Case Study - The Cause of Concern in Internal Recruitment
In fact, this company has a large variety of worsted suitings to cater to the needs of the assorted customers. The company has a workforce comprising 7,500 employees. The HR department is headed by Mr Uday Shankar, the General Manager (HR). The company has HR policies and practices for almost all its staffing activities.
Yes, I agree with Mr. Uday Shankar – GM HR’s decision in resorting to internal recruitment for GM (Production) post even though the company policy stated that for all ranks above entry-level managerial position, external recruitment should be the only option.
The objective of this decision by GM HR was to promote leadership from within the organization with proven capability and track record rather than bringing in an outsider. Also internal recruitment helps to fill in the void position faster as compared to external sourcing which is a time consuming and costly activity. This would also motivate the employees as they too seek career growth opportunities at some point of time and are glad to see opportunities within the organization. Internal promotion also acts as a retention tool.
Managers have a responsibility to help employees attain their job and career progression development objectives. These provide evidence to workers that they are valued by the organization and its leaders. This, in turn, enhances employee engagement, which enhances productivity.
An internally promoted employee would know the systems and processes of the organization far better and be in a position to deliver quicker, better and faster results as compared to an outsider who would obviously need time to settle down in the new profile and understand how things work in the organization before getting to the task in hand for which recruited.