FACULTY OF ARTS AND SOCIAL SICIENCE

MODE OF WORK INDIVIDUAL

CORSE NAME PUBLIC ADMINISTRATION

SUBJECT NAME INTERNATIONAL HUMAN RESOURCE MANAGEMENT

CORSE CODE

REG NUMBER 202030094

LECTURE NAME MARYAM

QUESTION It is argued that internal or local source of staff selection is has numerous short
falls that discredits it as a tool of staff selection. Discuss
Staffing is the process of finding the right worker with appropriate qualifications or experience
and recruiting them to fill a job position or role. Hiring from inside your Organization makes sense
because new hires are already part of your team and know your culture and policies well. But despite
the benefits of internal staffing, relying too much on promotions and lateral job moves might have
negative side-effects. Also Internal recruitment is generally cheaper and faster and promotes loyalty.
The disadvantages are that recruiting from within limits the chances of innovation and will leave a
gap in the workforce. Even if an organization has recruited for a position internally, it will still have a
gap in the workforce and will need to find a replacement for the vacant position so here amoung of
those short fall of internal staffing in selection

Limit your pool of applicants

While your company may have a lot of qualified candidates for specific positions, this isn’t
necessarily true for every open role. For example, if a role is fairly new to your business, your
employees will have other specialties and may not be able to fill this skills gap. Relying solely on
internal hiring means you could miss the chance to hire people with new skills and ideas.

Reduced talent pool

If a company chooses internal recruitment, the pool of possible candidates is greatly reduced. In
some cases, an existing employee may be the best fit, but in others an external perspective might be
preferable. A new employee may bring with them innovative skills and refreshing ideas that could
benefit the role and team. An overreliance on internal hiring could also lead to stagnant company
culture and employee complacency.

Bias concerns

Internal recruitment can cause bias concerns within an organisation. This is because it’s harder for
hiring managers to be fair and objective when choosing candidates that are already known to them.
These biases – whether implicit or not – may cause prejudice for or against a particular candidate
and lead to the most suitable employee missing out on the role.

Internal recruitment might seem less informal than traditional hiring methods, but there are still
some crucial steps to follow when completing it. While hiring managers needn’t carry out
background and CV checks and may not require an in-depth application from candidates, following
the steps below will ensure a streamlined and legitimate internal recruitment process.

Assess the candidates

While a formal interview may not be necessary when recruiting internally, there should be an
appropriate assessment of the applicants. This could consist of an informal meeting with a hiring
manager, or candidates might be asked to take a test or provide a portfolio of work for evaluation.
When hiring internally, an employee’s previous achievements and progress within the company can
be easily accessed and evaluated using an HRIS

Notify unsuccessful candidates

When recruiting internally, it is crucial to notify the unsuccessful candidates as quickly as possible.
They should be informed of the news by the hiring manager, either via a rejection letter/email or in
person. A one-on-one meeting with an applicant is a great way to explain why they were
unsuccessful and suggest some areas and skills for improvement. Managers can also research
training possibilities for these employees to provide them with alternative development routes
within the organisation.

Not only that but also local staff We are all aware that we live in a global community and that is a
reality. For many HR professionals, it is becoming common to not only focus on a local workforce, but
also a global one.

Many HR network contributors have also shared their views about hiring international co-workers to
help grow business and train new employees in a foreign country. In this article, let’s look at the
other side of the coin: hiring locals over expats

According to the Financial Times an employee who is sent to live abroad for a set time period is
called an expatriate employee. An expatriate is expected to relocate abroad, with or without family,
for as short a period as six months to a year; typical expat assignments, usually, range from two to
five years.

The people with the necessary job skills could be limited

Depending upon the product, your choice of candidates may be limited. That doesn’t mean a
company can’t hire local and then train the new workforce. It just means more money and time
spent bringing the local workforce up to the expected skill level.

Locals may not understand the company’s values or common practices

Depending upon where a particular company was founded, it’s fair to say it derives some of its values
and common practices from its country of origin. Transplanting those to another country and
another culture can be problematic.

Hiring local over expatriates or vice versa is a big decision. Here are some things to consider.

Make sure to focus decisions on the local culture. Is the foreign culture similar enough to the one
where the company is already located? Are there ways to learn from the foreign culture and work
some of its best qualities into the business model?

Think of the big picture. If the company is opening an office branch in a foreign country, what are the
future plans? Will the company continue to grow into other countries? If so, try to plan for that
eventuality. Construct a global plan and pick places that make sense based on where the company is
already located.
REFERENCES

• Zielinski, Dave (, 2013). “HR Technology: Referral Booster”. Society for Human Resource
Management (SHRM)
• Gusdorf, M. L. (2008). Recruitment and selection: Hiring the right person. USA: Society for
Human Resource Management.