Organizational Staffing Team Project

Organization Staffing Team Project: Prestige Staffing

By

Kayla Bailey

Allen Carman

Raymand Davis

Paereak Meng

Marsha Sturgis

MAN4320

Professor Turner

Florida State College at Jacksonville

Abstract Comment by Turner, Allison J.: I am recommending to all of the groups to add a brief conclusion at the end. It will summarize the basics of what this research project covered.

In this paper, it is discussed that how staffing and recruitment takes place and what prominent point a recruiter must keep in mind while going through this process. The HR manager must research the KSAO’s so that they come to know what theiris labor market demand and supply of their respective labor in the market. Bureau of Labor and Statistics (BLS) and O*Net help them to find these statistics. Before recruiting for a position, the skills, abilities and educational background must be defined so that it is easy for them to target potential candidates. Using the information fromat the O*Net and BLS, job descriptions, job briefs, and job responsibilitiesy must be properly defined. Online advertising on the brand page is a good way of treating prospective employees for interviews and application. Social media is a good source of recruiting candidate. Recruitment through a social media page of a company fosters a good impact on the candidate and they come to know about the culture of the company. Comment by Turner, Allison J.: reword Comment by Turner, Allison J.: Reword please. I have finished reading and I don’t think I found a stand out PROMINENT POINT A RECRUITER MUST KEEP IN MIND> If I did and missed it, I apologize! Comment by Turner, Allison J.: the leaders? Organization? Better word than them Comment by Turner, Allison J.: for the organization. Comment by Turner, Allison J.: The grammar in these sentences is in correct. Read aloud or ask someone else to read it to assist in rewording it.

Key Information for our Client – Prestige Staffing

We have analyzed/developed:

· Strategic Staffing Proposal for open positions for salespeople

· Forecasted number of employees to hire to handle 36,000 new customers

· Work force projections

· Recruitment methods to hire for each open position (Director Call Center, First Level Call Center Supervisors, Sales Account Representatives)

· Projected number of “hire ahead” employees

Issues addressed:

· Salaries for positions in the sales call center (based on O*NET)

· Knowledge, skills, abilities and other characteristics (KSAOs) required

· How the Strategic Approach to Job Offers relates to our staffing proposal

· If our client should use cognitive ability tests and why/why not

· If our client should use personality tests and why/why not

· How the hiring approach is supported

· How should our client analyze before, during, or after implementationing of our plan

KSAOs Required that relate to our client’s needs

We should explain to our client that the required KSAOs (knowledge, skills, abilities and other characteristics) for their open positions are needed to: - Perform the job effectively

- Help determine which tools can be used to evaluate the KSAOs the applicants possess (Raymond will describe) Comment by Turner, Allison J.: ??

- Which applicants will be selected Comment by Turner, Allison J.: Add action verb like the others before and after

- Help form the job offers to selected applicants Comment by Turner, Allison J.: Create?

KSAOs Required:

Knowledge: - Sales and Marketing – methods for promoting and selling products or services along with marketing strategies, sales techniques and product demonstration

- Customer Services – determining customer needs and providing customer satisfaction

- Mathematics – understanding and applying arithmetic, algebra, statistics, calculus and geometry

- Administration and Management – strategic planning, production methods, resources and human resources, along with coordination of both

Skills: - Persuasion – strength in persuading people to change their behavior or mind about a product or service

- Negotiation – able to reconcile differences to come to an agreement for all parties

- Speaking and Active Listening – convey information effectively and give full attention to others to determine what the person is asking or may be looking for

- Service – determining customer needs and ways to help

Abilities:

- Oral Expression – communicate information to others so that it is easily understood from any perspective

- Oral Comprehension – listen to and understand information provided verbally

- Speech Clarity – speak clearly and precisely so all can understand

- Speech Recognition – identify and understand others’ speech

- Problem Solving – understand when something is or likely to go wrong and how to deal with the problem effectively

Other Characteristics:

- Dependable – being reliable, dependable and fulfilling obligations

- Attention to Detail – understanding required tasks and thoroughly completion

- Integrity – being honest and ethical

- Cooperation – working as a team and with management with a positive attitude

- Interpersonal Skills – interacting with people of different backgrounds, races, religions, etc.

- Motivated and Goal Seeking – strive to go above and beyond and accomplish goals set by self or by the company

- Self Control – maintain composure, working under pressure, and avoiding aggressive situations

Human Resource Planning

Human Resource Planning forms the basis for all other activities conducted during staffing. When we completely consider our staffing needs and how those needs fit with the external environment, it will become much simpler to recruit the right number and type of candidates, develop methods for selecting the right candidates, and evaluate whether the process was successful (Heneman III, Judge, & Kammeyer-Mueller, 2015).

Exhibit 1: Model of Recruitment Process (Breaugh, 2009)

Research Labor Supply and Demand

After identifying our KSAOs, the next step is to take a look at some of the internal and external influences on our planning process, specifically labor market conditions both nationally and locally. This type of information gathering can be done online is at the Bureau of Labor and Statistics (BLS)website, as well as O*Net, which is an online resource center sponsored by the Department of Labor. There are also links embedded within this site that link to regional and local area information. Some of tThe information in the tables below was gathered for our job analysis and will help us in determining labor supply for the positions that we are hiring for the client. The tables below compare national and local area trends for wages, employment, projected growth, and projected job openings: Comment by Turner, Allison J.: Which site?

Table 1: National Trends (O*Net)

Table 2: State Trends (BLS, OES)

There are also other reports that can give you specific demographic information for specific geographical areas. From this type of information, you can determine if there will be a diverse labor supply in the area that you will be recruiting. The information gathered about the North Florida recruiting area shows a strong diverse labor supply. T with the largest groupis being women at 51.1% of the population. and tThe Hispanic group is rising at 26.1% (O*Net, 2019).

There are also labor demand reports which can be sorted and viewed by job market as theyit relates to education requirements around KSAOs being reported. The trend shows that there will be increasing demand for college degrees and technical certifications over the next ten years. There was aAlso, information that sales jobs are the second highest projected type of employment for the North Florida area (O*Net, 2019).

Seeking Requirements from Others

In establishing recruitment objectives, HR professionals should make sure to seek input from others who may have valuable insight to contribute. For example, an HR manager in charge of employee selection may have information to share about the skills that should be targeted. You should also seek input from functional managers who will be working with newly hired employees. These managers will have specific information about each job that should be communicated to applicants. By getting input from outside the HR department, you will have additional information to improve the recruitment process, and you will also develop allies who will support the actions taken by HR during the process (Breaugh, 2009). Comment by Turner, Allison J.: Maybe mention “through the recruitment posting” or “in the position description” ?

After gathering and analyzing the information from external resources, it is time to evaluate expected demand. This demand is based on our client’s future plans. Also, and the supply and availability of staff, internally and externally, are reviewed to determine if they to can meet these demands. Internally, organizations are impacted by turnover and retirements. Externally, they are impacted by changes in technology, changes in the economy, and changes in the industry. Also, and consumer demand that may require skills that do not currently exist within the company. All of these impacts have an effect on the type and numbers of employees that are needed for the organization to have a successful recruitment process (Richards, Leigh, 2018). Comment by Turner, Allison J.: Of what? Not sure this makes sense. Whats the demand that someone doesn’t have skills for?

(Need to insert our recruiting objectives here)

Establishing Recruitment Objectives

• Number of open positions to be filled.

• Date by which positions should be filled

• Number of applications desired.

• Type of applicants sought:

– Level of education.

– Knowledge, skills and abilities.

– interests and values.

– Diversity.

• Job performance goals for new hires.

• Expected new-hire retention rate

AlsoAnother part of the research available at O*Net and BLS is information about different job requirements and responsibilities that can be used to create the job descriptions for the client’s staffing requirements.

Using the research found on these sites, along with information gathered from other resources, the following Job Descriptions were developed. They also contain a Job Brief, Job Responsibilities, and Job Requirements:

Model of Recruitment Process 2: Job Analysis: Sales Director (O*Net)

Figure 3: Job Analysis: Sales Team Leader (O*Net)

Figure 4: Job Analysis: Sales Associate (O*Net)

Using your employment brand can help in the recruitment process. According to an article written in SHRM 2008 Staffing Research titled “The Employer Brand: A Strategic Tool to Attract, Recruit, and Retain Talent”, “an organization’s brand is “how the organization wants prospective and current employees to see the company” and should be considered in establishing the values you’re seeking in recruits—values that match those of the organization. But tTo use your employment brand effectively, it must be authentic. If it lacks authenticity, new hires are likely to feel deceived, creating morale problems and new employee turnover. In addition to accurately describing accurately what employment with your firm means, it is also critical that the brand be visible to prospective recruits.

There are several strategies for communicating your employer brand: highlight the brand on your web site, describe it in recruitment literature, or sponsor college campus events. You may also influence a recruit’s view of your brand by the way you treat prospective employees during the application process and interviews. Exhibit 2 suggests—based on reports from HR managers, that use of the employer brand can be quite beneficial (Breaugh, 2009)

Exhibit 2: Branding Strategy (Breaugh, 2009)

Where to Recruit

The next consideration that should be part of the strategy is to determine where to recruit. Career Websites, such as Monster.com or Indeed.com, provide a pool of potential candidates with their resume information at the recruiter’s fingertips. LinkedIn is another popular professional social media platform for professional networking and recruiting. These are affordable methods that reach a very large pool of potential candidates quickly. Comment by Turner, Allison J.: Try not to repeat words within one sentence

Social Media has become another popular and available recruitment source. Spreading the word about the company on social media will ensure it reaches even more potential candidates. The company can develop a social media presence to show the potential candidates a little about their culture. Sharing things like community/industry news, and what makes the company different will help give prospective candidates an opportunity to see if they will fit in. Recruiters can share the links from their own social media accounts to help spread the word. These links should take the potential candidate to the company website and careers page to make applying easy.

Organizations should not discount their existing employee networks for recruiting. Current employees provide a vast pool of potential candidates. Current employees already know what it takes to work at the company, so they are often able to recommend candidates that meet the criteria. Asking existing employees for referrals will speed up the process of finding and vetting potential new employees. Offering incentives for referring qualified candidates can also help motivate existing employees to refer quality personnel.

Last but not least, Career Fairs can draw large quantities of prospective candidates. These fairs can be on site at the call center, a local venue, or at a local college campus. Most colleges allow companies to recruit at career fairs. Students visiting these events are looking for opportunities and advice about different career options. Having alumni at the event will help the organization connect with the students and might make them more receptive to joining to company (Iyoob, 2016).

Preliminary Applicant Stage

-Initial look at application, using keywords reflecting KSAO’s, with a focus on similar job experience along with higher education.

-Once applicant is accepted or notified that their application is no longer under review, considered applicants will move to the secondary stage of screening.

Secondary Applicant Stage

· Applicants will be notified that they are still being considered and prompted to take a few tests that will take less than an hour to complete. These tests consist of the following:

1. Criteria Cognitive Aptitude Test (CCAT)- measures aptitude, problem- solving abilities, skill learning capabilities for job growth and development, and critical thinking. This test is 50 questions and requires around 15 minutes.

2. Numerical Reasoning Test- This test measures basic mathematics to high level numerical critical reasoning.

3. Verbal Reasoning Test- This test will measure the applicant’s English language skills

· Data from these tests will be gathered to show applicant’s strengths “on paper” for employer consideration and determination for applicant job placement

Tertiary Applicant Stage

-Once applicants filter through the Secondary Applicant Stage, they will be notified if still being considered that they can expect a digital interview consisting of four of the following timed and recorded questions:

1. (Five minutes) Please describe a recent situation in which you worked with an irate customer, and what did you do to deescalate and satisfy the customer.

2. (Five Minutes) Please describe a recent situation in which you worked with an upset fellow employee, and what you did to deescalate the situation or make the employee feel better?

3. (three minutes) Please list three strengths that you possess.

4. (Three minutes) Please list a weakness that you possess and how you would like to work on strengthening this weakness.

Data gathered from this short interview will give a sampling of the applicant’s strengths, an opportunity for growth, and a display of charisma towards critical thinking and problem-solving skills.

Final Applicant Stage

-In person half hour interview with hiring staff so that applicant can further highlight charisma, and an impression on how applicant will fit in with staffing.

-Final detailed background check for company and fellow employee safety

The Economic Impact of our Advice

The recruitment process is always an extended one that requires the assistance of both human resources and finances for hiring competent candidates. The hiring of employees is a costly process but if it is managed and strategically designed, than the cost associated with this process can be minimized (Anne-Mette Sivertzen, 2013 ). In this report, it is highlighted how social media and online recruitment sites are used for advertisement of the job opening. By using social media, the company directly hires employees through the job post. But at different sites like monster.com, the company have to some minimal fees for the job add. Furthermore, the option of tThe job fair is best because the company can directly hire a candidate from their colleges. Hence, no cost is associated with. Screening test applied some cost at the company. Comment by Turner, Allison J.: Rewrite- misspellings don’t make sense Comment by Turner, Allison J.: Rewrite-misspellings don’ make sense

From the analysis of all recruitment strategies, it is analyzed that the ways that are adopted for recruitment are economical that does not involve any major financial transaction. Hence, it lowers the cost of recruitment that is normal some thousand dollars if it goes through a traditional recruitment process. But here the online mode of advertisement and job fair are the best options that are easily approachable and have an economic effect also (Richard Rutter, 2016 ). Thus, tThis project has a good economic impact on the company. Because tThey are not wasting their financial resources on hiring a new employee. andTas these resources can be used in another way, such as on the training of newly hired employees. Comment by Turner, Allison J.: Have someone assist with editing this, they don’t make sense

Describe the job with concern for EEO and ADA-essential job duties Comment by Turner, Allison J.: Probably not the best word. It has a negative connotation when EEO and ADA should actually not be considered bad.

Essential functions are the basic job duties that an employee must be able to perform, with or without reasonable accommodation. You should carefully examine each job to determine which functions or tasks are essential to performance. (This is particularly important before taking an employment action such as recruiting, advertising, hiring, promoting or firing).

Factors to consider in determining if a function is essential include:

· whether the reason the position exists is to perform that function,

· the number of other employees available to perform the function or among whom the performance of the function can be distributed, and

· the degree of expertise or skill required to perform the function.

Your judgment as to which functions are essential, and a written job description prepared before advertising or interviewing for a job will be considered by EEOC as evidence of essential functions. Other kinds of evidence that EEOC will consider include:

· The actual work experience of present or past employees in the job,

· The time spent performing a function,

· The consequences of not requiring that an employee perform a function, and

· The terms of a collective bargaining agreement.

The responsibility of the company and the concerns surrounding EEO and ADA are making sure that the company supplies reasonable accommodations to properly equip the associates to perform the essential roles and responsibilities of the job function. Comment by Turner, Allison J.: Again, probably not the best word. It has a negative connotation when EEO and ADA should actually not be considered bad.

· acquiring or modifying equipment or devices,

· job restructuring,

· part-time or modified work schedules,

· reassignment to a vacant position,

· adjusting or modifying examinations, training materials or policies,

· providing readers and interpreters, and

· making the workplace readily accessible to and usable by people with disabilities.

Reasonable accommodation also must be made to enable an individual with a disability to participate in the application process and to enjoy benefits and privileges of employment equal to those available to other employees.

According to the E.O. 11246 regulations, the required elements of a non-construction AAP are the following: Comment by Turner, Allison J.: Add info here…what’s an AAP? Reader needs to be told

Organizational display. A detailed graphic, chart, spreadsheet or other presentation of contractor's organizational structure. "The organizational display must identify each organizational unity in the establishment, and show the relationship of each organizational unity to the other organizational units in the establishment. Comment by Turner, Allison J.: Above it states NON-CONSTRUCTION but here is states CONTRACTOR which sounds like construction to me? I read them and these apply to ALL AAPs, not just construction/nonconstruction

Workforce analysis. "A workforce analysis is a listing of each job title as it appears in applicable collective bargaining agreements or payroll records ranked from the lowest paid to the highest paid within each department or other similar organizational unity including departmental or unit supervision" (41 C.FR. §60-2.11(c)).

Job group analysis. Contractors group jobs that have similar duties and responsibility, wage rates, and similar opportunities for training, transfer, promotions, pay, mobility and other career enhancement opportunities (41 C.F.R. §60-2.12). Comment by Turner, Allison J.:

Utilization analysis.

Placement of incumbents in job groups. "The contractor must separately state the percentage of minorities and the percentage of women it employs in each job group established" (41 C.F.R. §60-2.13). Comment by Turner, Allison J.:

Determining availability. Contractors must determine availability of minorities and women for each job group. According to the DOL's Technical Assistance Guide of 2009, "Availability is a percentage estimate of the women and minorities who have the skills required to perform the jobs within the job groups. To determine the availability percentages, contractors are required to consider two factors. These factors reflect availability outside the contractor's workforce (such as people in the immediate labor area or reasonable recruitment areas), and availability inside the contractor's own workforce (such as people who are qualified and available via transfer, promotion, or training)." Contractors often use government resources such as the U.S. Census Bureau's EEO Tabulation, the U.S. Bureau of Labor Statistics' (BLS) Current Population Survey and state employment service data to obtain estimated availability data. See 41 C.F.R §60-2.14. Comment by Turner, Allison J.: Comment by Turner, Allison J.:

Comparing availability to incumbency. "The contractor must compare the percentage of minorities and women in each job group with the availability for those job groups" (41 C.F.R. §60-2.15). This section will help determine which job groups employ too few females or minorities and need placement goals. Comment by Turner, Allison J.:

References Anne-Mette Sivertzen, E. R. (2013 ). Employer branding: employer attractiveness and the use of social media. Journal of Product & Brand Management, 473-483. BLS, OES. (n.d.). Available Workforce - Florida. Retrieved September 19, 2019, from www.careeronestop.com: https://www.careeronestop.org/toolkit/stateandlocal/wages.aspx?soccode=434051&location=Florida&dataview=chart&hourly=False&national=False#ctl21_pnlTitle Breaugh, J. A. (2009). Recruiting and Attracting Talent: A Guide to Understanding and Managing the Recruitment Process. Retrieved from www.shrm.org: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-Attracting-Talent.pdf EEOC. (2019). The ADA: Your Responsibilities as an Employer. Retrieved from U.S. Equal Employment Opportunity Commission: https://www.eeoc.gov/eeoc/publications/ada17.cfm Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2015). Staffing Organizations (eighth ed.). Pangloss Industries, Inc.; McGraw-Hill Education. Iyoob, J. (2016, February 7). 4 tips to recruiting call center representatives. Retrieved from Linkedin.com: https://www.linkedin.com/pulse/4-tips-recruiting-call-center-representatives-jim-iyoob/ Lucidchart Content Team. (2018). 4 Steps to Strategic Human Resources Planning. Retrieved from www.lucidchart.com: https://www.lucidchart.com/blog/what-is-the-human-resources-planning-process O*Net. (2019). Other Reports for Research. Retrieved from www.onetcenter.org: https://www.onetcenter.org/paw/entry/134 Summary Report for: 41-2031.00 - Retail Salespersons. (2019, August 6). Retrieved from https://www.onetonline.org/link/summary/41-2031.00 O*Net. (n.d.). Summary Reports. Retrieved September 19, 2019, from www.onetonline.org: https://www.onetonline.org/link/summary/11-2022.00/41-1012.00/43-1011.00/43-4051.00 Richards, Leigh. (2018). Human Resource Planning Process. Retrieved from smallbusiness.chron.com: https://smallbusiness.chron.com/human-resource-planning-process-4932.html Richard Rutter. (2016 ). Social media interaction, the university brand and recruitment performance. Journal of Business Research, 3096-3104. SHRM. (2018, September 18). Managing Federal Contractor Affirmative Action Programs. Retrieved from SHRM: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingaffirmativeactionprograms.aspx