Create a hiring forecast plan for CapraTek’s Georgia manufacturing facility and include how best to incorporate training for future development.
Demonstration of Proficiency
By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria:
Competency 1: Analyze approaches for staffing and planning.
Develop recommendations to incorporate training for each job level at CapraTek.
Competency 2: Evaluate key metrics for staffing and planning.
Analyze data to determine the number of applicants needed to meet projections.
Competency 4: Examine the impact of technology on the staffing environment.
Describe employment trends and demographics.
Competency 5: Communicate human resource management needs, opportunities, and strategies with multiple stakeholders.
Communicate in a manner that is professional and consistent with expectations for human resource professionals and master’s-level programs.
Preparation
Read the CapraTek Manufacturing Workforce Data and Career Paths [PDF] document, and apply this data and information to your assessment.
Instructions
HR professionals can capture a large amount of data in a variety of formats to assist in measuring and validating their staffing and development processes. Assessing the skills of external candidates for the job being recruited while also achieving a good staffing fit with the work group and organization can be difficult. Aside from how well the candidates fit the job requirements, there are a number of other important organizational goals that are a part of this process, including return on investment (ROI), legal and technology impacts, and diversity considerations, as well as the employer’s image and positive stakeholder reactions.
Using a format of your choice, include the following in a hiring and training forecast plan for CapraTek’s Georgia manufacturing facility, incorporating how best to utilize training for future development for HR leadership:
Analyze data to determine the number of applicants needed to meet position projections. How did you arrive at the figures for each job below, and why is this forecasted number of employees needed?
New interim employees.
Unskilled workers for promotion to skilled workers.
Skilled workers for promotion to shift leaders.
Shift leaders for promotion to department supervisors.
Department supervisors for promotion to operations management.
Describe employment trends and demographics. How does the use of technology impact staff planning for this geographic location for CapraTek?
Develop recommendations to incorporate training for each job level at CapraTek. Include three recommendations based on your data analysis.
Your Hiring and Training Forecast Plan should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.
Additional Requirements
References: Support your analysis with at least two academic, scholarly, or professional resources from the Capella University Library.
Format: Resources and citations are formatted according to current APA style and format.
Length: 4–6 pages, in addition to a references page.
Font and font size: Times New Roman, 12 point.
HR professionals need to have a strong understanding of what assessments and measurements can aid in their staffing processes; they should also be able to evaluate effectively the reliability and validity of these tools, including benchmarking.
Baron, A. (2011). Measuring human capital. Strategic HR Review, 10(2), 30–35.
Ceniceros, R. (2011). Job candidate testing program cuts Harley-Davidson’s injuries: Physical ability to perform job tasks checked before workers hired. Business Insurance, 45(32).
Grossman, R. J. (2006). Measuring hiring managers. HRMagazine, 51(6), 92–97.
Hegebarth, K. (2012). Hiring optimization: Measuring the effectiveness of hiring tools on operational performance. Employment Relations Today, 39(1), 31–36.
Merron, J. (2002, February 28). Taking your Wonderlics. ESPN Page 2. Retrieved from http://sports.espn.go.com/espn/page2/story?page=merron/020228
Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Boston, MA: Pearson. Available from the bookstore.
Chapter 8, “Measurement,” pages 202–236.
Chapter 9, “Assessing External Candidates,” pages 237–280.
Sekhar, S. C. (2010). Benchmarking [PDF]. Retrieved from http://www.academicjournals.org/journal/AJBM/article-full-text-pdf/94C94A923521
Testing – Some Basic Concepts | Transcript.
The following multimedia pieces explain two types of data measurement that help HR professionals determine the relationship between two sets of numbers (correlation) or analyze data that has more than two numbers requiring interpretation (regression).
Correlation | Transcript.
http://media.capella.edu/CourseMedia/HRM5025/Correlation/transcript.html
Regression | Transcript.
http://media.capella.edu/CourseMedia/HRM5025/Regression/transcript.html
The following articles touch on several recruitment and hiring considerations, including behavioral interviewing, which focuses on experience, behavior, knowledge, skills, and job-related abilities; the legal aspects of gathering online information about job candidates, and hiring outcomes related to personality testing.
Bowen, M., & Leger, T. L. (2013). Interviewing job candidates: Behavioral techniques and tips [Supplement]. Radiology Management, 33–37.
Slovensky, R., & Ross, W. H. (2012). Should human resource managers use social media to screen job applicants? Managerial and legal issues in the USA. Info, 14(1), 55–69.
Pickell, R. (2011). Checking social media sites when hiring? Proceed with caution. Canadian HR Reporter, 24(6), 17.
Risavy, S. D., & Hausdorf, P. A. (2011). Personality testing in personnel selection: Adverse impact and differential hiring rates. International Journal of Selection & Assessment, 19(1), 18–30.
