Chapter 8 - Cengage Learning

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For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Chapter 8

Internal staffing and
career management
issues

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Definition of internal staffing




For use with Human Resource Management in South Africa 4e

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rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Factors influencing staffing decisions

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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


For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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


For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Types of internal staffing strategies


Categories:











For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning










Guidelines for the selection of the
most effective internal staffing
strategy

For use with Human Resource Management in South Africa 4e

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ISBN: 1408019515 © 2010 Cengage Learning

Various approaches to internal staffing


2 objectives:










Moves:
















For use with Human Resource Management in South Africa 4e

b
y Grobler, W
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ISBN: 1408019515 © 2010 Cengage Learning

Various approaches to internal
staffing (continued)


Moves: (continued)











For use with Human Resource Management in South Africa 4e

b
y Grobler, W
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rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Rightsizing model for the 21
st

century

For use with Human Resource Management in South Africa 4e

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y Grobler, W
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rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Career management


Career
-




Career management
-




Individual career planning
-




Organisational career planning
-


For use with Human Resource Management in South Africa 4e

b
y Grobler, W
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rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Benefits to the organisation



















For use with Human Resource Management in South Africa 4e

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ISBN: 1408019515 © 2010 Cengage Learning

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


For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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 individual’s
acquisition of competencies which enable him/her to
manage change at the next level of responsibility


For use with Human Resource Management in South Africa 4e

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y Grobler, W
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ISBN: 1408019515 © 2010 Cengage Learning

Balancing individual and
organisational needs

Career management

Individual’s needs

Personal /

Professional

Strategic /

Operational

For use with Human Resource Management in South Africa 4e

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y Grobler, W
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rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Successful career management


Organisational career planning


Individual career planning


Integrating plans


Implementing plans


Evaluation of career plans

For use with Human Resource Management in South Africa 4e

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y Grobler, W
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ISBN: 1408019515 © 2010 Cengage Learning

Other issues



Plateaued employee


Dual
-
career couples

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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.

For use with Human Resource Management in South Africa 4e

b
y Grobler, W
ä
rnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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.