You are tasked with developing a strategic PR program/plan for a new environmentally friendly and sustainable clothing brand called “EcoStyle Threads.” Many people have heard of EcoStyle, and they have many other brands.
Using the information from the job analysis that was designed and located within the strategic workforce plan for an organization in Topic 3, please see attached completer Job analysis for guidance.
*****Scenario: Your manager has asked you to provide a presentation for the rest of the HRM hiring team concerning how the HR department will move forward through the stages of recruitment and selection to hire the right person for the job.
The presentation will cover the recruitment and selection process. and should be a minimum of 12 slides. Title slide and reference slide are not included in the slide count. Include speaker notes below each content-related slide that represent what would be said if giving the presentation in person. Expand upon the information included in the slide and do not simply restate it. Please ensure the speaker notes include a minimum of 50 words. Through the presentation slides and speaker notes, explain to the HR hiring team how the following steps in the process will be accomplished:
Step 1: Recruitment: Generate a pool of candidates for this job. The discussion should focus on the following HR professional’s tasks: HINT: the idea is to generate a pool of candidates for this job. The discussion should focus on the following HR professional’s tasks:
* Write a realistic job preview (job advertisement) for the job and describe the places where the information will be posted to attract qualified candidates to apply.
HINT: What is your job advertisement going to say? Write it. Make sure your minimum requirements are clear. Keep in mind the goal is not to attract as many applicants as possible; it is to attract qualified applicants (you only need 1).
* Compare the advantages and disadvantages of using internal recruitment vs. external recruitment.
HINT: You can ultimately choose to do both as part of your strategy, or choose 1 or the other. If you decide not to use one, make sure you are clear about why this method is not appropriate for this job.
* Explain how applicants can apply. Be specific concerning any technology that will be used.
HINT: For example, if you are using LinkedIn, be clear why you are using it. Something that really needs to be kept in mind here is that, again, you are looking for quality applicants; don’t bury yourself by aiming for quantity.
Step 2. Candidate Screening and Evaluation: Determine methods to assess the data collected from the candidates in order to select a candidate with the required knowledge, skills, and ability (KSAs) to do the job. From the list below, choose at least four candidate data sources that will be considered as part of the selection process for this job and justify their use for your audience:
HINT for step 2 : determine methods to analyze the data collected from the candidates in order to select a candidate with the required knowledge, skills, and ability (KSAs) to do the job. From the list below, choose at least four candidate data sources that will be considered as part of the selection process for this job and justify their use in selecting the right candidate for your job analysis. Again, don’t bury yourself in work, choose wisely. Make sure you tell me HOW you are going to screen (analyze) the data you collect from these sources. Why is each method you choose appropriate for the specific job you are hiring for?
Resume
Application form
Credit history
Personality test
Work skills test
Social or other electronic media
Reference check
Background check
Drug screening
Others, if they directly relate to the job specifications
Step 3: Hiring Bias: Identify two common hiring process biases. What strategies can HR professionals implement to ensure hiring managers and teams execute a nonbiased hiring process?
Hint for Step 3: Tell your audience how you are preparing to minimize bias during the hiring process for this job. We minimize bias through the structure and documentation of our hiring process; we are looking to prove we are EEO compliant with legislation. As psychology students, you should have come across bias in some of your other courses. If not, consider the following:
1. Affinity Bias
2. Attribution Bias
3. Beauty Bias
4. Confirmation Bias
5. Conformity Bias
6. The Contrast Effect
7. Gender Bias
8. The Halo/Horns Effect
9. Name Bias
10. Weight Bias
This is a formal workplace presentation. Ensure your presentation includes an introduction, body, and conclusion.
Follow the recommended guide for creating effective PowerPoint presentations in the Student Success Center.
There should be a minimum of four scholarly sources cited that support your recruitment and selection process.
Solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center
Requirements: 750-1000
Strategic Workforce Planning
Devon Cross
Grand Canyon University
PSY-665: Principles of Personnel and Human Resource Management
Professor: Dr. Ronda Macleod
9/27/2023
Strategic Workforce Planning
Strategic workforce planning is a crucial tool for supporting the overall strategy of a business by ensuring that the organization has the right talent supply at the right time to match the needs of the business. Strategic workforce planning is an analytical process that involves forecasting labor supply and demand, determining gaps in talent, and putting necessary plans and interventions in place to ensure the organization has the right talent at the right (Doll, 2022). Job analysis is a crucial part of workforce planning because it gives the human resource manager insights into the individual job roles in an organization which in turn assists in the recruitment, selection, and training decisions in an organization. The purpose of this task is to analyze the four steps of strategic workforce planning (SWP) and the place of job analysis in each of the steps. The four steps of strategic workforce planning include talent inventory, predicting the future workforce, planning for talent provision (action plan), and control and evaluation.
Talent inventory
Talent inventory involves tracking and taking stock of the capabilities of the employees within an organization. This step documents important characteristics of the individual employees in an organization including their experience, education, skills, capabilities, and level of managerial skills, leadership skills, and competencies (Doll, 2022). Taking an inventory of the organizational talent is the first step towards making realistic predictions about the extent to which the existing pool of talent can help the organization meet strategic goals. The organization also understands the strategic goals that it cannot achieve with the existing pool of talent. Job analysis is a crucial part of the talent inventory in strategic workforce planning. Job analysis is done during the talent inventory to identify the talent gaps in the current pool of talent (Doll, 2022). Job analysis helps an organization where gaps are in the current workforce in terms of skills, experience, leadership levels, competencies, and others in relation to the strategic goals of the organization. Therefore, the place of job analysis is to help an organization understand where it is in terms of talent and what needs to be done to fill the talent gaps.
Predicting future workforce
Predicting future workflow involves asking what, where, and how of an organization’s future workforce needs. What is asked to determine the skills that are needed to fulfill the future work needs of an organization? Where questions answer the specific areas of the business where the talents are needed while the how questions answer the number of talents required to meet the work needs of the organization (Jaillet et al., 2022). Job analysis has a place in the prediction of the future workforce. Job analysis helps an organization to assess its current workforce through the skills lens to understand the available skills. It also helps a business to predict future skill, competency, experience, and capability needs based on the future strategic direction of the organization (Jaillet et al., 2022). It also assists in closing the gap between the current workforce and future workforce needs.
Planning for Talent Provision
Filing talent gaps is an essential component of strategic workforce planning. An analysis of the internal workforce to ascertain the strengths in-house and potential gaps is needed when determining talent recruitment. Additionally, the recruitment plan should consider the competencies needed against internal and external talent supply (Jaillet et al., 2022). Job analysis assists the talent provision plan by determining where and when the talents are needed.
Control and Evaluation
The implementation of the strategic workforce plan needs control and evaluation to ensure it solves the talent needs of the organization. The evaluation and control assess whether the business’s talent strategies are benefiting the business (Jaillet et al., 2022). The evaluation should consider whether the plan has closed the staffing and competency needs and aligning the talent pool with the strategic goals of a business. The evaluation should consider measurable changes related to the implemented workforce plan. Some of the evaluation measures include skill improvement, quality improvement, performance of recruits, feedback from managers, and percentage of key talents filled from internally the business.
References
Doll, J. L. (2022). Developing workforce planning skills in human resource management courses: A data-driven exercise. Management Teaching Review, 7(1), 89-108.
Jaillet, P., Loke, G. G., & Sim, M. (2022). Strategic workforce planning under uncertainty. Operations Research, 70(2), 1042-1065.
Job Analysis
Name of Employee:
Classification: Full-time employee Salesperson
Department: Sales and Marketing
Length of time in Job: 18 months
Date:09/26/2023
Analyst:
Division:
Length of time with the Job:
General summary: as a salesperson, my role is to find new customers that fit the primary target customers for the company’s insurance products. This role also involves making sales follow-ups, keeping in contact with new and existing customers, presenting new products to prospective customers, and keeping data of sales, customer contact, creating reports, and making sales projections.
Job Tasks: Find new customers for the insurance products. Perform sales presentations. Make sales. Make contact with potential customers. Create data for the client list. Create a record of sales reports and projections. Difficulties in the job are 6 on a scale of 10 because of challenges finding and convincing new customers. The company provides sales training.
How detailed are assignments?
Sales activities are well-defined. Sales targets are also clear to understand. Daily activities are easy to interpret.
Relation to other positions
The sales job is related to many other positions in the organization. The main positions that relate to this job include director of business development, operations manager, business manager, and account manager.
Higher positions that sales job prepares one for
The higher positions one can transition to include director of business development, business development manager, business manager, sales manager, business manager, account manager, operations manager, and organizational leader.
Tools and activities
Communication tools such phone, video conferencing tools, messaging and others.
Physical activities
Contacting potential clients, keeping records and contacts of clients, presenting products to customers, using data to project sales, and traveling to meet customers and demonstrate products.
Hazards
An unpredictable and uncertain market can cause emotional disturbance. Similarly, failing to meet sales targets due to unpredictable markets can cause emotional disturbance.
Supervisor qualifications
Bachelor’s degree in business, marketing, communications, or related fields.
Supervisor’s knowledge
Five years of experience in sales. Strong oral and written communication skills.
Special requirements
Ability to lead a team to meet sales targets. Excellent leadership skills. Results-oriented and ability to use analytical skills.
The Hiring Process Presentation – RubricRecruitment20 pointsCriteria DescriptionWrite a realistic job preview and describe the locations where the job will be posted toattract qualified candidates. Compare the advantages and disadvantages of usinginternal recruitment vs. external recruitment. Explain how applicants can apply and bespecific concerning any technology that will be used.5. Target20 pointsA detailed and realistic job preview was developed that painted a clearrepresentation of what the job would be like. A thorough explanation and examplesof the pros and cons of internal vs. external recruitment for the position and anyspecifics concerning technology that will be used was provided. Clear applicationinstructions and specific steps/details were provided.4. Acceptable17.4 pointsThe presentation includes a fully developed job preview with a detailed descriptionof where the job will be posted to attract qualified candidates. The presentationprovides an advanced analysis of the pros and cons of internal/external recruitmentfor the position and any specifics concerning technology that will be used. Athorough description of how applicants can apply is given.3. Approaching15.8 pointsThe presentation meets the requirements. It includes a realistic job preview and thelocations where the job will be posted to attract qualified candidates. Thepresentation adequately addresses the pros and cons of internal/externalrecruitment for the position and any specifics concerning technology that will beused. A basic description of how applicants can apply is given.2. Insufficient14.8 pointsThe presentation includes the minimal amount of information needed to create ajob preview with locations where the job will be posted to attract qualifiedcandidates. The pros and cons of internal/external recruitment for the position andany specifics concerning technology that will be used were inadequately discussed.A vague description of how the applicants can apply is given.Candidate Screening and Evaluation20 pointsCriteria DescriptionCollapse All
Four candidate data sources were selected. An explanation for how these data sourceswould evaluate candidates for the job was provided.5. Target20 pointsFour or more candidate data sources were selected. An in-depth explanation wasprovided for how HR departments use the selected data sources to screen andevaluate candidates. Examples were provided for support.4. Acceptable17.4 pointsAt least four candidate data sources were selected. An advanced explanation wasprovided for how the selected data sources can be used to screen and evaluatecandidates.3. Approaching15.8 pointsThe selection of four candidate data sources meets the requirements. Anexplanation for how these data sources would evaluate candidates for the job isadequate.2. Insufficient14.8 pointsFour candidate data sources were selected. The explanation for how three datasources would evaluate candidates is vague and/or unclear.Hiring Bias20 pointsCriteria DescriptionIdentify two common hiring process biases and strategies HR can implement to ensurehiring managers and teams execute a non-biased hiring process.5. Target20 pointsTwo common hiring process biases are identified and clearly defined. Strategiesand steps HR professionals can implement to ensure hiring managers and teamsexecute a nonbiased hiring process are thoroughly explained and supported withexamples.4. Acceptable17.4 pointsTwo common hiring process biases have been identified and brief explanation isgiven. Strategies the HR professionals can implement to ensure hiring managersand teams execute a nonbiased hiring process are explained and supported withexamples.
3. Approaching15.8 pointsTwo common hiring process biases have been identified. The strategies HRprofessionals can implement to ensure hiring managers and teams execute anonbiased hiring process is included, but unclear or inadequate.2. Insufficient14.8 pointsTwo common hiring processes were identified. The discussion on what strategiesHR professionals can implement to ensure hiring managers and teams execute anonbiased hiring process is minimal.Presentation of Content10 pointsCriteria DescriptionPresentation of Content5. Target10 pointsThe content is written clearly and concisely. Ideas universally progress and relate toeach other and includes a comprehensive inclusion of reliable sources. The projectgives the audience a clear sense of the main idea and the speaker notes areformatted and used thoughtfully.4. Acceptable8.7 pointsThe content is written with a logical progression of ideas and supportinginformation exhibiting a unity, coherence, and cohesiveness. Includes persuasiveinformation from reliable sources. The speaker notes are mostly formatted and areadvanced.3. Approaching7.9 pointsThe presentation slides are generally competent, but ideas may show someinconsistency in organization and/or in their relationships. The speaker notes areappropriate and formatted adequately.2. Insufficient7.4 pointsThe content is vague in conveying a point of view and does not create a strongsense of purpose. Includes some persuasive information. The speaker notes arevague and unclear.1. Unsatisfactory0 points
Layout10 pointsCriteria DescriptionLayout5. Target10 pointsThe layout is visually pleasing and contributes to the overall message withappropriate use of headings, subheadings, and white space. Text is appropriate inlength for the target audience and to the point. The background and colors enhancethe readability of the text.4. Acceptable8.7 pointsThe layout background and text complement each other and enable the content tobe easily read. The fonts are easy to read and point size varies appropriately forheadings and text.3. Approaching7.9 pointsThe layout uses horizontal and vertical white space appropriately. Sometimes thefonts are easy to read, but in a few places the use of fonts, italics, bold, longparagraphs, color, or busy background detracts and does not enhance readability.2. Insufficient7.4 pointsThe layout shows some structure, but appears busy and/or distracting with largegaps of white space or a distracting background. Overall readability is difficult dueto lengthy paragraphs, too many different fonts, overuse of bold, or a lack ofappropriate indentations of text.1. Unsatisfactory0 pointsLanguage Use and Audience Awareness10 pointsCriteria DescriptionIncludes sentence construction, word choice, etc.5. Target10 pointsThe writer uses a variety of sentence constructions, figures of speech, and wordchoice in distinctive and creative ways that are appropriate to purpose, discipline,and scope.4. Acceptable8.7 points
The writer is clearly aware of audience, uses a variety of appropriate vocabulary forthe targeted audience, and uses figures of speech to communicate clearly.3. Approaching7.9 pointsLanguage is appropriate to the targeted audience for the most part.2. Insufficient7.4 pointsSome distracting inconsistencies in language choice (register) or word choice arepresent. The writer exhibits some lack of control in using figures of speechappropriately.1. Unsatisfactory0 pointsMechanics of Writing5 pointsCriteria DescriptionIncludes spelling, punctuation, grammar, language use.5. Target5 pointsWriter is clearly in control of standard, written, academic English.4. Acceptable4.35 pointsSlides are largely free of mechanical errors, although a few may be present.3. Approaching3.95 pointsSome mechanical errors or typos are present, but they are not overly distracting tothe reader.2. Insufficient3.7 pointsFrequent and repetitive mechanical errors distract the reader.1. Unsatisfactory0 pointsSlide errors are pervasive enough that they impede communication of meaning.Documentation of Sources5 pointsCriteria DescriptionIncludes citations, footnotes, references, bibliography, etc., as appropriate to
assignment and style.5. Target5 pointsSources are completely and correctly documented, as appropriate to assignmentand style. Format is free of error.4. Acceptable4.35 pointsSources are documented, as appropriate to assignment and style. Format is mostlycorrect.3. Approaching3.95 pointsSources are documented, as appropriate to assignment and style, although someformatting errors may be present.2. Insufficient3.7 pointsDocumentation of sources is inconsistent or incorrect, as appropriate toassignment and style, with numerous formatting errors.Total100points
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