In these times of low unemployment, recruiters are constantly on the lookout
for the best talent to fill open positions. We put tremendous resources
into external sourcing and recruiting, but most of the time we fail to
actively seek out some of the best candidates in the world-those that
are literally right under our noses... our own employees! Sure, most companies
have internal job posting systems but many were designed in the 1950's
before Generation Xer's and technology came along! These traditional systems
almost universally rely on the employee to initiate the search for a position
while Intraplacement systems use Intrarecruiters to proactively seek out
and place the best internal candidates (even though they might not be
actively seeking a new position)!
Intraplacement is a dynamic process that uses the
tools and strategies of external search and applies them to internal
candidates. Internal candidates are superior to external candidates
because they usually have a much higher success rate in their new jobs
than external candidates. This is because they already know "our"
culture and they have already performed well in it. But they might also
be "passive job seekers" with poor job search skills. If you
don't act to keep their career moving, they could easily become your
next retention problem.
Many existing job-posting systems have serious
flaws. Employees are often frustrated with them for a variety of reasons.
Finding out the "real scoop" on a potential new job takes
hours of "detective" work and if you are not well connected,
it's a shot in the dark. Firms post the openings on the bulletin board
but just browsing through it can get you instantly branded as a disloyal
team member. Some bosses even "hold back" the best employees
from transfers for their own advantage and brand those who transfer
often as "job jumpers."
Increasing the internal movement of our employees
through Intraplacement (it can also be called "Intrasourcing"
or "Intramovement") has additional benefits beyond the higher
success rates of internal candidates. These include "back-fill"
capabilities in case of an unexpected opening; increased retention rates;
higher levels of motivation, and an increase and expansion of our employees'
competencies. The currently tight job market has forced companies to
look at new ways to motivate, grow, and retain their workers. Intraplacement
reduces turnover by increasing opportunities for employees to grow and
to be challenged. It assists employees in moving to new projects, opportunities,
and jobs within the company. Effective Intraplacement Programs use a
combination of internal posting, external sourcing, and career development
tools to accomplish its goals.
This piece will give you insight into how top firms
have increased their internal movement. It will help you improve your
current job posting system or show you how to replace it with a totally
new Intraplacement system.
How does Intraplacement differ from current
programs?
Intraplacement differs from the more traditional
job posting systems in a variety of ways including:
- Intraplacement is a shared partnership
where the company assists candidates by increasing their opportunities
to learn and grow within the firm. Under the traditional job posting
systems candidates are pretty much "on their own" to place
themselves. Intraplacement is a proactive approach that helps employees
get placed. It assumes that many internal candidates are "passive"
and that they don't automatically possess great job search skills
(if they did, they might use them to leave our company)!
- It focuses on corporate needs as well
as employee wants. It attempts to guide employees toward areas where
the corporation has the most need, rather than the more random approach
of most job posting systems, where an employee must decide on their
own where the best fit for their skills would be. Internal job posting
relies on the employee to decide when and where they want to move.
But THEIR "when and where" may not actually be in their
OR the corporation's best interest.
- Intraplacement is a flexible, multi-opportunity
approach. It differs from the traditional "whole job" approach
in that it also seeks out project assignments, "part-time"
job rotations as well as promotions and transfers to increase the
number of opportunities for employees to grow.
- It can be an "attention getter"
that excites current employees and helps attract external candidates
as the word spreads about the number and variety of opportunities
available to our employees.
- Intraplacement actively uses internal
recruiting specialists, "redeployers" and their tools to
identify potential internal candidates for "growth" opportunities.
Common candidate identification tools include interest inventories,
forced rankings, assessment centers, 360-degree feedback, and just
talking to managers and employees. Under the traditional approach,
employees must aggressively seek out their own opportunities and determine
if there is a skill "fit." Unfortunately, that also means
that fewer employees are likely to take advantage of the "correct"
growth opportunities, resulting in less capable and motivated employees
for the firm.
- Intra-recruiters assist the candidate in assessing
opportunities and in marketing and selling themselves to internal
managers. Under traditional job posting, many posted jobs are "wired"
or are really not available to "unknown" candidates. Intraplacement
recruiters can assist in pre-qualifying candidates for opportunities
for which they are a reasonable match. By avoiding multiple "turndowns,"
you can help reduce the frustration that can occur with many job-posting
systems.
Why is Intraplacement becoming more necessary?
There are a variety of reasons why you can no longer
rely on your old job posting system to maximize internal movement in
today's job market. They include:
- With a low unemployment rate, employees
have more opportunities to leave then in the lean years of the early
90's. Their inability to move during those years now makes them more
eager to leave at the slightest point of frustration.
- Generation Xer's often have a lower tolerance
for stagnation than earlier generations.
- Global and multi-location operations make
it almost impossible to be "in the know" about all job opportunities.
With modern technology (Intranets, e-mail, and the Web) it is now
possible to help employees move between jobs without having to meet
them face to face.
- Mergers have also increased the size of
firms. Mergers often create "US vs. THEM" camps which tend
to "hire their own." Intraplacement programs can help break
down these barriers and help build a cohesive company.
- The rate of change and the growth of information
has increased to "Internet" speed. This trend can teach
employees to think and learn quicker than ever before but it also
raises their expectations for change and growth. This need for change
and growth can seldom be met without the addition of new "help"
resources.
Possible advantages of Intraplacement:
There are many reasons why companies are putting
increased emphasis on Intraplacement programs. Some of them include:
- Attracting and retaining employees becomes
easier if you have a work environment where people are constantly
being challenged and are given new opportunities to grow (one of the
prime reasons people leave jobs is due to the lack of challenge).
- Employees feel more wanted and important
and they are often excited that someone is actually taking an interest
in their career development.
- It speeds up the job placement rate in
the company (especially for "passive job searchers") which
helps keep employees motivated. It also increases employee learning
and it gives employees a broader range of experience, making them
more competent to "back fill" openings.
- Particularly in the hi-tech field, many
employees from technical backgrounds are weak in communication and
job search skills. Intraplacement helps move this important group
toward greater challenges (which is especially important because technical
employees have so many external employment options).
- Intraplacement focuses on increasing the
total number of challenges and learning opportunities available to
employees not just on getting employees new job titles and promotions.
Intraplacement can offer projects, short-term assignments, or part-time
(one day a week, mornings, etc.) job rotations, so it is more flexible
than traditional placement.
- It uses "push" technology to
drive targeted job information to the employee through e-mails and
paycheck insert notices.
- Career development becomes a shared responsibility
under Intraplacement.
- Intraplacement can increase the movement
and growth of employees who lack self-confidence, are loyal team players,
are shy or that just have rusty job search skills.
- It minimizes or eliminates most job posting
"rules" (like requiring a minimum stay and allowing a manager
to veto a move) in order to increase movement.
- It allows managers to partially own the
placement system. It also makes it easier for the manager to find
the internal talent they need to operate.
- Intraplacement can increase the amount of information
we have about our employee's interests and capabilities.
