Staffing the Organization
Question
DIRECTIONS FOR PAPER
In the last two module you have started working on your term
project. You have already defined your topic and created an outline of the
project. The assignment for this module is your final term project report. You
must follow the format below for your term project report:
- Title: The
title is a concise statement of the subject of the paper.
- Abstract: The
abstract is an "executive overview" of your paper. It should be
a 50-to-100 word summary that would be appropriate to give your manager so
that he/she would know the essence of your project without reading the
paper in its entirety.
- Table
of Contents: In this section, list each section of your paper,
with the page number. The list should include:
- Tables
and Figures if you included more than two;
- Appendices,
if included;
- Bibliography
or reference section listing sources used.
- Introduction: In
this section, state the purpose of the paper in succinct, declarative
sentences. Convince your reader that the study will have a practical
value and meaning for you and the study will be based upon the concepts
studied in the course.
- Background
and Significance: This section provides further justification of
the need for your study. If your project examines a topic drawn from your
work, you should include a description of your work environment, your
position in the organization and how your position fits into the
organization, both vertically and horizontally. Explain the applicable
concepts from the course. If your project is focused on a particular
organization, explain how these concepts apply to that organization. What
is the organization doing well? Would it benefit by adopting some of the
concepts you have been studying?
- Discussion,
Implications and Recommendations: In this section, you should
provide a thorough discussion of your findings and the implications of
your study. Be sure to include only the pertinent implications. You should
also present your recommended action plan. This plan will vary based on
the type of project you selected. For example, it may be a personal action
plan for you to follow in your present position or in a position which
would enable you to put the plan into action. If your project is a
literature review, then your recommendations may be focused on what issues
need further research. Be sure that the recommendations are realistic in
terms of the appropriate HR concepts and, if applicable, the organization
you have studied.
- References: You
cannot use your texts as your primary source of information. You must draw
on other sources such as HR and business journals, information from an
organization, and interviews with individuals who work in an HR position.
Be sure that you support the information presented with appropriate
references. It is important that all references and quotes are cited
correctly. All sources, including web sites must be referenced in the
Bibliography or References list. You must follow an accepted authority for
style and form (e.g., APA style). If you need help preparing the list of
references, you can consult ESC's online writing center, or the
Resources for Success page in the Course Information section of this
course.
- Appendices: Include
a separate sheet and title for each appendix.


Solution
Abstract
The
study aims at determining the effects of an internal recruitment system in an
organization. Most organizations avoid external recruitment for fear of hiring
costs, time is taken to cope with a new environment, lack of employee
engagement, and slow adoption of organizational culture. Therefore, they
consider internal recruitment because they believe internal employees will help
them reduce hiring costs, easily cope with new systems and organizational
culture, and achieve employee engagement. Generally, the study will introduce
various concepts of staffing the organization, highlight their backgrounds,
discuss findings, and give implications and recommendations. Therefore, the
paper will focus on internal recruitment and its effects on the organization.
Table of Contents
Table: Effects of
Internal Recruitment Methods
Implications and Recommendations
Staffing the Organization
Recruitment
of the right personnel for a specific assignment in an organization has always
been the headache of most organizations. In some instances, internal
recruitment is the best option, while sometimes, organizations are forced to
source new employees externally (DeVaro, 2020). Staffing is the hallmark of
operational excellence in any organization. Without the right staff, achieving
the business’s overall objectives is challenging. Staffing an organization
requires a deliberate process to ensure that the organization work with the
right pool of staff. In most cases, organizations find it appropriate to have
internal recruitment as the best option for getting the right employees (Karim
et al., 2021). They consider various factors such as training costs, time,
flexibility, and talents. Generally, internal recruitment affects the
organization by reducing hiring costs, shortening coping time, preserving the
organization’s culture, and promoting employee engagement.
Organizations
consider internal staffing strategies under various circumstances. For example,
internal recruitment is the best option when they have to reduce hiring costs.
Getting employees from within the organization saves them the advertisement and
training costs associated with external recruitment (Anwar & Abdullah,
2021). Internal recruitment is used by most organizations that have invested in
developing the talents of their employees. The management can handpick specific
employees when a new role emerges that their services will be appropriate
(DeVaro, 2020). When there is a need to shorten onboarding time, organizations
prefer to recruit staff from within. New employees from outside might take a
considerable time before coping with the organization’s internal systems. In
addition, organizations prefer employees that are privy to their culture and
values. Internal recruitment provides the employees with an edge over new staff
from outside as far as organizational culture is concerned.
Moreover,
when the organization requires employees loyal to the organization, they prefer
internal promotions. This is because organizations find it easier to work with
their usual employee than with new staff from outside (DeVaro, 2020). In
addition, internal promotion motivates employees to be committed to the
organization, knowing that their services are valued. Employee engagement is
the major challenge most organizations face as their employees work while
looking for better opportunities in other companies (Hamza et al., 2021).
However, when employees feel a sense of belonging to the organization, they get
obliged to be loyal and perform their duties diligently. Therefore, a broad
understanding of the effects of internal recruitment is necessary for managers
and staff of various organizations.
Background and Significance
Technical-oriented
organizations require employees with better knowledge of how their systems
operate. In most cases, the recruitment of new staff to handle a specific task
has been challenging since the organization must take time to train them.
Employing even new staff with years of experience from other organizations
might not also solve the staffing issue (Van Doormalen, Wesselink &
Dentoni, 2021). A new employee can have five years of experience in a technical
job, but since every organization differs in operating its systems, it will be
challenging for them to cope with their new role. Therefore, organizations
should conduct staffing analysis to determine whether they should go for
internal or external recruitment. The organization will way various factors
such as the nature of the job, hiring costs, the urgency of the task, and
resources available before settling on the recruitment method.
Most
organizations might find it challenging to do internal recruitment in employee
shortages. They need to feel an open position in the organization would push
them to recruit new staff externally (Karim et al., 2021). When the available team
in the organization lacks the needed capacity to handle the new role, the
staffing department will also opt for external recruitment. For example, when a
new system has been introduced in the company, it will be costly to train the
existing staff, such that the staffing department will prefer to hire someone
with relevant experience (DeVaro, 2020). It might take the organization a lot
of time and resources to train its existing employees about the new system’s
operation. When there is a need to start working with a new plan immediately,
external recruitment is the best option.
There
are circumstances where an organization needs to perform a short assignment on
its business premises, such as painting. The staffing department will go for
external sourcing to get temporary employees for the job (Anwar & Abdullah,
2021). In most cases, short assignments are considered contractual jobs where a
tender is awarded to an outside company to perform the task by following the
due procurement process. In addition, jobs requiring expertise services will be
subjected to external sourcing to get the right people. The company can make
employees for temporary time or on a long-term basis, depending on the job
scope (Karim et al., 2021). Therefore, in most situations where internal
recruitment is not ideal for the company, it would prefer external recruitment.
The management will weigh various options before deciding whether to conduct
internal or external recruitment.
Organizations
that value efficiency prefers to build their employees’ capacities to prepare
them for any task in their departments. They establish training programs that
ensure every employee sharpens their skills and adapt to changes in their
departments as far as operations are concerned (Coy, 2019). Internal
recruitment is mainly used by organizations with equal staff distribution in
various departments. It is easier to pick employees from a department and
promote them to a new position if they are qualified. The essence of internal
recruitment is to retain the best talents in the organization. Some people feel
frustrated in their jobs and feel the urge to quit if their services are not
rewarded. In most companies, employees invest in their career development,
intending to get promotions or increase their remuneration. However, when they
realize no one seems to recognize their effort, they quit and look for greener
pasture.
Internal
staffing could solve the challenge of job dissatisfaction among employees of an
organization. Managers are responsible for identifying deserving employees and
offering them promotions whenever a new role emerges in the organization
(DeVaro, 2020). Employees’ loyalty to the organization can easily be gained
when their efforts are appreciated through management’s structured career
growth initiative. Most organizations that record a high level of employee
turnover could be associated with a lack of employee retention strategies by
the administration (Karim et al., 2021). In most organizations, employees get
valued only when their services are needed, but no one is concerned with their
welfare once they are done. As a result, they get dissatisfied and leave to
look for other opportunities. Therefore, internal recruitment and structures
help the organization ensure employee job satisfaction and engagement.
Hiring
costs for most organizations are the reason for internal recruitment programs
when new vacancies emerge. Placing advertisements for jobs in the mainstream
media might prove costly to the organization, especially when it has to be done
repeatedly (DeVaro, 2020). The staffing department will go for that option when
it is possible to use the existing employees for the vacant position. Some
organizations have a lot of staff that perform almost similar roles. Therefore,
internal recruitment will help them balance the roles. Hiring costs can also be
considered in terms of staff training (Anwar & Abdullah, 2021). The
organization is likely to incur many expenses training new employees recruited
externally compared to their internal staff. They must be undertaken through
system operations, company values and beliefs, and operations structures.
However, internal staff will only be trained about a few precepts of their new
role, and they are good to go.
Coping
in a new environment is always a challenge for new employees. Almost everyone
who has found themselves in new jobs in new organizations takes some time to
familiarize themselves with the organization’s systems (Van Doormalen et al.,
2021). However, internal staffs of the organization are already aware of their
systems such that they only need to shift from one workstation to the other one.
Internal recruitment saves employees the stress of adapting to the organization’s
systems (DeVaro, 2020). The employees are already used to that particular work
environment to continue their new assignment peacefully. Most organizations
require someone that will automatically fit in their system and start
performing their duties immediately. Therefore, internal recruitment positively
affects onboarding time for employees compared to external recruitment.
Some
organizations prefer to preserve their culture exclusively within their
internal staff. Internal recruitment is a blessing to an organization since it
will get employees already familiar with their culture (DeVaro, 2020). Most
organizations have nurtured their employees to specific values and beliefs that
guide their interaction within the organization and also with customers and
other stakeholders. When an organization fears that a new employee from outside
will not cope with its culture, they prefer internal recruitment.
Organizational culture, in most cases, instills some sense of discipline among
employees and determines how they behave towards their colleagues and other
people (Hamza et al., 2021). Therefore, internal recruitment helps an
organization uphold its culture through its employees compared to working with
employees from outside.
Generally,
staffing is among the essential aspect of operations management of any
organization. Getting a suitable cradle of staff is crucial in getting the job
done effectively. Organizations weigh their options between internal and
external recruitment and settle for one that works best for them (Anwar &
Abdullah, 2021). Internal staffing practice is considered adequate for
organizations that want to save on hiring costs compared to external
recruitment. When there is a need to empower internal staff, an organization
will choose internal recruitment. Therefore, an organization can use internal
recruitment to achieve a high level of employee engagement. Coping time is
another factor organizations consider when deciding on internal recruitment
(DeVaro, 2020). Internal staff will take a short time to cope in the
organization compared to external recruits. In addition, internal recruitment
helps an organization preserve its culture since internal employees do not need
to learn the culture.
Discussions
Human
resource management practice has been designed to suit the specific needs of
every organization. Staffing is mainly done to ensure operational efficiency
and eliminate various challenges organizations face in their HR management.
Getting the right people that will drive the mission and vision of the
organization is the main focus of staffing (Karim et al., 2021). Organizations
consider staffing through either internal or external recruitment. Organizations’
internal recruitment methods are promotions, transfers, absorbing freelancers,
and enlisting retirees. The study sought to establish the effects of internal
recruitment in an organization. Studies found that reducing hiring costs,
onboarding time, preservation of organization culture, and employee engagement
were significant effects of internal recruitment. The table below provides a
summary of the impact of various internal recruitment methods on the
organization. A scale of 1-4 is used to rank the effect level, with one showing
that a method has the most effective while 4 has the least effect.
Table: Effects of
Internal Recruitment Methods
Recruitment
method |
1 |
2 |
3 |
4 |
Promotions
|
Coping
time |
Employee
engagement |
Reduced
hiring cost |
Organization
culture |
Transfers
|
Hiring
costs |
Coping
time |
Employee
engagement |
Organizational
culture |
Internal
Referrals |
Employee
engagement |
Coping
time |
Organizational
culture |
Hiring
costs |
Enlisting
retirees |
Hiring
costs |
Organizational
culture |
Coping
time |
Employee
engagement |
Absorbing
freelancers |
Coping
time |
Hiring
costs |
Employee
engagement |
Organizational
culture |
Source:
Karim et al., (2021)
Hiring Cost
Organizations
that seek to establish efficient structures focus on reducing their operational
costs. Hiring new employees involves costs such as advertising vacant positions
and training. Internal staffing aims to reduce hiring costs by selecting
employees that already have the needed skills and competence for specific jobs.
Most external hire costs companies up to $4000 per hire across industries.
Internal recruitment can reduce this cost significantly (DeVaro, 2020).
Although external hires can give an organization the best quality employee, the
price may be unbearable. Some recruitment agencies charge their clients for
every candidate they interview, yet the company may only require one staff
member. An organization can develop selection metrics that will enable it to
get the best candidate among a pool of candidates.
Selection
of the best employee for promotion in an organization also requires monitoring
the job performance of various employees within a department. Employees that
show outstanding performance in their jobs stand the chance of promotion to
another level (Hamza et al., 2021). Therefore, an organization can reduce
hiring costs by monitoring the activities of various employees over time and
selecting the best. In addition, internal employees only require little
training to be familiarized with their new roles compared to external recruits
(Van Doormalen et al., 2021). Therefore, the organization can reduce training
costs by ensuring all its employees are under on-the-job training for various
roles. When the staffing department does not establish training policies, the
organization will incur hiring expenses to get experienced employees.
Therefore, reducing hiring costs is the priority for internal recruitment.
Employee Engagement
Internal
recruitment aims to get employees that will be dedicated to their jobs.
Employee engagement is among the effects of internal recruitment established in
the study. Most companies lose their best talents due to a lack of employee
engagement. The employees feel not valued, and they decide to quit their jobs
(Anwar & Abdullah, 2021). Organizations that practice internal recruitment
record a lower employee turnover rate than others. Internal recruitment can
motivate employee engagement since staff feels they are part and parcel of the
organization (Hamza et al., 2021). Employees get encouraged to work hard for
possible promotion and growth in the future. On the contrary, organizations
that practice external recruitment record low employee engagement rates.
The
employees lack the motivation since they know they might stay in their position
for as long they keep working with the organization. Therefore, internal
recruitment results in employee engagement which develop a strong
organizational culture. Organizations with highly engaged employees have lower
rates of employee turnover. Some companies have employees that have worked
there for more than 30 years due to internal motivation they receive from the
management (DeVaro, 2020). In addition, companies ensure employee engagement
through promotions, shifts, enlisting of retired employees, transfers, and
referral schemes. Therefore, employee engagement is among the effects of
internal recruitment.
Coping time
Onboarding
of new employees has been a challenge faced by most organizations. External
recruitment brings onboard employees who have no idea about the company’s
operations. The management must give them time to cope with the systems of the
organizations. In most cases, new employees recruited externally take more time
to manage in the company than internal staff (Van Doormalen et al., 2021).
Internal recruitment solves the challenge of onboarding time experienced by new
employees. Internal employees are readily equipped with systems and structures
of the organization that they do not require extra time to learn. The staffing
department considers time taken by new staff employed through external
recruitment and settles on the internal team if the job is urgent.
Organizations
with internal recruitment structures keep their operations going effectively
without interruption due to long coping times. Long coping time can influence
the production process since the new staff needs to be given time to understand
their new role and environment (Karim et al., 2021). However, organizations
that focus on internal recruitment hardly face a long onboarding time by
employees promoted to the new roles. Moreover, internal employees have a
history of interacting with one another from various departments. For example, a
junior accountant gets exposed to the procurement systems of the organization
since their activities interrelate. Therefore, internal staffing help in
reducing onboarding time among employees.
Organizational
Culture
Every
organization wishes to have employees who uphold its values and beliefs and
reflect the same in their assignments. However, external recruitment affects
the new employee’s adoption of a new culture. Employees take along to cope with
the new culture they have found themselves in (Anwar & Abdullah, 2021).
Some new employees recruited externally go to the extent of misrepresenting the
company because they are not assimilated into its culture. Customers often
complain when dealing with new employees because they feel the person is
different from those they are used to (DeVaro, 2020). It might take longer than
expected for employees from outside to learn the organization’s culture.
On
the other hand, employees that have been selected through internal staffing
have a little problem representing the organization’s culture. They are aware
of the Dos and Don’ts that their organization practice. Internal recruitment
saves the employees time to cope with the organizational culture since they are
used to it (Hamza et al., 2021). Managers will not struggle to remind employees
elevated to new roles of the need to maintain and practice their organization’s
culture. Therefore, internal recruitment has been established to influence the
adoption of organizational culture compared to external recruitment. Internal
employees are the best fit for promotions or transfers because they can hardly
let down the management when representing the organization’s culture.
Conceptual Framework
The
conceptual framework is a graphic illustration of the relationship between dependent
and independent variables of the study. The study’s independent variables
include hiring costs, coping time, employee engagement, and organizational
culture. They have been identified as the effects of internal recruitment in an
organization. On the other hand, the study’s dependent variable is internal
recruitment. The conceptual framework is illustrated in the following figure;
Figure: Conceptual
framework
Independent Variables Dependent
Variables
Implications and Recommendations
The
study identified various effects of internal recruitment on an organization.
They include reducing hiring costs and coping time, employee engagement, and dealing
with organizational culture (DeVaro, 2020). The study will influence the
decision of staffing departments and HR practitioners on the need to consider
internal recruitment over external sourcing of employees. Organizations will
also learn about the factors to consider when making recruitment decisions. For
example, organizations that consider reducing their hiring costs would prefer
internal recruitment. In addition, organizations will learn about the impacts
of external recruitment on their staffing compared to internal recruitment.
Generally, the study implicates recruitment decisions based on different
circumstances.
Therefore,
the following recommendations are suitable for most organizations practicing
internal recruitment. First, they need to consider the staffing needs of their
organization. The HR manager should assess the staffing situation of the
company to determine whether internal recruitment is worthwhile (Anwar &
Abdullah, 2021). When there is an upcoming project requiring expertise, the
management needs to select a few staff and start training them for the next
project. Secondly, the staffing department should assess the capacity of their
employees to determine if they are suitable to be promoted to new roles or if
there is a need to hire someone from outside. Staff competency and capacity
assessment must be undertaken for two to three months (Karim et al., 2021). In
addition, the staffing department of various organizations should establish a
framework for selecting appropriate staff for new roles without incurring
hiring costs in the internal arrangement. Finally, the strategy should include
monitoring teams’ performance patterns in their jobs over time.
References
Anwar, G., &
Abdullah, N. N. (2021). The impact of Human resource management practice on
Organizational performance. International Journal of Engineering, Business and
Management (IJEBM), 5.
Coy, M. J. (2019).
Research methodologies: Increasing understanding of the world. International
Journal of Scientific and Research Publications, 9(1), 71-77.
DeVaro, J. (2020).
Internal hiring or external recruitment? IZA World of Labor. 1-11
Hamza, P. A.,
Othman, B. J., Gardi, B., Sorguli, S., Aziz, H. M., Ahmed, S. A., ... &
Anwar, G. (2021). Recruitment and Selection: The Relationship between
Recruitment and Selection with Organizational Performance. International
Journal of Engineering, Business and Management, 5(3), 1-13.
Karim, M. M.,
Bhuiyan, M. Y. A., Nath, S. K. D., & Latif, W. B. (2021). Conceptual
Framework of Recruitment and Selection Process. International Journal of
Business and Social Research, 11(02), 18-25.
Van Doormalen, E.,
Wesselink, R., & Dentoni, D. Recruitment strategies in small growing
businesses. https://edepot.wur.nl/469589



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