Prepare a 3-page plan that states your recommended course of action
and analysis for hiring internally or externally for the provided
scenario.

Talent is getting harder for organizations to attract and retain,
and employee turnover is very costly. But there is much more lost than
that. Today, teams collaborate and cooperate with each other to develop
and complete projects, and support customers in business-to-business
operations. Internal promotion programs are among the most important
attributes of a powerful and recognizable retention effort. Upward
mobility is essential to the hopes and expectations of many employees of
the organization. Internal opportunities for promotion show a clear
commitment by the organization to the development and retention of its
employees. In this assessment, the SHRM behavioral competencies of
Leadership and Organizational Navigation and the HRM content knowledge
area Employee and Labor Relations will support your recommended course
of action for an important hiring decision in a workplace scenario.

Introduction

Scenario

You are a newly hired HR professional in a small private sector
company that provides a broad spectrum of products for the cruise ship
industry. The company repackages standard personal grooming products,
perfumes, and lotions into smaller gift packages appropriate for
customer appreciation gifts. There are 300 employees in the firm and the
organization has a history of a stable workforce with very limited
turnover. Recently, the company gained over 200 employees and there are a
number of supervisory and managerial positions that need to be filled.
The CEO has asked you to work with him to fill positions based on an
organizational structure he has just created. It is rumored that the CEO
has spoken discreetly to two internal candidates about the position and
feels no need to take any action to announce the position
internally. It should be noted that the employee manual specifies that
all vacant positions be announced both internally and externally. New
supervisors and managers are needed in sales (one), marketing (one),
operations (two), and security (one). Each of these areas has seasoned
employees eager to compete for jobs though some may not be as qualified
as external candidates.

Your Challenge

You are now in a situation with a tough call to make. As the
responsible HR professional, you must consider and decide which
course of action will provide the greatest benefit for the company and
its employees, and how to make a persuasive argument for your
recommendation. Your options are to support the CEO’s guidance, or to
take a hiring position that protects the organization’s legal posture
and maintains an ethical work environment.

Instructions

Prepare a 3–page plan that states your recommended course of action. Along with your recommendation, include the following:

• Analyze how your proposed HR solution to an HR challenge contributes to organizational goals and strategies.
  • Should you just follow the guidance of the CEO, or discuss the consequences of placing unqualified people in managerial roles?
  • What might be the implications to you and the organization, if you remain silent without any further discussion?
  • What is the potential opportunity cost of ignoring outstanding external candidates?
• Describe key legal factors you considered in the formulation of a proposed HR solution.
• Explain the role of the HR practitioner in advancing a proposed HR solution.
  • Explain briefly the role you will take to influence the eventual
    outcome. Consider aspects of leadership, negotiation, and consultation.
  • Include the pros and cons for promoting internally versus
    externally. Consider the implications to the organization and its
    operations when selecting from both of these populations.
• Discuss the application of any SHRM behavioral competencies to the process of solving an HR challenge.
  • Which SHRM behavioral competencies are most directly applicable to a successful resolution of this challenge, and why?

Additional ​Requirements

The deliverable for this assessment applies professional skills in
HRM to workplace situations that you will likely encounter in your
day-to-day work in HRM. As part of your learning, we focus on the
development of effective professional communication skills for the
workplace. Your assessment should meet the following additional
requirements:

• Length: Your plan should be 3– typed, double-spaced pages, plus the cover and resources pages.
  • The first page should be a cover sheet with your name, the
    course number, assessment title, and date. No other information is
    required on this page.
  • The last page should be the reference list.
• Organization: Make sure that your assessment writing is well organized, using headings and subheadings to organize content for the reader.
• Font and font size: Times New Roman, 12 point.
• Resources: Use 2–4 references from trade publications.
• Evidence: Support your assertions with data and/or in-text citations.
• APA formatting: Resources and in-text citations are formatted according to current APA style and formatting.
  

  Recruitment and Selection

• Usmani, S. (2020). Recruitment
  and selection process at workplace: A qualitative, quantitative and
  experimental perspective of physical attractiveness and social
  desirability. Review of Integrative Business and Economics Research, 9(2), 107–122.

Performance Management

• Dessler, G. (2020). Human resource management (16th ed.). New York, NY: Pearson. Available in the courseroom via the VitalSource Bookshelf link.
  • Chapter 9, “Performance Management and Appraisal.”
• Moon, S. H., Scullen, S. E., & Latham, G. P. (2016). Precarious curve ahead: The effects of forced distribution rating systems on job performance. Human Resource Management Review, 26(2), 166–179.
• Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review, 40(6), 684–697.