Issue: "Intraplacement" involves the entire company in identifying job-growth opportunities for ready employees.
Benefits: Boost retention, cut recruiting costs and involve managers in employee career development.
Action: Start by identifying those managers who want to push their employees up the career-growth ladder.
Want to boost retention, foster career development among employees and managers ... and receive credit for it all? Then replace your passive internal job-posting policy with the more dynamic "intraplacement" method, in which the company actively identifies employees ready for advancement and helps them find the opportunities in-house.
The goal, says John Sullivan, head of the HR program at San Francisco State University and a recruitment consultant, is to seek out and actively place the best internal candidates without relying on employee initiative alone. That's why intraplacement relies on a network of internal recruiting specialists, or "redeployers," who are committed to identifying employees for growth opportunities.
These redeployers not only help em-ployees identify in-house opportunities, they also help them market and sell themselves to internal managers who are hiring.
Here are four of Sullivan's intraplacement do's and don'ts:
- Don't let a supervisor deny an employee an internal move. Identify and work with managers who hoard talent. Reward those who push the best employees on to company growth areas.
- Do post internal and external job opening announcements simultaneously.
- Don't post job openings only in public places. It may discourage some candidates who don't want to be suspected of fleeing a department when they stand at a job bulletin board in the break room. Post openings via e-mail or on company intranets.
- Don't look poorly on employees who move frequently, and don't require minimum time-in-job before a transfer. Top performers often must move more often than average workers.
For more information, visit www.drjohnsullivan.com.
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