CH 10: Assessing Internal Candidates Flashcards
What is internal assessment?
Evaluation of Firm’s current staff for training, reassignment, promotion, or dismissal purposes
What are 3 things Internal assessment does?
Evaluates employees’ fit with other jobs
Assesses employees to enhance the firm’s strategic capabilities by aligning a firm’s talent with its vision, goals, and business strategy
Informs downsizing decisions
What is a job posting?
A manager posting an open job, and all interested employees are able to apply
The persons selected here tend to perform better, stay longer, and receive higher salaries than those found through job slotting
Job slotting
Manager personally identifies a prefered candidate and “slots” them into the open position
What are some Internal Assessment goals?
Maximize fit
Maximize ROI
Assessing ethically
Support talent philosophy and HR strategy
What can Internal assessments also do?
Evaluate employee’s fit with other positions
Assess employees to enhance the firm’s strategic capabilities
Gather info with which to make downsizing decisions
Internal Assessment methods?
Skill Inventories
Mentoring programs
Performance reviews of task and personal behavior
Multi-source assessments
What is a multi-source assessment?
Like 360 degree appraisal- getting several view of you from several people
Self, Supervisor, Peers, Internal, external customers
Who best rates whoch behaviours?
https://jamboard.google.com/d/1WJlXqGCtx-wOqUmb35o18Wav_-zVL7FVZHKbZMV7RUA/viewer?f=0
What is expatriate selection?
Expatriates are employees sent on foreign assignment
so selecting which employees should be sent on foreign assignment
What is important for expatriate success (3)
Cultural agility: ability to recognize and appropriately respond to different cultural behaviours and world views to build strong intercultural working relationships
Interpersonal Skills
Tolerance for ambiguity
Professional autonomy
Nine Box Matrix (another assessment method)
Combined assessment of an employee’s performance and potential
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Career Cross Roads Model- Walt Mahler (assessment method again)
Focuses on managerial and leadership positions rather than technical or professional work
The natural hierarchy of work that exists in most large, decentralized business organizations consists of six career passages—each level having increased complexity
*Starting Point: Managing yourself
*Passage 1: Managing others
*Passage 2: Managing managers
*Passage 3: Managing a function
*Passage 4: Managing a business
*Passage 5: Managing multiple businesses
*Passage 6: Managing the enterprise
Succession Management
ongoing process of systematically identifying, assessing, and developing an organization’s leadership capabilities to enhance its performance
Succession management plans
Written polices that guide the succession management process
Replacement Planning
Process of creating back-up candidates for specific management positions
Steps in Developing Succession Management System
- Check that the job description outlines the current and future competencies, behaviours, and values a person needs to perform at a high level in the key position.
- Identify each interested candidate’s strengths, weaknesses,
and succession readiness through formal assessment centres and skills testing, or more informally via supervisory assessments - create a plan to continually and systematically improve the capabilities
of all identified succession candidates - create a plan to identify qualified and interested internal candidates for
open positions. - . Evaluate the system on relevant criteria including the number of positions filled with
candidates who have been the target of succession management activities - . Continually improve the system
What makes succession management effective
The best succession systems bridge the gap between the individual career development
opportunities facing employees and the long-term business conditions facing firms.
Understanding the nature of talent gaps with enough time before the talent is needed allows the org. to:
Plan for and remedy and workforce talent deficiencies
Develop an external recruiting strategy to bring in external talent
Redesign the work to reduce the need for the talent expected to be in short supply
Plan alternate career paths for surplus talent
Surplus: unused talent; may need to create a new job\
With no plans and no time and qualified candidates- you may need to hire externally
Effective succession management systems
-Process needs to make sense to and be useable by different business units
Process should also align with other processes like recruitment, selection, training, performance management
Continually evaluate and improve system
Career planning
a continuous sel-assessment and goal setting
How to make career planning strategic
career planning needs to compliment expected future talent needs of the organization
What happens when you integrate career planning, succession management and labor forecasting processes:
Can help give org. a snapshot of available talent for meeting current and future needs
Career development tools (3)
Training and continuing education
Job rotation, challenging assignments and mentoring
Assessment centres simulate the position an employee is interested in pursuing, and if/not they are a good fit
