Internal transfers

Internal transfers (internal recruitment) is a type of recruitment involving the recruitment of employees from own employee resources; it is addressed to employees already employed in the company. Recruitment is mentioned as one of the four main phases when recruiting an employee. These activities include planning, recruitment of employees as well as selection and adaptation. The task of recruitment is to obtain and select the right people for a particular job, which results in the implementation of goals set before the organization. It should be noted that in the recruitment process, the employer does not obtain only the employee himself, as well as his skills, experience or knowledge, which enables him to carry out appropriate tasks at a given job position. Internal shifts are one of the most important tools of internal marketing, because the employees in the organization are convinced that the career path is open to him in the company. Internal recruitment can be divided into open and closed. Recruitment is closed by the process in which messages are passed only to selected persons, while limiting access to these messages to other employees. Open recruitment is the process of publicly announcing recruitment information so that it is available to all employees in the company.

Acquiring employees through internal recruitment is an easier, less costly and socially understandable process. It uses the results of personnel audits, periodic feedback, the position of superiors, and work efficiency. The conducted research shows that most companies prefer internal shifts and inform employees about the possibility of changing jobs, proclaiming: "if you need someone - look first at your own employees. Are your employees, members of your group more devoted to your organization? "

Organization of internal recruitment

Internal transfers can be organized at:

• competition principle - the best person wins
• seniority - promotion based on seniority, general or organization. It has a connection with the culture in the company, in which some features of employees are taken into account or not,

the principle of compromise - it is about determining who will get a promotion between people affecting the distribution of people in the position,

• the principle of economic realism - this principle speaks of employment in any position of an employee who for definite reasons can no longer perform his duties in his current position, and for example, an employee from work can not be dismissed.

Domino effect

The direct phenomenon related to the internal shift is the "domino effect" or "waving effect". This is related to the fact that the employee who received the promotion leaves his / her current position, and thus a free job appears which includes another employee. The waving effect can be a burden because you have to recruit employees for several jobs at the same time. The higher the ranking there is a free job, the more positions should be filled at lower levels. This leads to the fact that internal recruitment does not last without end, at some point you should hire a person from outside or reorganize the organizational structure.

Advantages and disadvantages of internal shifts

Advantages:

• the employee has a lot of knowledge about the organization and the employer knows a lot about the employee,
• strengthening the employee's motivation to act,
• The company's culture is strengthened,
• identifying the employee with the organization,
• lowering staff fluctuation,
• increased chances of retraining within the organization.

Wady:

• too high requirements for people known in the organization,
• a situation in which a promoted person in a company does not meet expectations in new circumstances,
• maintaining old habits,
• jealousy of other employees towards the person who was promoted,
• limiting the choice of employees,
• no entry of "fresh blood", another look (creative) on the company,
• the threat of wrong choice, the employee getting inside the "incompetence summit".

Benefits resulting from internal shifts are visible both in the organization and employees. It can be assumed that these advantages have a character:

• organizational (easier procedures, less complications after the employee's acceptance),
• financial (lower direct and indirect costs),
• socio-psychological (shorter or unnecessary adaptation, supervisors know the employee and vice versa, a good way to motivate, etc.) ".

On the other hand, defects can take on a socio-psychological character, because it is related to human nature (promotions arouse the jealousy of other employees who have not promoted). It can cause effects for individual employees but also for the whole organization, through: reduced productivity, work genre, increased competition, deterioration of the atmosphere at work).

Examples of Internal transfers

• Promotion: Promotion is one of the most common forms of internal transfer. It involves the advancement of an employee to a higher position within the same organization. This type of transfer is usually accompanied by a salary increase and other benefits.
• Job rotation: Another form of internal transfer which involves transferring an employee from one position to another within the same organization. Job rotation allows employees to gain experience in different areas of the organization, which can help to improve their skills and broaden their knowledge base.
• Career change: Career change is the process of changing an employee’s job from one department to another. This type of transfer is usually conducted when the employee is looking to expand their skills and knowledge by taking on a new role in a different department.
• Transfer of location: This involves moving an employee from one geographical location to another. This type of transfer is usually conducted when a company needs to relocate its operations to a different location.

Other approaches related to Internal transfers

• One approach related to Internal Transfers is job rotation which is a method of personnel management in which employees are moved between different tasks and positions on a regular basis. This approach allows employees to gain a broader understanding of their organization and to gain new skills and knowledge.
• Another approach is job enrichment which is a form of job design which involves adding additional responsibility and tasks to a job. This approach is used to increase the level of challenge, autonomy, and satisfaction that employees feel from their job.
• Yet another approach is job enlargement which is an approach to job design that involves increasing the number of tasks associated with a job. This approach is used to reduce boredom and increase employee motivation.

In summary, Internal Transfers involve recruitment of employees from own employee resources, and there are several approaches that can be used to improve the recruitment process, such as job rotation, job enrichment, and job enlargement. These approaches can be used to increase the level of challenge, autonomy, and satisfaction that employees feel from their job.

Internal transfers — recommended articles

Internal training — Job enrichment — Displacement of employees — Career pathing — Organizational progress — Distribution of decision-making powers — Delegation of authority — Coaching and mentoring — Adaptation process

References

• Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic management journal, 17(S2), 27-43.
• Gregan-Paxton, J., & John, D. R. (1997). Consumer learning by analogy: A model of internal knowledge transfer. Journal of Consumer Research, 24(3), 266-284.
• Lord, M. D., & Ranft, A. L. (2000). Organizational learning about new international markets: Exploring the internal transfer of local market knowledge. Journal of international business studies, 31(4), 573-589.