Preparing a Comprehensive Staffing Plan - Essay Example

? Preparing a Comprehensive Staffing Plan of the of the Preparing a Comprehensive Staffing Plan The importance of HR andthe preparation of a comprehensive and well integrated HR plan for the selection, recruitment and onboarding of employees can never be underestimated. Whatever the other resources of the organization- its machinery, systems, finances and materials, they all need a healthy and competent human resource to oversee and run them. A good and skilled human resource base can give an impetus to the other processes of the organization, anticipating and avoiding problems and bottlenecks, making best use of available resources using end to end supply chain management, JIT and EOQ in ordering and managing inventory, timing investments and financing requirements and other techniques. A strong, dependable and knowledgeable workforce can change the organization’s prospects for success in the marketplace. In this paper I have been asked to assume the role of an HR Director for a privately held, mid-sized engineering and manufacturing organization that is a government contractor and prepare a comprehensive staffing integrating the organization's recruitment, selection, and onboarding processes. The challenges present in the current scenario are that the firm is located in a city that has a larger than average percentage of people who are receiving various forms of public assistance. The city also has a lower than average number of college graduates and professionals, due to flight from the region to high tech hubs in the Northeast and Southwestern United States. Finding the Right Candidates Given the three categories of candidates to be hired i.e. Engineers, Skilled labor and Production or unskilled labor, the best approach for hiring skilled engineers are through placing an advertisement in the newspaper and specialized engineering and construction industry related journals. Although many of these people might have relocated to other areas, we can still imagine that a few good ones might be left who did not want to relocate. Hiring experienced candidates at a good starting level and making the selection process a bit easier will help them choose this organization. We can afford to pay a little less than those who relocate to other areas because they are closer to home and family and do not what to be uprooted. Promise of tuition assistance for kids or medical insurance would meet the needs of many of these families and could be used as a sweetener. For new interns, we could launch a hiring program that targets graduates of all the available local universities and is coordinated with their administration and program supervisors (Weyland, 2011). We can target likely candidates just before they graduate, asking for student profiles and arranging on campus interviews with the whole class to select the most promising. It is likely that some of them would prefer working close to home rather than relocating. The informal interviews help us get a step in the door and sponsorship of some element of the engineering program would endear us to the students and faculty. It can help attract good candidates to our formal hiring program once they graduate. An open house day in the final semester would also be a good idea. For unskilled staff, it is unlikely that many of them would have relocated and possible that they have adapted to the needs and demands of other industries. However those who want to return to their field of expertise in the engineering production area could also be attracted by ads in the newspaper as well as word of mouth. Attracting People to the Firm Part of this has already been explained above. It is important that all those who apply would be considered for various positions depending on their experience and skills. Since we are a private firm we may be able to pay a little higher than Government organizations. However because we deal with industrial contractors, the payment factor may be viewed with uncertainty, Having firm orders from customers, keeping good relations with suppliers and using supply chain management techniques will help lower production costs somewhat. Materials and warehousing can take up a lot of time and money. It is also important that the image of the firm appear modernistic and friendly, with facilities including factors that ensure work life balance and community projects that will help attract candidates to work for the firm due to these highly appreciated principles. Money is not the only motivator. Hiring and Selection Process The people have also to be motivated to apply. This can be accomplished by sending an email to potential candidates. People who have worked in civic administration would be preferred because they would likely have some contacts in the industry and know its workings (SIOP, 2002). The more important positions have to be filled with experienced candidates. The hiring rates have to be considerably higher than minimum in order to induce people to apply. The HR approved compensation budget will help establish limits for salary levels and increments and bonuses. Local competition will have to be considered as well. It is important not to make the selection process too difficult or longwinded. We want to attract people and once the top positions are filled with capable and competent candidates, we can afford to train the new hires in the various workings of the enterprise so that they get a feel of the work and know what contributions are expected. A one month training program for experienced candidates and three month training for new candidates will be needed and the production plans of the business will have to be organized to include this factor. Candidates should be hired for their skills and work attitude. Their profiles and accomplishments can be key indicators. The Onboarding Program The onboarding program is an important factor for both experienced and new candidates. It is important here not to rush through the process, giving the candidates no or little time to adjust. A friendly and cooperative attitude and a buddy system with a supervisor acting as mentor can ensure the success of this program (Byham, 2008). Various details of the program will have to be worked out such as presentations, training exercises, introduction to company policy and procedures, handling and rotation of candidates in various departments as well as assessment before final placement. Employees should also be encouraged to ask questions and give feedback on various aspects of working (Anonymous, 2009). In this way we can implement a comprehensive HR program that gives attention to the hiring, selection and onboarding aspects of the firm. References Anonymous (2009). Onboarding- A Critical Element in Strategic Talent Management, July 22, 2009. Workforce Management, Volume 88, Issue 9, p S-10. Byham, W. (2008). Strong Start to Job Success. Whitepaper for DDI. SIOP (2002). Selection. Industrial-Organizational Psychology learning module. Weyland, A. (2011). How to Recruit Employees that Fit. www.trainingjournal.com. July 2011. Read More