees. It will also increase the retention of employees and minimize employee turnover. An increased level of employee retention will support the organizational goal for further growth and expansion.
The CEO has a managerial function and extensive knowledge concerning the strategies and tactics that will result in the greatest benefits for the company. However, as the HR department has more intricate knowledge concerning the workforce, their needs, and capabilities, the guidance of HR employees should be prioritized. Instead, there should be a discussion of the consequences of placing unqualified people in managerial roles. Placing unqualified people in managerial roles will have an adverse impact on the organization and performance. Therefore, proper vetting of all candidates (both internal and external) has to be conducted to ensure that only qualified individuals are placed in managerial roles.
Focusing on internal recruitment and ignoring qualified external candidates will substantially limit the firm’s pool of applicants. Primary reliance on internal hiring means that the firm will miss the chance of recruiting individuals with the necessary skills and ideas. Internal recruitment will also result in stagnation in culture as employees may become comfortable with how things are carried out and struggle with the identification of any efficiencies (Waqas, 2018). The company may miss out on candidates that present a new perspective on the organizational culture and ways of increasing operational efficiency. The main legal factors that are considered in the formulation of the proposed solution are ensuring diversity in the recruitment process and limiting discrimination. Ensuring diversity involves enhancing the recruitment of candidates from different backgrounds and with different beliefs (Basak et al., 2017). Limiting discrimination means focusing on the candidate’s ability to complete their roles as opposed to focusing on factors such as their gender.
While advancing a proposed solution, the role of the practitioner is providing sufficient guidance and advice. Through the information and necessary skills that they possess, the HR practitioners should have the ability to provide enough advice that will enhance process capability. The HR practitioners should also provide sufficient guidance on the benefits of the solution provided over the other solutions available. While attempting to influence the eventual outcome, I will mainly be engaged in providing guidance as to why the recommended solution will present more benefits to the organization as compared to the other solutions that are available.
There are several advantages to recruiting internally as opposed to conducting external recruitment. These advantages include decreased time to hire, shortened onboarding times, and decreased costs associated with recruitment. However, these present disadvantages, such as creating conflict among the employees and limiting the pool of applicants that the firm can access (waqas, 2018). In the process of solving this HR challenge, the behavioral competencies that can be applied include relationship management, communication, critical evaluation, consultation, leadership, and navigation (Ravichandran et al., 2018). The SHRM behavioral competencies that are most directly applicable to a successful resolution of this challenge are relationship management and communication. These two competencies are applicable as they will allow the effective transfer of information across the parties involved while ensuring that the roles of all stakeholders involved are adhered to.
References
Basak, A., & Khanna, K. (2017). A study on the selection criteria of different hotels of Delhi NCR in accordance to the HR policies and market trends. International Journal of Social Sciences and Humanities (IJSSH) , 1 (1), 27-38.
Ravichandran, N., & Mishra, R. (2018). Toward building HR competencies: a shift from the non-learning toward the learning organization. International Journal of Healthcare Management , 11 (3), 233-238.
Waqas, M. (2015). Outcomes of external and internally hired employees: Highlighting buy and build strategy. Academy of Contemporary Research Journal, IV (II), 1-6.
