Internal Recruiting: The assessment of an employer's current staff to ascertain if any current employees are sufficiently skilled or qualified

to perform required job vacancies. When a business engages in internal recruitment, a current employee might be reassigned to the new position by giving them either a promotion or an internal transfer. A number of internal recruiting methods are used for different levels of jobs. One of them is non- exempt jobs. Non-exempt employees are subject to the wage and hour laws established by the Fair Labor Standards Act (FLSA), a US law that was enacted in 1938. Employees defined as such must be paid at least the minimum wage determined by the US Congress or the states in which they work, whichever is higher. Non-exempt employees must receive overtime pay at the rate of one and a half times their regular rate of pay for each hour worked above 40 hours a week. Other Is Exempt Job. Exempt employees are sometimes called "white-collar" workers, named after the white dress shirts worn with a business suit. They are executives, company administrators, outside sales and professional employees who typically earn a salary or commission versus an hourly wage. The exempt employee must be paid his full salary every week without consideration for the number of hours worked. Advantages of Internal Recruiting: When internal recruiting is used, the vacancy is filled by a person of known ability. Because the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees. Tesco, the leading retailer in the United Kingdom, has implemented an innovative "store swap" program to reduce their external recruiting costs, enhance employee retention, and benefit cash strapped part-time employees who are also university students. A single phone call to a national hotline allows students to transfer from the store where they normally work during the school year to a store in their home town during the holidays, then transfer back when university classes resume: The program helps to retain trained staff by making temporary intern~ recruiting as easy as possible.

Disadvantages of Internal Recruiting: If the organization is expanding rapidly, there may be an insufficient internal supply of qualified individuals above the entry level. This situation may result in people being promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy is created the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. In one organization, 195 initial vacancies eventually resulted in 545 job movements. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. They may involve a bureaucratic nightmare of forms, waiting times, eligibility lists, and requirements of permission to interview from the candidate's current superior. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting. Internal Recruiting For Non-exempt Positions: Some small or nonunionized companies have an informal system for locating promotable employee. When openings occur, the hiring manager may rely on memory to suggest candidates or may ask supervisors to recommend employees who appear qualified. The obvious drawback of such a system are that 1. 2. Good candidates may be overlooked, Favoritism may be display, And

3. Qualified candidates may be hoarded by supervisor who prefers to keep them in department rather than recommend for deserved promotions elsewhere. There is a model of internal recruiting system. The most commonly used system for internal recruiting is job posting and bidding. The HR manager posts openings on bulletins boards, publishes them in an in house newspaper, or posts them on companys intranet. Employees nominate themselves if they are interested in being considered for an opening. Many large or unionized companies use this method, and all but the very top civil service jobs are filled by this method. Job postings describe the position, location, pay rate and qualifications and encourage all interested employee to apply. The hiring manager and an HR representative evaluate the candidates and make the selection decision. Employees who apply but are not selected often receive feedback.

In unionized companies, the basis of selection and other details of the posting and bidding process are spelled out in the union contract. Two types of clause are common. 1. The hiring manager will select the applicant with the most seniority if he or she is at least minimally qualified. 2. The hiring manager will select the most qualified person but that if there are two equally qualified candidates, the hiring manager will choose the one with more seniority. Internal Recruiting for Exempt Positions:

Types of Exempt Positions: 1. Regular or continuing exempt positions are established and funded on continuing twelve-month or a cyclic basis at either a full-time or part-time level by the College. Appointment to a regular exempt position is through an internal-only competitive process, an external competitive process, or by waiver. 2. Temporary exempt position appointments are made to temporary positions for no more than a one-year period and are not expected to become regular continuing positions. Temporary positions are either full-time or part-time exempt positions funded on either a twelve-month or cyclic basis for a temporary period of up to one year. A temporary exempt position appointment may also be made to a regular exempt position which is temporarily open due to an incumbents incapacity or unavailability. 3. Project exempt positions are full-time or part-time twelve month or cyclic exempt positions supported on a short-term basis with grant, contract and/or College reserve funds for the completion of a specific project. Exempt project positions will normally last only for as long as the funding is available but not beyond the duration of the project. Project positions and/or appointments may become regular appointments through an internal-only competitive process, an external competitive recruitment process or when an exception is made through the waiver process. Exempt Position Salary Level Assignment: All exempt positions are assigned by Human Resource Services staff to a salary level in the Colleges Exempt Compensation Plan. Human Resource Services staff will review the position description and determine the salary level and whether the position is overtime-eligible under federal and state laws. Human Resource Services staff will consult with the Appointing Authority prior to finalizing the assignment of the salary level to an exempt staff position.

Mechanisms for Exempt Position Appointments: 1. External Open Competitive Recruitment: Appointment to a regular, temporary, or project exempt position vacancy will be through an open competitive recruitment process which includes targeted external outreach and advertising of the open exempt position, designed to recruit a diverse and qualified candidate pool for vacant exempt positions. 2. Internal-Only Recruitment: Appointing authorities may request use of an internal-only recruitment process, which may be used to recruit for special skill sets and expertise specific to a College position requirement, when a sufficient number and diversity of qualified potential staff candidates exist. Human Resource Services staff is responsible for verifying that there is a sufficient supply of diverse and qualified staff to warrant an internal-only recruitment. 3. Temporary Appointments or Assignments may be made for up to one year whenever a need exists to fill an exempt position quickly and on a short-term basis. Appointing authorities will submit an approved Personnel Request Form along with a position description to Human Resource Services staff before filling a temporary position and/or appointing someone to a temporary exempt position. An Appointing Authority with divisional Vice President Approval may request extension of the temporary appointment for an additional six months, under extraordinary circumstances. Temporary positions and/or assignments may not become either a regular or a permanent appointment except through an open recruitment process or by the waiver appointment process. 4. Waiver Appointment Process: Appointment by waiver is defined as an exception to the Exempt Staff Appointment procedure, where appointment to a regular continuing and/or project part- or full-time exempt staff position is made without competitive recruitment, posting and/or public advertising of the exempt vacancy as normally required. Waiver appointments are made in accordance with the waiver request process described below. Waiver Request Process: A waiver appointment may be made to a regular or project exempt position under certain limited, special circumstances. The waiver request process requires that the appropriate Division Vice President submit the following to Human Resource Services staff:

Personnel Request Form; Updated exempt position description; Candidates resume; and

Narrative from the Appointing Authority which includes:

Affirmative Action record of the relevant division and department unit (available through the Equal Opportunity Officer); Explanation of the special circumstances prompting the request to fill the position by waiver, the rationale for appointing the proposed candidate on a waiver basis; and Documentary evidence that the candidate has the necessary qualifications and knowledge, skills and abilities to perform the essential functions of the position. Human Resource Services staff will verify that all documents are submitted and complete, and will then forward them to the Exempt Waiver Committee for approval or denial of a waiver. The Exempt Waiver Committee is composed of the President, Vice Presidents, Associate Vice President of Human Resource Services, and Equal Opportunity Officer. The determination to grant a waiver will base upon the information submitted in the waiver request, as outlined above. Recruitment and Screening Process: Recruitment initiation for any new and/or replacement vacant exempt position will be authorized through submission of a Personnel Request Form along with a position description approved by the appropriate Appointing Authority, Budget Coordinator, and Vice President or the President. In consultation with Human Resource Services staff, Appointing Authorities shall submit, along with the Personnel Request Form, a position description which identifies the position purpose; essential functions; knowledge, skills and abilities; and necessary qualifications. In accordance with the Colleges Affirmative Action Plan, Appointing Authorities are encouraged to interview and consider qualified exempt staff members, especially those affected by position discontinuation or other restructuring efforts, for vacant positions. Human Resource Services staff is responsible for administration of the exempt recruitment and appointment process. Human Resource Services will ensure that the recruitment plan and the applicant screening and selection process comply with the U.S. Equal Employment Opportunity Commissions Uniform Guidelines on Employee Selection Procedures and the requirements of the Washington State Human Rights Commission.

Recruitment Procedures:

1. Position Vacancy Announcements: Position vacancies, for regular full-time and part-time external exempt positions, shall be published for at least ten (10) calendar days. Consistent with the Colleges Affirmative Action Plan, Human Resource Services staff will target the outreach effort, in cooperation with the Appointing Authority, to community and professional groups and organizations, in a way designed to recruit a diverse candidate pool. 2. Application: Candidates must complete all required application materials and deadline in order to be considered for the position. Selection Process: The selection process will be a cooperative effort between Human Resources Services and the Appointing Authority and may be subject to hiring approval by the divisional Vice President. The search committee will make recommendations to the Appointing Authority based on candidates strengths and weaknesses. The Appointing Authority may elect to interview any or all of the candidates recommended prior to making a hiring decision. Appointment Requirements: Exempt appointments shall be based on the position requirements, and therefore shall be made on the basis of a candidates/appointees qualifications and knowledge, skills and abilities necessary to perform the essential functions of the exempt position. Appointment to an exempt position shall only be made by a Board of Trustee-authorized Appointing Authority. the Colleges Background Check procedure, the Appointing Authority, President, and/or Vice President (or designee) who is authorizing the appointment is responsible for conducting any applicable reference and pre-employment background checks; and obtaining documentation of appointees relevant qualifications, including transcripts, diplomas and credentials. It is the responsibility of the candidate/appointee to furnish requested documentation. Documentation will be retained in the Human Resource Services office. In those cases where questions arise, the burden of proof concerning the validity of such documentation lies with the candidate/appointee; not the College. Criminal system background checks required by either state law and/or college procedure will be conducted by the Human Resources Services office. The cost of background will be the responsibility of the hiring department. Prior to the Appointing Authority or designee extending an offer of employment to a candidate, he or she will confirm with Human Resource Services staff that the salary offer amount is in keeping with the Colleges Exempt Compensation Plan. Letters of Appointment: The Appointing Authority will select the finalist for appointment, after which Human Resource Services staff will issue a formal Letter of Appointment/New Employee Letter.