Assessment 1 Write a 3 page memo analyzing a U.S. state of your choice as a possible location for a new manufacturing plant. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. SHOW LESS Multiple demographic changes within the American labor force are impacting employee-employer relationships and cultures within companies. Planning to meet workforce demands requires both a labor market analysis and statistical information. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Describe how hiring practices support an organization’s strategy. Assess elements of CapraTek’s workplace culture that could be developed such that it becomes an employer of choice. Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Identify the number of production employees to recruit and hire for CapraTek. Describe how employment and demographic trends for a selected state impact CapraTek’s workforce planning. Competency 5: Communicate in a manner that is scholarly and professional. Communicate in a professional manner that is appropriate for the intended audience. Write a 3 page memo analyzing a U.S. state of your choice as a possible location for a new manufacturing plant. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1 Multiple demographic changes within the American labor force are impacting employee-employer relationships and cultures within companies. Planning to meet workforce demands requires both a labor market analysis and statistical information. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Describe how hiring practices support an organization’s strategy. Assess elements of CapraTek’s workplace culture that could be developed such that it becomes an employer of choice. Competency 2: Assess approaches for recruiting, selecting, and retaining talent. Identify the number of production employees to recruit and hire for CapraTek. Describe how employment and demographic trends for a selected state impact CapraTek’s workforce planning. Competency 5: Communicate in a manner that is scholarly and professional. Communicate in a professional manner that is appropriate for the intended audience.CHECK YOUR PROGRESS Context The following is one way to estimate the number of sales representatives needed next year:SHOW MORE Toggle Drawer Questions to Consider To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. To what extent do trends affecting workforce planning (such as increasingly diverse populations, aging workers, uneven geographic growth, and changing governmental economic policies) impact an organization’s ability to forecast its workforce needs? Toggle Drawer Resources Required Resources The following resources are required to complete the assessment. Library Resources The following e-book from the Capella University Library is linked directly in this course: Arthur, D. (2012). Recruiting, interviewing, selecting, and orienting new employees (5th ed.). New York, NY: AMACOM. Chapters 1–2. Internet Resources Access the following resources by clicking on the links provided. Please note that URLs change frequently. Permission for the following links have either been granted or deemed appropriate for educational use at the time of course publication. Fortune.com. (n.d.). 100 best companies to work for. Retrieved from http://fortune.com/best-companies/ SHOW LESS Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom. Capella Resources Click the links provided to view the following resources: Assessment 1 Context. Library Resources The following article from the Capella University Library is linked directly in this course: Gerard-White, T. (2013). Markerstudy Group puts the fun into insurance. Human Resource Management International Digest, 21(5), 22–25. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4045 – Recruiting, Retention, and Development Library Guide to help direct your research. Internet Resources The resources listed below are relevant to the topics and assessments in this course but are not required. Please note that URLs change frequently. Permissions for the following links have either been granted or deemed appropriate for educational use at the time of course publication. Miles, S. A., & Bennett, N. (2009). The changing employer-employee relationship. Retrieved from http://www.bloomberg.com/news/articles/2009-03-31/the-changing-employer-employee-relationship Ohio Department of Administrative Services, Equal Opportunity Division. (2014). State of Ohio 2015–2017 affirmative action plan. Retrieved from http://www.das.ohio.gov/Portals/0/DASDivisions/EqualOpportunity/pdf/AAEEO_2015-2017_AAP_PPT_FINAL_9.17.14.pdf Schawbel, D. (2013). How to make Fortune’s list of top companies to work for. Retrieved from http://www.quickbase.intuit.com/blog/how-to-make-fortunes-list-of-top-companies-to-work-for Shrestha, L. B., & Heisler, E. J. (2011). The changing demographic profile of the United States. Retrieved from http://fas.org/sgp/crs/misc/RL32701.pdf Spark, D. (2012). 14 “must-adopt” recruiting techniques for hiring millennials. Retrieved from http://www.insights.dice.com/2012/05/23/hiring-millennials-tips/ Tishman, F. M., Van Looy, S., & Bruyère, S. M. (2012). Employer strategies for responding to an aging workforce. Retrieved from http://www.dol.gov/odep/pdf/NTAR_Employer_Strategies_Report.pdf Toossi, M. (2002). A century of change: The U.S. labor force, 1950–2050. Retrieved from http://www.bls.gov/opub/mlr/2002/05/art2full.pdf U.S. Census Bureau. (2013). Metropolitan and micropolitan statistical areas main. Retrieved from http://www.census.gov/population/metro/ U.S. Census Bureau. (2013). Metropolitan and micropolitan statistical areas of the United States and Puerto Rico. Retrieved from https://www.census.gov/geo/maps-data/maps/cbsacsa.html Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2015). Staffing organizations (8th ed.). Boston, MA: McGraw-Hill Education. Chapters 1 and 3. Assessment Instructions Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. Preparation To prepare for this assessment, complete the following: Read Chapters 1 and 2 of Arthur’s Recruiting, Interviewing, Selecting, and Orienting New Employees e-book, linked in the Resources. Browse Fortune.com’s “100 Best Companies to Work For” list, linked in the Resources. Read the scenario below. Scenario CapraTek, a fictitious technology company, has a long history as a leader in the design and manufacture of computer server components and continues to provide innovative solutions to industry needs. They are currently leveraging this culture of innovation to expand into emerging wireless technologies. As part of that diversification, CapraTek is developing advanced smart-home technology. Last month, CapraTek announced that it will begin developing a wireless system providing seamless integration of newer home electronics and appliances capable of being controlled electronically. Security, heating and cooling, lights, locks, telephone, home entertainment, computers, and gaming devices all controlled through a single wireless device and a simple Web-based interface—”It’s better than a butler, it’s Alfred!” Alfred! will be produced in a new manufacturing facility currently in the planning phase. Groundbreaking on the new facility is planned within the next six months with full operations to be accomplished in three phases over the next two years. Distribution of the Alfred! device and components will be through existing distributors and retail outlets. As part of the human resources team, you have been asked to support locating and staffing this new manufacturing facility in order to meet CapraTek’s strategic growth needs. The plan is for Phase 1 to be needed in one year and Phases 2 and 3 at one-year intervals after that. Here is some data you have uncovered when looking at similar CapraTek facilities opened within the past five years: Phase 1 = 140 production employees. Phase 2 = An additional 80 production employees. Phase 3 = An additional 120 production employees. CapraTek’s facilities management has informed you that the initial training will take place on-site, and staff from other CapraTek locations will conduct the training over approximately a six-week period. Past experiences suggest that only one in five employees interviewed will be both qualified and willing to accept the job, and 20 percent of those hired will not complete the training. Requirements Select a U.S. state to analyze as a possible location that will support CapraTek’s hiring projections for the new facility. (Normally, this duty is not an HR function.) Using the described CapraTek hiring scenario, write a 2–3 page memo to CapraTek’s VP of operations in which you include the following: Identify the number of production employees to recruit and hire. Note: This is to include the number of applicants needed to meet Phases 1, 2, and 3 as well as the number of hirings needed to meet production of the new product. Describe how employment and demographic trends for your selected state impact CapraTek’s future workforce planning. Assess elements of CapraTek’s workplace culture that could be developed for it to become an employer of choice. Include at least three elements, and support your answer from readings and other credible sources. Planning an Organization’s Staffing Needs Scoring Guide VIEW SCORING GUIDEUse the scoring guide to enhance your learning.How to use the scoring guide SUBMIT ASSESSMENT This button will take you to the next available assessment attempt tab, where you will be able to submit your assessment.

    Unit 1 Assignment 1, Strategic Projectning of Hiring Wants

    BUS 4045- Renewing Contumacy & Development

    How Hiring Practices Livelihood an Structure’s Address

        Hiring practices portray an induced role in an structure’s address as it causes an intercommunity betwixt HR administration and the strategic project of an troop. HR’s managers deep intent ce an emanationion is to rent the most suitable candidates with the best skills at the direct occasion. A troop’s strategic project environing the advenient order of a troop, ie; staffing, subsidence, renewing, hiring, and contumacy is something that wants to be shared with HR, so they can execute ordinary decisions that integralure pretend the troop in the advenient. Hiring practices as-polite livelihood an structure’s address by promotive with ceecasting and budgeting among the troop. Ce sample, costs of renewment, on cannonade, luxuriance, anticipation.

        CapraTek is a desire fact pioneer in shrewd and manufacturing computer server components and with their fantastic emanation, Alfred!, it is shown that the troop takes haughtiness on it’s innovative emanations and services and relies on their innovative solutions to agree the wants of the toil and maximize customer contentment. This  leads to the falsification that CapraTek has a is-sueplace humanization of alteration. As polite as nature a is-sueplace humanization, it is as-polite the deep address of the structure. To entertain a humanization of alteration, a troop can referable attributable attributable attributable barely entertain fantastic ideas, excepting an environment that integralows supposititious ideas and always encourages alteration from every employee. A troop with administration that is referableorious to fantastic ideas and opinions and agrees autonomy ce employees.

        Christina Merhar with Zane Benefits discusses five irrelative management to explaavow when seemly an master of exquisite. The five management are:

    1. Define What Type of Person You are Trying to Renew

    This media hiring the direct employee can cause the humanization wanted to entertain a restrainttunate concern. It is dignified to restrange and keep mob who agree in the troop humanization and entertain a congruence with a troop’s anticipation and band-arms. Merhar avows, “Cause a anticipation ce your is-sueforce, and then rent to carry it to life” (Merhar, 2015).

    1. Identify Perks and Benefits That Attract and Keep Your Ideal Employee

    In this tactic, it is dignified to scrutiny what mob insufficiency in commendations to benefits. Execute trusting that the benefits offered request to the troop’s is-sueforce and their disgrace.

    1. Know What Your Two-of-a-trade is Doing

    In other suffrage, con-balance the two-of-a-trade and ascertain quenched what executes them a referableiceable troop to is-sue ce and cause a referableiceable troop humanization.

    1. Offer Animated or Challenging Is-sue

    According to Merhar, challenging is-sue keeps employees occupied. It is best to entrusting that is-sue is challenging from the preparation of encroachment throughquenched an employee’s usurpation. Merhar avows, “Offering animated and challenging is-sue, adesire with a robust troop anticipation, integralure cause a buzz environing is-sueing ce your concern” (Merhar, 2015).

    1. Recognize Employees

    Merhar avows that employee acknowledgment is dignified to troop humanization and morale. Recognizing an employee could succeed from common acknowledgment, rewards, extra benefits, anticipation. It is best if acknowledgment is dundivided on an idiosyncratic, team, and troop-wide account.    

    Nature an master of exquisite is referable attributable attributable attributable barely environing restitution and benefits, excepting the integral encircling contentment an employee feels when is-sueing ce a troop. It is dignified to entrusting that HR is hiring the direct employee ce the work that can agree the alteration wanted ce CapraTek to flourish. Having an innovative humanization includes having innovative staff, which, in deflect causes and promotes dissonance among the troop. Ce CapraTek, the is-sueplace humanization of alteration is the clew to secure renewing and preference of summit candidates and having an energized, occupied, divers is-sueforce.  

    Recruiting, Selecting and Keeping Talent

        Arizona has feasible opportunities ce the advenient CapraTek address.  Although Arizona’s unencroachment objurgate has decreased balance the conclusive rare years, it tranquil has undivided of the leading encroachment objurgates in this country. It as-polite has undivided of the meanest objurgates of propaganda information in the avow with barely 29% of tyros able to merit a four-year rank in six years or near. Arizona has a tyro hypothecation coercionfeit objurgate of 18%. This is conspicuous than the avowal mediocre of 11% (Rumore, 2015).

        Although the aggregate ce Arizona’s information objurgate is mean and unencroachment objurgate is noble, it would be a referableiceable occasion ce CapraTek to referableorious it’s fantastic address in this area. Ordinaryly, Arizona has a population estimated at 6.7 pet mob, with balance 3.7 pet nature of is-sueing seniority with a medley of ethnicity to support in creating a divers is-sueforce. As-well, this would cause further works which would aid unencroachment in the avow and boost the avow and avow distribution. In deflect, this would support in promotive idiosyncratics steadfast tyro hypothecations and agree opportunities ce idiosyncratics to acquire an information with specialties in technology; this would grant CapraTek an occasion to rent the best, suitable candidates, suitableness creating works and furthering information ce mob.

    Number of Renews

    Bearing 1: Among the pristine year, CapraTek integralure want at lowest 140 employees. If barely undivided in five idiosyncratics are suitable and recognize the work, we integralure want to restrange at lowest 700 mob. Since barely 20% of those rentd integralure referable attributable attributable attributable entire luxuriance, then we integralure want to rent 168 quenched of the 700 mob renewed.

    Bearing 2: Among the coopeobjurgate year, CapraTek integralure want at lowest an appended 80 employees. Again with barely undivided in five idiosyncratics suitable and integralureing to recognize the work, we integralure want to restrange at lowest mob. With barely 20% completing luxuriance, we integralure want to rent at lowest 96 mob.

    Bearing 3: Among the third year, CapraTek integralure want an appended 120 employees to entire strategic enlargement wants. In this bearing, 600 mob integralure want to be renewed and we integralure want at lowest 144 mob rentd to entrusting we converge the quota of 120 employees.

    Conclusion   

        Hiring the overhead objurgate of employees integralure entrusting we entertain the direct aggregate of mob to converge the troop wants. As-well, having the direct hiring practices portray a important role as it promotes a troop of exquisite suitableness acquireting the best feasible candidates ce the positions conducive. The ordinary demographics  in Arizona integralure cause an meritorious occasion ce further work opportunities, a boost in the avow and avowal economies, and extension dissonance in the is-sueforce.

    References

    ADOA-EPS, Encroachment and Population Statistics., (2015). Population Estimates. Retrieved from https://population.az.gov/sites/default/files/documents/files/pop-estimates2015-04pla.pdf.

    Bureau of Labor Statistics., (2015). Arizona Unencroachment Objurgate. Retrieved from https://www.google.com/webhp?sourceid=chrome-instant&ion=1&espv=2&ie=UTF-8#q=current+unemployment+rate+of+Arizona.

    HR Council of California., (n.d.). HR Projectning. Retrieved from http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm.

    Infoplease. (n.d.). United Avows- U.S. Statistics- Census Data: Arizona. Retrieved from http://www.infoplease.com/us/census/data/arizona/demographic.html.

    Martinuzzi, B., (2014). How to Cause a Humanization of Alteration and Aid Your Concern Flourish. Retrieved from https://www.americanexpress.com/us/small-business/openforum/articles/innovation/.

    Merhar, C., (2015). 5 Management to Besucceed an Master of Exquisite. Retrieved from https://www.zanebenefits.com/blog/5-tactics-to-become-an-employer-of-choice.

    Roberts, G., (2011). What it media to be an ’master of exquisite’. Retrieved from http://www.virginiabusiness.com/news/article/what-it-means-to-be-an-employer-of-choice.

    Rumore, A., (2015). Arizona’s Propaganda Graduation Objurgate is Meanest in Avow. Retrieved from http://www.azcentral.com/story/news/local/arizona/2015/07/29/arizona-college-graduation-rate-lowest-nation/30769711/.