Public sector agencies often look at current staff first to fill vacancies in the workforce. In fact, many public agencies give extra credit or points to employees already working for the organization; the city of St. Louis, for example, gives additional points to candidates who already part of the workforce. In some cases there may be collective bargaining agreements in place that stipulate that incumbent employees should receive preferential consideration.
Preference for incumbent employees may also exist in many nonprofit agencies in which program stability and connections to the community and funding sources are important. In these cases, employers would first consider the internal labor market.
For internal recruitment to work, agencies need to be proactive and incorporate strategic planning into their human resources practices. Organizations need to track the KSAOCs needed for the various jobs within the organization. Employees who possess those needed skills, whether they be administrative, managerial, or technological, should be identified. HRM departments and department managers should work together and make workforce projections based on the present level of employee skills. They should review transfers, retirements, promotions, and termination patterns. They should do succession planning, whereby individuals are identified who might fill positions when an incumbent leaves. This requires keeping track of and updating the records of each employee’s KSAOCs and the demands required of each position.
- jeddahLv 51 0 年前最佳解答
這些單位需要將策略暨併入人力資源實務(活動)中，以使得內部徵才運作。組織需要招處不同工作的KSAOC'S (Knowledge, skills, abilities, and other characteristics)，擁有這些技術的員工不管是在行政、管理、技術領域，都應該被找(標示)出來。人力資源管理部門和部門主管應該依據現有員工的技術水平，共同做出人力預測。應該要檢視轉調、退休、晉升和結束契約等各種模式。他們應該做出接班人計畫(succession planning)，即界定出某個特定的員工，當某個現職員工離職時可以填補該職缺。這個需要不斷的尋找及更新員工的KSAOC'S紀錄，而且每個職位都需要。
第二段 in which program stability and connections to the community and funding sources are important的部份，我認為他只是解釋非營利組織的特性，不影響全段文字，所以就跳過了。參考資料： 自己是HR＋字典