Assignment Cover Sheet

STUDENT DETAILS
Assignment: Individual Assignment: Group Assignment:
Name: Kameshia McGeachy ID# 20062017 Programme/Department:
BSc Human Resource Management

COURSE DETAILS
Course Code: (e.g., HRM306) Course Title: (e.g., Human Relations in Organization)
HRM200 Talent Selection, Training & Development
Lecturer: (e.g., First Name Last name)
Una Tracey
ASSIGNMENT DETAILS
Assignment title: (Title of the essay, project, or the question)
An individual Case Study: Recruitment in a Changing Internal Labor Market.

Word Count/Length: (If required) Submission Due: (day, month year)

31st, May 2021
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Course Learning Outcomes (CLO)
Question # CLO CLO 2 CLO CLO 4 CLO 5 CLO 6 Lecturer’ Vetter’s or
nd
1 3 s Total 2 Marker’s
Total
Case
Analysis
Total
Meta
Reflection

Total
Lecturer’s/Examiner’s Comments: Comments: 2nd Marker: [ ] Vetter: [ ]

Name: Name:
Signature: Date: Signature: Date:

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 Recruitment in a Changing Internal Labour Market

Recruitment involves the process of attracting, identifying, interviewing, selecting, and the

hiring of employees. This process includes everything from identifying the need for staffing

to fulfilling that need. The Human Resource Managers are responsible for the expediting of

the overall goals of the company through effective management of human capital. The HR

Management team consider the employees as the company most important asset.

Internal labour market is where workers are employed into entry level jobs and higher levels

are filled from within. Salaries are determined internally and may be free of market pressure.

According to Marxist theorists, he argued that internal labour market represents a flexible

means of increased social control of labour through job categories, rules, promotion

procedures, etc. (Baron, 1984).

In the case of Zoe Brausch, president and CEO of Mitchell- Cole Manufacturing Company,

she is considering converting the manufacturing system from an assembly line to autonomous

work teams. Brausch would like all leaders to come from the ranks of current employees,

both in terms of the initial set of leaders and leaders in the future as vacancies arise. She also

wants employee movement across teams to be discouraged to build team identity and

cohesion. Zoe Brausch is worried about the current internal labour market policy, especially

for recruiting and choosing team leaders. These leaders will likely be required to have many

KSAOs that are more important than seniority, and KSAOs likely to not even be positively

related to seniority. Brausch is now in a dilemma, and would like responses to the following

questions:

1. Should seniority be eliminated as an eligibility standard for bidding on jobs—

meaning no longer giving the two-year-plus employee’s priority?

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 The use of seniority standard of hiring employees who are with the company for two

or more years is becoming obsolescent and can also be seen as bias. While others will debate

that seniority standard is a good recruiting method, because employees who have spent more

time with the company would be more experience and understand the job and company’s goal

better. I would say seniority standard for recruiting future team leaders should not be priority,

but an option. In relation to the case, the team leader requires to have an advanced computer,

communication, and interpersonal skills which are more likely to be found among junior staff

rather than senior. The company can interview all applicants, including junior staffs, then

narrow down the applicants. If the candidates are equally qualified, then the company can

select the more senior candidate. Hence to accomplish the company’s goal, the recruiter

should select the best candidate for the job.

2. Should the job posting system simply be eliminated? If so, what should it be replaced

with?

I believe the present job posting system should not be eliminated, however the process

of qualifying for the vacant position should be change. The system should give each

employees a fair chance not considering their years of service within the company. This will

encourage the junior staffs with the right attributes and skills to apply for positions available.

It will also help in the growth of the company.

3. Should a strict promotion-from-within policy be maintained? Why or why not?

I do not believe that the policy of promotion-from-within should maintain, because

often times the employees within the company are not qualify or fully fit the job description

posted. I would suggest that the company firstly recruit from within, however if employees

does not match the new team leader job description, they should secondly recruit externally

for candidate which most suit the position.

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 4. How could career mobility paths be developed that would allow across-team

movement without threatening team identity and cohesion?

I would suggest the company use a lateral mobility to allow across-team movement

without threatening team identity and cohesion. A lateral mobility allows an employee to

move to an equal position in the company, with similar salary range and a job title and is at

the same level but changes the employee job responsibilities. This will allow team leader to

gain cross-function experience via performing the same job.

5. If a new internal labour market system is to be put in place, how should it be

communicated to employees?

Implementing a new internal labour market system within the company may cause a

challenge, as employers may be comfortable with using the seniority based internal

recruitment system and resist the new change. The new system should be communicated in a

general staff meeting, explaining the pros and the cons of the current system, and then

explaining the benefits of the new system. Emphasis can be made on how it will improve the

internal recruiting system and improve the company’s effectiveness.

References:

Heathfield, M. S. (2019, October 29). Lateral Moves Offer Career Development for

Employees. Retrieved from: https://www.thebalancecareers.com/lateral-move-

provides-a- career-path-for-an-employee-1918175#:

Heneman, H., Judge, T., & Kammeyer-Mueller, J. (2018). Staffing Organizations (9th ed.).

McGraw-Hill Education.

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