Internal staffing and career management issues

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Chapter 8 Internal staffing and career
management issues
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Chapter outcomes

• Understand the reasons for the design of a proper
  internal staffing programme
• Identify the factors that influence internal
  staffing decisions
• Name the advantages of internal staffing
• Identify the various types of internal staffing
  strategies
• Discuss the guidelines for the selection of the
  best type of internal staffing strategy
• Describe the elements necessary for a successful
  career management function
• Examine the problems that typically confront
  employees when seeking to advance their careers
• Define a plateaued employee

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Definition of internal staffing

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Reasons underlying the design of a proper
internal staffing programme

• Employee dissatisfaction
• Increasing concerns with job security
• Changing employee attitudes and concerns
• Employment equity issues
• Labour union presence

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Factors influencing staffing decisions
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Advantages of internal staffing

• Maintain closer control over the
  skills/competencies work habits acquired by
  their existing employees
• Gradually prepare employees to fill complicated
  or critical positions without overburdening their
  capacity to learn
• Employers do not have to spend time orienting the
  new incumbents to the business environment or to
  standardise operating procedures
• Have more detailed information about the
  abilities, aptitudes and work habits of internal
  employees
• Employee satisfaction and commitment
• Fulfil hiring goals and timetables specified in
  employment equity actions
• Employees placed in the best interests of both
  the organisation and the individual.
• Can contribute to the organisation's bottom line

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Requirements for effective internal staffing

• Pay close attention to identifying the current
  employee skill levels and development needs
• Employees must be flexible to be able to move
  easily within the organisation and thus be better
  utilised
• Multiskilling - broadening of employee's
  skills/competencies beyond the bounds of their
  current jobs, must be available
• Ensure that internal equity exists in matters
  such as compensation, promotion and access to
  training
• HRIS should exist
• Involvement of top-level managers line managers

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Types of internal staffing strategies

• Categories

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Guidelines for the selection of the most
effective internal staffing strategy

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Various approaches to internal staffing

• 2 objectives
• Moves

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Various approaches to internal staffing
(continued)

• Moves (continued)

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Rightsizing model for the 21st century
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Career management

• Career -
• Career management -
• Individual career planning -
• Organisational career planning -

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Benefits to the organisation

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Changing face of career management

• Traditional path of career progression upwards
  has gone
• Increased competition, cost competitiveness and
  information technology have all resulted in the
  de-manning and de-layering of organisational
  structures
• Organisations have removed the rungs of the
  career ladder and instead are concentrating on
  the optimal use of their human resources

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Changing face of career management

• Differences between levels in organisations with
  flatter structures are far greater, there is a
  qualitative leap rather than a quantitative step
  involved
• Moves sideways rather than upwards are more
  frequent
• The concept of a series of positions to an
  ultimate top position has been replaced by the
  individuals acquisition of competencies which
  enable him/her to manage change at the next level
  of responsibility

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Balancing individual and organisational needs
Strategic /
Operational
Career management
Personal /
Professional
Individuals needs
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Successful career management

• Organisational career planning
• Individual career planning
• Integrating plans
• Implementing plans
• Evaluation of career plans

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Other issues

• Plateaued employee
• Dual-career couples

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Summary

• The movement of employees from one post to
  another within an organisation is known as
  internal staffing. These movements are usually
  necessitated by growth factors, which may be
  either positive or negative in nature, or by
  employee losses from a variety of causes.
• The movement of employees can be broadly
  classified into four categories up, down, across
  and out of the organisation.
• In order to be effective, the manager should
  regularly review policies and programmes
  regarding internal staffing. Thus, in addition to
  possessing mechanisms for identifying where
  vacancies are likely to occur, and for the
  development of employees to fill them, all
  organisations should have established practical
  ways of handling all promotions, transfers,
  demotions and retrenchments, as well as
  retirements.
• There should be a tried and satisfactory method
  of identifying the most suitable candidates,
  deciding among a variety of candidates, easing
  transitions across jobs and monitoring all these
  activities from an organisational and individual
  perspective.

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Summary

• There are different types of strategy that can be
  used to assist with internal staffing decisions
  these are a pure selection strategy, a vocational
  guidance strategy and a compromise strategy.
• Career management involves integration of
  organisational staffing needs with the career
  goals and aspirations of individuals. To be
  effective, career management should be formal and
  planned, should receive support from top
  management and should be recognised as a process
  that involves coordination of a number of
  separate yet interrelated HR tools and
  techniques.
• Once organisational HR staffing needs and
  personal career goals have been defined and
  integrated, a number of personnel practices can
  start a career in motion. These include job
  posting, PA and T D activities.
• Dual-career couples should be prepared to deal
  with problems that include potential conflicts
  over career paths and the division of family
  responsibilities. Assistance from organisations
  may include dual-career audits, special
  recruiting techniques and special policies for
  dual-career couples.