Internal Candidates Research Articles

Improving Process Hazard Analysis (PHA) outcomes to better manage critical controls in mining industry: From PHA to verification in the field

AbstractProcess safety management in the mining and metals industry is relatively new compared to other high‐hazard process industries such as oil and gas or chemicals. Practices are less mature and are developing, transferring from other industries, and using the International Council on Mining and Metals (ICMM) guidance to manage critical controls. This paper shares how Rio Tinto, a leading mining and metals company, has improved its critical controls management practices. Focus is put on how the company has improved the quality of its process hazard analyses (PHAs) and critical controls management activities through a series of actions. This covers clarification of the methodology used, development of training packages, revision of the methodology used to identify critical controls, development of a PHA facilitation approval process and a PHA facilitation approval committee, implementation of a training and coaching program for internal candidates, and development of assurance activities to monitor effectiveness of the process. These actions have resulted in very encouraging results in terms of overall quality of the PHAs, effectiveness of the PHA approval process to support the new methodologies introduced, and the development of internal facilitation capabilities.

Internal versus external CEO hires: key differences

PurposeHistorically, most CEOs were promoted from within the organization. The internal candidates offer continuity, are well known to the Board, and have deep institutional knowledge. However, if the Board is seeking changes to the firm’s strategy, operations, or culture, they turn to outside candidates with proven track records. Shareholders react positively to the announcement of an external successor but the longer-term evidence on the performance front is mixed. Most empirical studies have tended to focus on a narrow aspect of the hiring choice, whereas we undertake a more holistic examination involving various elements.Design/methodology/approachWe consider the salience of the CEO hiring choice from several perspectives: educational background, gender, compensation, and firm performance. We use a propensity score matching approach to ensure comparability between internally promoted and externally hired CEOs. The observed covariates for the matching algorithm include firm size, CEO tenure, and industry sector.FindingsWe find that external CEOs are significantly more likely to have received their undergraduate degree from an elite institution, majored in a STEM discipline, and earned an MBA credential. They earn higher total compensation (with a higher proportion of equity-linked performance pay) but do not outperform in terms of the ROA or Tobin’s Q metrics. Gender does not appear to play a distinguishing role in the internal versus external hiring choice. We also do not detect significant differences in firm performance outcomes associated with educational pedigree, a STEM education, or an MBA credential, whether the CEO is internally promoted or hired externally.Originality/valueOur paper contributes by providing novel evidence on the impact of educational background on external CEO hiring decisions. Our findings carry implications for testing hypotheses stemming from signaling theory and exploring the significant role of social networks associated with elite educational institutions. Also, the finding that externally appointed CEOs do not outperform their internally promoted counterparts may be noteworthy for corporate boards' hiring committees, especially when reviewing candidates who are edge cases.

INNOVATION IN RECRUITMENT IN TALENT ACQUISITION: A STUDY ON TECHNOLOGIES AND STRATEGIES ADOPTED FOR TALENT MANAGEMENT IN IT SECTOR

Talent acquisition and recruitment are the undergoing processes that also essential for the organization but it also created challenges for the company to leverage the social network aggressively market their employee brand and it could employment every day. Sourcing people in a new place with the help of social media tool creating and opportunity for the internal candidates and leveraging the use network of referral by making relationship within the company the study mainly focus on the innovation in recruitment internal acquisition by making a study on technologies and strategies which are adopted by the talent management in the IT sector, Apart from this the study also provided the complete background of these study by discussing the different and new methods of the equipment process that highly focused to use in technologies and other studies adopted acquired in talent in the IT sector. Overall, innovation in recruitment aims to make the process more efficient, effective, and engaging for both employers and candidates. By embracing new technologies and creative approaches, companies can stay ahead in the talent acquisition game and attract the best candidates for their organizations. Inovation in recruitment and talent acquisition refers to the use of new and creative methods to attract and hire the best candidates for a job. It involves thinking outside the box and leveraging technology and data to streamline the hiring process. With the rapid advancements in technology, there are various innovative approaches being used in recruitment. Another innovative method is the use of gamified assessments. These are interactive and engaging assessments that simulate real-life scenarios and test candidates' skills, knowledge, and problem-solving abilities. By incorporating elements of gamification, recruiters can make the assessment process more enjoyable and immersive for candidates.

The relations between succession planning on organizational competitiveness and employee well-being in the UAE

Succession planning can be defined as identifying critical roles in a company and the core skills associated with those roles and then identifying possible internal candidates to assume those jobs when the incumbents leave, so the research aimed to analyze the relations between succession planning , organizational competitiveness and employee well-being in the UAE. This study will also contribute to determining decision-making. The current research will play an essential role in providing more detail regarding employee engagement in improving compliance. It will provide insights into influencing the performance of the talented employees and enable organizations to develop, retain, and encourage talent to meet their future and current needs in the Emirati public sector. so The context of the study is divided as follows: Part I involves the review of previous literature. Part II reviews the theoretical and conceptual framework.

Accelerated Fellowships Applicable Across all Subspecialty Areas of Diagnostic Radiology as a Catalyst for Academic Recruitment

To build a sustainable faculty development program based on potential acceleration of all subspecialty fellowships types into the PGY 5 year. Single center experience in programmatic change to enhance faculty recruitment. Diagnostic Radiology (DR) residents apply to subspecialty fellowships per SCARD Fellowship Embargo Guidelines. Based on projected faculty hiring needs, internal candidates are vetted and agree to enter an accelerated fellowship. The commitment is two years: the PGY5 senior year schedule prioritizes rotations in the subspecialty area while fulfilling requirements of all DR graduates, including call. Accelerated fellows (AF) participate in junior faculty development and concentrated mentoring. A subsequent instructor faculty year within our department is required to ensure professional maturity and provides financial remuneration greater than PGY 6 fellowships. From July 1, 2018, to June 30, 2022, 34 trainees have graduated from our DR program, and 32 have gone through the process of securing fellowships. Over this interval, our DR program has matched 7-9 residents per year. Up to four early specialization positions consisting of 2 Early Specialization in Interventional Radiology (ESIR), and 2 Early Specialization in Nuclear Medicine (ESNM), per year, are available. Over four years of the program, 8 residents participated in standard early specialization opportunities: 5 ESIR, and 3 ESNM. These 8 residents were excluded from consideration for AFs. Two additional residents declined fellowships, leaving 22 seeking standard fellowships for PGY 6 year. Six (26%) of those were approached as potential AFs; 3 (50%) agreed to and completed the 24-month process. 2 of 3 (67%) continue to serve on faculty after the required instructor year. The novel concept of early specialization outside of ESIR and ESNM presents an opportunity to tailor the PGY 5 DR year to increase recruitment to academic faculty positions.

Insider versus outsider – who is better? The case of Zyne furnishings

Case overview/synopsisZyne is a mid-sized Delhi-based firm engaged in the home linen business under the company’s brand name. Raman was the Managing Director of Zyne. In 2019, Prashanth the head of the second-best region (West) quit abruptly without grooming a successor. Prashanth’s team consisted of greenhorn executives whom he recruited from colleges. Raman has options of selecting a replacement for Prashanth from within the organization. Two candidates are in the reckoning, namely, Amit and Neha. Amit was 48 years old, a veteran in the business and associated with the Zyne group for over 15 years. He was a top sales performer in the Central region and was interested in relocating to the West. Twenty-seven-year-old Neha was industrious, talented and creative. Within three years of joining Zyne, she had proven herself as a go-getter with remarkable ability to develop strong channel partner relations. Raman had to decide whom to select from among the two or go for an outsider from the industry. Raman has to contend with selection issues related to insider vs an outsider. If one of the internal candidates is chosen how could he motivate the other to continue to perform and deliver? The case focuses on the challenges of recruitment of a Sales Manager (SM) in a small home furnishing business. Use of competency framing to validate the candidates is the high point of the caseLearning objectivesBy the end of case discussion participants should be able to understand the following: differentiate skills required in a sales leadership role as compared to that of a sales executive; evaluate the pros and cons of internal promotions versus hiring an outsider; apply the concept of competency framework to evaluate different candidates vying for the same position; and understand how a candidate not selected for the position understands the reasons thereof to enable improvements.Complexity academic levelStarted in 2010, Zyne Furnishings headquartered at Delhi, was in the business of selling home furnishings. Raman, a second-generation entrepreneur was Zyne’s Managing Partner. With help from his father Rajesh Gupta, Raman worked toward expanding Zyne’s business operations in India. Raman was facing a challenge because of the abrupt resignation of Prashanth, the Western Region SM. Prashant had done well in the region and assiduously built Zyne brand’s presence there. As Raman pondered over the ways of filling up the SM position, questions confronted him for which he did not have immediate answers. He had 30 days in which a replacement must be finalized. Raman looked at the file containing the applications of the two internal candidates, namely, Amit (Southern region) and Neha (Western region) who had applied for the position. What evaluation process should he adopt to ensure an objective assessment is done before deciding on which of the two candidates fit the bill? Given that it was the first week of January 2020 and the year-end targets had to be met by March, Raman knew time was running out. He had to take a quick call. Use of competency mapping to evaluate candidates is a high point of the case. This case can be used to enhance the participants understanding of the challenges of identifying the right candidate for a senior position and weigh the pros and cons associated with the selection. Motivating the rejected internal candidate through the procedural justice system adds value to the case.Supplementary materialsTeaching notes are available for educators only.Subject codeCSS 8: Marketing.

Presidential Address: The Next Generation Workforce, A Call to Action

Presidential Address: The Next Generation Workforce, A Call to Action

Recruitment of academic staff: An institutional logics perspective

AbstractRecently, a number of inbreeding cases have surfaced that have fuelled public criticism of recruitment practices and the lack of mobility in the Swedish higher education sector. This study focuses on recruitment practices at Swedish universities, particularly the divergence between what seems to be a practice of hiring internal candidates and a policy aiming at increasing mobility. The empirical material comprises 14 interviews with heads of departments at a selection of Swedish universities. Institutional logics are used as an analytical framework. It is found that academic recruitment is situated in a tangle of different practices and ideals comprising six logics: state, academic, managerial, market, community and family. Heads of departments show that recruitment practices are the result of several considerations where, for example, meritocracy, bureaucracy and loyalty do not always pull in the same direction.

Employer Search Behavior: Reasons for Internal Hiring

This article studies reasons for internal hiring, i.e., re-assigning or promoting an employee instead of recruiting an external candidate. We exploit a representative survey of establishments covering all European Union countries to measure employers’ search for internal candidates. Internal search is a widespread practice: 66% of establishments typically search internally. The accumulation of specific skills and the provision of incentives for employees are the main advantages of hiring internally in the theoretical literature. Ordered probit estimates show that on-the-job training and internal search are positively associated. On the contrary, incentive schemes such as variable pay are not associated with employer search. These results help to assess competing theories, and in particular, suggest that specific human capital is an important driver of internal hiring. Finally, we uncover two interesting facts that need further research: internal hiring is less likely in service firms and in non-competitive product markets.

Evaluating the Integrated Plastic Surgery Residency Match During the Novel Coronavirus Pandemic.

The COVID-19 pandemic had significant impacts on medical education and on the 2021 Match. Visiting student rotations at locations other than students’ home institutions were cancelled and residency interviews were hosted virtually. This study evaluated the impact that COVID-19 had on the 2021 Match including residency programs matching applicants from within their own institution as well as from within the same region. The sex of matched applicants in the Match cycles was analyzed as well. Data were collected from residency program websites, social media accounts, and communication with current residents. Data were tabulated and chi-square analysis was performed. The overall difference in matched internal candidates pre-/post-pandemic was determined to be statistically significant (8.3% increase; p = 0.004). The Midwest was determined to exhibit a significant increase for matching residents from medical schools in the same region (15.6% increase; p = 0.04). Female applicants were also determined to be significantly more likely to match into integrated plastic surgery programs in 2021. COVID-19 significantly impacted the 2021 Match with an increased number of programs selecting internal candidates, matched female applicants, and regional selectivity, especially in the Midwest. It is our hope that applicants, programs, and the plastic surgery community will use this information to continue to improve the residency selection process in the future.

Development of a Staff Nurse to Chief Nursing Officer Succession Planning Program

The purpose of this article is to describe how UF Health Jacksonville’s nursing designed and implemented a deliberate and systematic succession planning program to ensure nursing leadership continuity in key positions, retain and develop future leaders, and encourage professional development and advancement. Our formal program known as FOCUSED (Fostering Organizational Change Using Structured Education and Development) is inclusive of all levels of nursing. FOCUSED uses 5 nursing leadership competencies and a 9-box talent matrix tool to select high potential candidates for development and promotion. Since implementing FOCUSED, we have reduced nurse leader turnover, increased hiring internal candidates, and decrease temporary agency spending for interim leadership. The purpose of this article is to describe how UF Health Jacksonville’s nursing designed and implemented a deliberate and systematic succession planning program to ensure nursing leadership continuity in key positions, retain and develop future leaders, and encourage professional development and advancement. Our formal program known as FOCUSED (Fostering Organizational Change Using Structured Education and Development) is inclusive of all levels of nursing. FOCUSED uses 5 nursing leadership competencies and a 9-box talent matrix tool to select high potential candidates for development and promotion. Since implementing FOCUSED, we have reduced nurse leader turnover, increased hiring internal candidates, and decrease temporary agency spending for interim leadership. Patrice Jones, DNP, RN, NE-BC, is vice president and chief nursing officer at UF Health Jacksonville, in Jacksonville, Florida. Rose Rivers, PhD, RN, NEA-BC, is special projects coordinator at UF Health Jacksonville. She can be reached at [email protected] or [email protected] .

Do Long-Tenured Boards Provide Stability?

We investigate whether average director tenure affects a firm’s stock return volatility. Exploiting director deaths as exogenous shocks, we show that firms losing long-tenured directors experience 16.75% higher post-event annualized return volatility compared to control firms. Firms with long-tenured boards tend to have smoother investment patterns and are more likely to promote internal candidates as CEOs. We also find that long board tenure is associated with more accurate analyst forecasts and with smaller post-corporate event volatility. Our results suggest that long-tenured boards help reduce risk through more predictable decisions and efficient information sharing.

Variety is the Spice of Internal Hiring: How Pool Diversity Affects Post-Hire Performance and Exit

Although internal hiring is associated with a number of benefits for firms, organizations may only be able to fully capture these benefits when they create complementary person-job matches. This can be difficult, as hiring managers have incomplete information about how internal candidates will perform in a new job even within the boundaries of the firm. I introduce internal-external candidate pool heterogeneity as a source of information to aid internal hiring decisions. I argue that, by enabling hiring managers to benchmark characteristics of their internal candidates against those available in the external market, heterogeneous pools (i.e., interview pools that include both internal and external candidates) lead managers to select higher-performing internal hires than they would if they only interviewed internal candidates. I argue that interviewing external candidates is not without risk, however, as doing so also provides information to internal hires about their future internal and external mobility prospects. Using data on over 2,000 internal hires at a large, U.S.-based health services firm, I show that internal hires from heterogeneous pools are 1.43 times more likely to be rated a top-performer in their first year in the new job but also 2.01 times more likely to voluntary exit, compared to internal hires from pools containing only internal candidates. I conclude with a discussion of the theoretical and practical implications of this tradeoff for both firms and workers.

2019 musculoskeletal radiology fellowship match process: initial experiences and lessons learned.

To present the 2019 Musculoskeletal (MSK) fellowship Match information most useful to MSK fellowship programs and sections in hopes of optimizing the fellowship application and selection process for MSK fellowship applicants and training programs. We performed a mixed method analysis to gain a better understanding of the 2019 MSK Fellowship Match process. First, we distributed a ten-question survey to the fellowship leadership from the 78 US fellowship programs registered with the Society of Skeletal Radiology. Second, we collected and reviewed NRMP Match data that were distributed on Match Day. We received completed surveys from 37 (45.7%) programs. Thirty-three (89.2%) of the responding programs identified themselves as academic, 3 (8.1%) as hybrid, and 1 (2.7%) as private practice. On average, programs interviewed 15.4 applicants over the interview session, with a range between 2 and 40. There was an average of 2.7 (range 1-8) open positions per fellowship and 1.2 (range 0-4) internal candidates per program. Each program interviewed 5.8 applicants per open position (range 1-24). There were a total of 81 certified MSK fellowship programs and 204 available positions in these programs. Twenty-four programs (29.6%) did not fill all positions resulting in a total of 36 unfilled positions (17.6%). The percentage of MSK unfilled programs, unfilled positions, and unmatched applicants were comparable to the Breast Imaging and Neuroradiology subspecialty matches. The MSK Fellowship Match was a success with high match rates for applicants and programs. Most importantly, the Match allowed programs to make more informed decisions on their fellowship training opportunities.

The Peter and Dilbert Principles applied to academe

The academic literature has long held that firms typically develop a system of incentives and rules that are meant to encourage employees to maximize their effort, and the firms’ profits. As a result, firms’ employees often rise through the ranks of the hierarchies in their firms through internal promotion, a process that results in the development of an internal labor market. This study explores the process of internal promotion, and its impact on firm behavior, with particular attention to both the Peter Principle and the Dilbert Principle. Both a formal model and a brief application of it to higher education are presented. In the case of the former, data related to U.S. business school deans indicate that more than one-third of all appointments come from internal candidates, with fully 20% of these being made from the rank-and-file professorate, thus supporting the model’s implications concerning the Peter Principle. Additionally, the data also reveal that the tenure of a typical “outside” dean exceeds that of a typical “inside” dean, thus supporting the model’s implications for the Dilbert Principle.

Fellowship Candidate Factors Considered by Program Directors.

The neuroradiology fellowship match has been in existence for about 20 years. However, the elements by which neuroradiology fellowship program directors evaluate candidates have not been clearly elucidated. We sought to identify the factors that program directors use to rank neuroradiology fellowship applicants. An anonymous Qualtrics online five-question survey about educational credentials, personal traits, extracurricular activities, and demographic characteristics was sent to 72 neuroradiology program directors in April 2019. Each question required ranking of 10 factors based on different characteristics of fellowship candidates. Items included gender, nationality, US Medical Licensing Examination scores, internal applicants, work and research experience, recommendation letters, residency program, medical school attended, and visa status. Program directors had the ability to list any new characteristics that were not included in the survey. In all, 68 of 72 (94.4%) neuroradiology programs responded to the survey. The most important criteria by which candidates were assessed were (1) residency program attended for educational credential, (2) personality as assessed by faculty at interviews for candidate personal traits, (3) research performed for candidate's extracurricular activities, and (4) likelihood of coming to or previous experience in the fellowship geographic area. Neuroradiology program directors independently stressed residency program attended, personality assessed during the interview by faculty, internal candidate status, letters of recommendation, and research activities as their top five criteria in ranking the candidates. Multiple factors are weighed by neuroradiology fellowship program directors in selecting fellows, but recent experiences in residency, research, and faculty interactions are prioritized. Internal candidates have an advantage for remaining as fellows within their residency programs.

Who Did They Just Hire: A Content Analysis of Announcements of New College Presidents and Chancellors

Historically, women and non-binary conforming individuals have not held executive leadership positions at U.S. institutions of higher education at the same rate as men. And although the presidency or chancellorship may be the single most powerful executive leadership position in U.S. colleges and universities, no research has examined how new presidents or chancellors are announced to the public through official, institutional websites. This study analyzes a three-year dataset (2016–19) of 443 press releases announcing new presidents or chancellors at U.S. institutions, paying close attention to how press releases differ based on gender. Findings reveal that men were more likely to have their families mentioned in the press release (43%) than women (30%), while men were also more likely to be internal candidates, interim candidates, and alumni. Implications for research, practice, and gender equity at the executive level are addressed.

The gender pay gap in European executive boards: the role of executives’ pathway into the board

We provide cross-country evidence on the gender pay gap on executive boards in large European companies and show that the pathway into the board – internal promotion versus external recruitment – matters for the size of the gap. We find evidence that among executives, women are paid less than men – especially when they were recruited from outside. Since for external candidates, gender stereotyping, and discrimination might be more pronounced than for internal candidates, our results support a power-and-discrimination-based view rather than a market-based view. Our empirical analysis is based on individual pay data for 359 executive board members in 75 firms in six countries (UK, France, Germany, Italy, Spain, and Switzerland) from 2011 to 2014. We find an unadjusted pay penalty for women of around 17% and an estimated adjusted gender pay gap of around 11%. The size of the adjusted gender pay gap crucially depends on the executives’ pathway into the board: Among the executives who were recruited from outside the firm, women receive an estimated 19% less than men. Our article suggests that the pathway into the board matters for women’s bargaining position and should be explored in future studies.

CFO appointment and debt-equity choice

PurposeThere is some evidence that firms appoint internal candidates to exploit their unique firm specific knowledge and that the type of appointments may have signaling value to the market. However, these studies are limited to chief executive officer appointments whereas other top executives could also play an important role in corporate decision making. The purpose of this paper is to focus on the chief financial officer (CFO) appointments and firm’s debt-equity choice.Design/methodology/approachThe authors employ a multiple regression framework. To control for potential endogeneity, the authors use an instrumental variable approach with both two-stage least squares and generalized method of moments estimators.FindingsThe authors find that firms with internal CFO hires issue more equity than firms that hire from the external labor market. The authors also find that internal CFOs significantly reduce information asymmetry (IA), which may lower market risk and the cost of financing through equity issues. Furthermore, consistent with the value maximizing role of reduced IA the authors find that this effect is concentrated in value firms. In firms with higher IA this preference for equity by the internal CFO may be weaker as even internal CFOs will prefer debt financing for its disciplining role and to reduce IA. A subsample analysis with growth firms shows this diminishing impact on the financing choice of an internal CFO.Originality/valueThis study provides important information about the influence the CFO has on a firm’s capital structure decisions.

Insider or outsider? The separate and joint effects of firm performance and diversification on CEO recruitment

This study aims to investigate the effects of firm performance and diversification on the insider/outsider CEO hiring. Using a sample of 2204 CEO succession events occurred between 1979 and 2014 in the U.S., we find that the effect of firm performance on the likelihood of hiring insider CEOs is positive and significant, which is consistent with Datta and Guthrie (1994). Moreover, the impact of the level of firm diversification on the likelihood of hiring insider CEOs is also positive and significant. However, the level of firm diversification appears to have a strong moderating effect on the relationship between firm performance and the insider/outsider CEO hiring. More focused firms are more likely to hire outsider CEOs when firm performance is low, but hire insider CEOs as firm performance increases. By contrast, highly diversified firms are more likely to hire insider CEOs regardless of firm performance. The empirical results imply that both well-performing focused firms and highly diversified firms should implement a formal CEO succession plan by designating the internal candidates and grooming them to ensure that they are knowledgeable and ready to take over when the current CEO steps aside.