I am interning with a large group of companies, and they launched the internal job posting policy for managerial positions in 2015. Since then, they have received a very low response. For every job opening, there are 0-5 applicants only, and most of the time, no applicants. I am assigned the task of identifying the reasons for the low response. Can anyone suggest how to go about this task and possible reasons for the low response?
Some obvious reasons are employees not wanting to relocate, some not being interested in the job openings, and some being satisfied with their current jobs. However, there seem to be other reasons beyond this. As the company is really huge, a healthy response is expected from the employees. At least 5 applicants per vacancy are expected. Can anyone help me with this?
From India, Delhi
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Some obvious reasons are employees not wanting to relocate, some not being interested in the job openings, and some being satisfied with their current jobs. However, there seem to be other reasons beyond this. As the company is really huge, a healthy response is expected from the employees. At least 5 applicants per vacancy are expected. Can anyone help me with this?
From India, Delhi
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Dear NB_Student,
What is the nature of your industry? Does the group have companies from various sectors? What is your designation? Will you conduct this study alone, or will you be assisting some seniors?
Reasons for the poor response to internal job vacancies could be varied. However, a poor response reflects your company's culture. You need to determine if there is a uniform culture across the group or if each sub-group operates independently. If the latter is the case, an individual working in a different sub-group may be reluctant to take risks and would likely prefer the status quo.
Multinational corporations, especially American ones, have made efforts to standardize their cultures. Consider GE as an example. Whether it's GE Medical, GE Power, or any other SBU, GE maintains a consistent culture overall. This practice enables GE to seamlessly transfer personnel from one continent to another or from one SBU to another.
A second reason could be the lack of job rotation. Encouraging job rotation within the SBU itself may help. It's possible that managers in your company have established a particular way of operating and are resistant to change.
The third reason could be a lack of career ambition among managers. Do they possess a strong desire for advancement, or do they prefer more moderate growth?
Another contributing factor could be inadequate career planning. How many managers have a formal career plan in place? If there is a plan, who developed it, and based on what criteria?
To identify the root causes of poor responses to internal job vacancies, conducting a survey is essential. By asking both direct and indirect questions, you can uncover the underlying reasons.
Thanks,
Dinesh Divekar
From India, Bangalore
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8218What is the nature of your industry? Does the group have companies from various sectors? What is your designation? Will you conduct this study alone, or will you be assisting some seniors?
Reasons for the poor response to internal job vacancies could be varied. However, a poor response reflects your company's culture. You need to determine if there is a uniform culture across the group or if each sub-group operates independently. If the latter is the case, an individual working in a different sub-group may be reluctant to take risks and would likely prefer the status quo.
Multinational corporations, especially American ones, have made efforts to standardize their cultures. Consider GE as an example. Whether it's GE Medical, GE Power, or any other SBU, GE maintains a consistent culture overall. This practice enables GE to seamlessly transfer personnel from one continent to another or from one SBU to another.
A second reason could be the lack of job rotation. Encouraging job rotation within the SBU itself may help. It's possible that managers in your company have established a particular way of operating and are resistant to change.
The third reason could be a lack of career ambition among managers. Do they possess a strong desire for advancement, or do they prefer more moderate growth?
Another contributing factor could be inadequate career planning. How many managers have a formal career plan in place? If there is a plan, who developed it, and based on what criteria?
To identify the root causes of poor responses to internal job vacancies, conducting a survey is essential. By asking both direct and indirect questions, you can uncover the underlying reasons.
Thanks,
Dinesh Divekar
From India, Bangalore
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Internal Job Application.doc
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