How To Make Sure Your Internal Hiring Program Works

It’s time to make sure your internal hiring practices are dusted off and up-to-date. As the economy improves there are indications that employees are ready for new challenges, which to them may mean new job descriptions. Studies show that companies that provide employees with opportunities to learn and grow have higher employee retention and satisfaction. A structure and well communicated internal posting and hiring process is the key to success.

In developing such a program, consider:

• If you will post all positions, or if you want to maintain more flexibility by stating that most positions will be posted internally, but there may be times when the company may not do so. Keep in mind, some employers (such as those subject to affirmative action regulations) are required to post most positions internally.
• Communicating an opening via a variety of methods, such as on an employee bulletin board and a posting on the company’s intranet.
• Requiring interested employees to apply by a specified closing date.
• Setting limits on the number of times an employee may apply for jobs within a defined period or allowing employees to apply for only one job at a time. This minimizes job hopping and helps attract applicants who are truly interested in the new position.
• Requiring employees to remain in a new position at least six months before applying for another internal position.
• Requesting that supervisors counsel current employees who are not selected for jobs of which they have applied. Give feedback about what job qualifications or competencies would need improvement to be considered in the future.
• Requiring employees to be in good standing as defined by company policy.
• Requiring employees meet minimum requirements of the job. An accurate and up-to-date job description should be posted that includes a statement about minimum qualifications and the job’s essential requirements, responsibilities, and working conditions.

A successful program will also ensure that employees are well-informed about internal application procedures. For example: (1) whether a supervisors’ permission to apply or be interviewed is required.; (2) whether they may apply for jobs at a different company location; and, (3) whether and in what way a job grade or pay structure may be affected by a lateral transfer.

Just as important as communicating the program requirements to employees, supervisors and managers should also be clear as to the purpose of the program. Good employees can be hard to find, and some supervisors and managers may not want to give them up. Alternatively, some supervisors and managers may be inclined to pass along a less than desirable employee as an “easy way out.” Neither of these actions benefits the purpose of this type of program, which is to retain good employees.

Jenna

Would you like to see a sample of an internal hiring policy? For Cascade members, please click here, and look in the Cascade Toolbox.