Question

Answer the following questions: Your response must have a word count of at least 300 words excluding the original questions.

Assume you had to replace the HR manager at an organization. In your opinion, would you use internal and/or external recruiting? Why?

How could federal employment regulations constrain your recruiting process? What are examples of federal regulations that may constrain processes? Upon hire, what steps would you take to ensure effective socialization for the HR Manager?

Within your post, support your responses with information from at least one peer-reviewed/scholarly source (not older than 3-5 years)

Answer 1

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I would use internal recruiting to replace the HR Manager position in my organization. Larger organizations tend to hire internal entry level employees that were developed for higher positions. In my organization I would have multiple levels of employees under the manager actively training or being developed to fill a higher roll for such an instance. There are many benefits to recruiting internally. Recruiting internally boosts morale, increases loyalty and increases job satisfaction. Although, external recruitment also has advantages such as bringing in new skill, ideas and varying talent it can cause hard feelings amongst old and new employees and there is always the uncertainty that personalities do not mesh well together. In my opinion, HR Managers need to know who their people are and there is no one better to step into that kind of role more seamlessly than an already seasoned staff member.

Employment regulations can constrain the recruitment process by not allowing discrimination, which is a good thing. However, I can see it becoming a very sticky situation if multiple people apply internally and are equally qualified. Employment regulations are in place to ensure everyone has a fair and fighting chance to the same position. Regulations like the Equal Opportunity Act and the Federal Medical Leave Act are a couple of examples. It is the hiring managers job to ensure everyone is treated fairly and given an equal chance to the position by following those regulations.

To ensure effective socialization for the new HR Manager I would have an onboarding plan for them, explain the roles responsibilities and expectations as clearly as possible, introduce the HR Manager in a celebratory way to establish them in their new title and continue to monitor progress as the days and weeks move along. It is important to understand that even though the new manager was hired internally that they still need to understand what is expected of them and to integrate them as seamlessly into their new role as possible.