HR Challenge: Selecting the Right Candidate (Internal – External)





* For the HR Challenge: Selecting the Right Candidate (Internal – External), you will prepare a 3–4-page paper that states how and why you would address possible courses of action if you were the Vice President of Human Resources (VP of HR) for a sales division that has had high turnover.

* What You Need to Know

Organizations are consistently faced with the question of whether they should seek internal or external candidates for advancement opportunities. Among the 20 new positions that have to be sourced for the new research and development branch, there are two supervisory positions. There is a lot of chatter among current employees, some who will want to apply for the supervisory positions. Kimberly and Dana are a bit apprehensive about how this will work out. The hiring manager has made a public statement that he has no preference, but he has also made private statements to the staffing director that he would prefer to hire new managers from outside the company.

Kimberly and Dana are working on sourcing the supervisory positions first before they work on the 18 other information technology positions that have to be filled in a difficult market. The local and national recruiting markets are very competitive, and Kimberly has been told that she will be able to fund four positions with a moving allowance. This means local candidates must fill 16 positions. What advice would you give Kimberly on this matter?


Use the following resources to help you explore hiring from within, or looking externally, in order to complete this week’s discussion:

External Recruitment

* Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). New York, NY: McGraw-Hill Education. ISBN:9781259756559.

* In Chapter 5, read the following sections:

* Strategic Recruitment Planning, pages 208–218.

* Communication, pages 223–235.

* Strategic implementation, pages 236–250.

* Internal Recruitment

* Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). New York, NY: McGraw-Hill Education. ISBN:9781259756559.

* In Chapter 6, read from the following sections:

* Strategic Recruitment Planning, pages 271–282.

* Strategy Implementation: Recruitment Sources, 286–295.






HR professionals should anticipate a need before it actually happens in the organization, at least to the greatest possible extent. As the managers of the organization’s most valuable resource – people – even the smallest negative influences can have a major impact. Part of anticipating these needs is knowledge of employee engagement and the Gallup model of the employee life cycle. Then, HR pros need to be able to research the situation and provide leadership with options for a solution to the employee or workplace issue the organization is facing. This assignment takes the learner to the HR role, having to respond to a situation that introduces one of a group of first-line supervisors who are not sufficiently engaged with their direct reports.


Currently, CapraTek is experiencing what senior leaders in the organization consider poor engagement. In some cases, supervisors and managers are disconnected from their subordinates. Some leaders are being seen as insensitive to their direct reports’ professional needs and desires. Based on information gathered, gossip and actual formal complaints, many employees say they do not see their first-line supervisors as invested in their futures, so they only focus on getting work done.

Among the many supervisors at CapraTek is Karla, whose employees and others have recently approached the HR department about the lack of connection, recognition, and professional development offered from first-line supervisors to employees. Karla has a history as a good supervisor; she is quite shy and reserved and supports her employees but is not really engaged with them and spends way too much time in her office. She avoids making contact with her direct reports and has not nominated any of them for recognition in four years, something that every other leader in the organization does. These types of complaints have been repeated by the employees of two other supervisors in CapraTek.

Alley is an HR Pro at CapraTek, responsible for the organization that Karla and her employees are part of and is about to attend a meeting with senior leaders. The senior leaders have been doing a lot of chatting amongst themselves about employee engagement. Alley wants to be ready to ask the questions she knows are coming, and she wants to have a plan of action to present to senior leaders if they ask what strategy she is planning to use to address the employee engagement challenge. The HR pros are now in a situation where they will need to collect information from employees about their attitudes and opinions on their supervisors, managers and the leadership overall.  Exactly how this will be accomplished is a major component of this assignment.

Your Challenge

As an HR professional at CapraTek, you have been tasked with putting together an internal memo that briefly describes the employee engagement issues that have been observed and options that the leadership team could consider to address the engagement issues in advance of a meeting with the organization’s leadership team.


Write an internal memo of approximately 2–3 pages that an HR professional could use as a reference when attending a meeting with the organization’s leadership team. Include the following in the memo:

* Format your paper as an internal memo that includes the following fields at the top of the page:

* To, From, Internal Memo: CapraTek Employee Engagement, Date.

* The rest of the memo can be written as a normal paper including an introduction, conclusion, and the following elements:

* Describe the current employee engagement situation at CapraTek as observed from the weekly introductions and discussions in the course.

* Explain the stages in the employee lifecycle according to the Gallup model.

* Explain theories of motivation that lead to organizational commitment, employee retention, and employee development.

* Prepare a list of tools and practices that could be used to collect data about employee engagement at CapraTek.

* What are the actions that could address the engagement problems?

* Analyze what criteria would be present for you to know that employees at CapraTek are engaged and functioning as effectively as possible in the workplace.

* What is the ideal state of employee engagement?

* What would that look like in the day to day work of employees?

Submission Requirements

The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which 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.

* Length of paper: Your memorandum should be 2-3 double-spaced pages, including the resources page.

* Organization: Make sure that your assignment writing is well-organized, using headings and subheadings to organize content for the reader.

* Font and font-size: Times New Roman, 12 point.

* Number of resources: A minimum of 4-course readings.

* Evidence: Support your thoughts and ideas with data and/or in-text citations. Use current APA format for in-text citations and create a reference list at the end of your documents.

* APA formatting: Resources and in-text citations are formatted according to current APA Style and Format.

* Written communication:

* Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.

* Write for a specific audience, using the vernacular of the profession.

* Use spell-check and other tools to ensure correct spelling and grammar.