The Capratek Company has outlined its intended strategy to extend its production to produce an integrated wireless system that has the potential to connect all the home appliances and control them with a single device. This production will be carried out from a different facility from the existing one. The development of this facility will be executed in three phases. Therefore, the human resources department has strategized to offer appropriate support for the completion of the project. The department has relied on previous experiences and research in determining the appropriate recruitment approach that will provide an appropriate workforce required for the project.
The first phase of this project will require 140 employees. From experience, only one out of any five people interviewed for the job will be both qualified and willing to take up the Job. Moreover, only 80% of the people hired will complete the training. Given this statistic, the human resource will put in place stopgap measures to ensure that the project gates a sufficient supply of human resource throughout the project. For the first phase of the project, we will generate a total number of 875 shortlisted applicants. Out of these shortlisted applicants, only 175 are likely to be both qualified and willing to take up the job. These 175 candidates will be recruited and subjected to the training. 80% of them are likely to complete the training while 20% of them are likely to drop off on the way. As such, we will be able to remain with around 140 production employees. This is the required number of production employees for the first phase of the project.
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During the second phase of this project, the human resource department will generate a total of 500 shortlisted candidates. Out of them, 100 are likely to be both qualified and willing to take up the Job. The 100 people will then be subjected to the training out of them only 80 will complete the training. This is the appropriate additional number of employees required for the second phase of the project. For the third Phase of this project, the department will generate a total number of 750 shortlisted applicants. From the shortlisted applicants, 150 are likely to be willing to take up the job as well as qualified for the job. These 150 people will be taken through the training. Only 80% of them are likely to complete constituting about 120 people. This is the number of additional employees required for the third phase of this project.
The employment and demographic trends for the selected state will have a great impact on Capratek’s workforce planning. In States where there are many employers and the rate of employment is high, very few people will be willing and qualified to take up the Capratek jobs. This is because most people are already in gainful employment. Moreover, the high competition among the employers will raise the worth of every qualified employee and hence the company may not be able to keep up with the demands of the employees. On the contrary, states with a relatively higher rate of unemployment will offer many people who are willing to take up Capratek’s jobs and are equally qualified. The competition for employment is law. The dynamics of these factors largely affects the effectiveness of the methods an organization chooses in recruitment. For Capratek, it is important that the next project will be located in a state where the rate of unemployment is relatively high, and hence labor is relatively available. The strategy will facilitate the planning of the workforce the company will have a greater influence on the people to be hired.
The Capratek workplace culture can be developed significantly to turn the company into an employer of choice and hence competitive in attracting and retaining a highly qualified and competitive workforce. Firstly, the company can leverage on training to become the employer of choice. Training not only equips the employee with skills but also enable them to grow in their career path progressively. In the current culture, employees are trained during a new project and as they take up their new roles. However, continuous training positions the employee strategically for the next challenge in their carrier, this will greatly motivate people to seek employment in the organization, and hence the organization will be the employer of choice.
Secondly, the company can leverage on its promotional strategy to make it the employer of choice. Currently, the company employs semiskilled employees who are then eligible to apply for training and hence become skilled employees. However, the company can consider offering mandatory training for all employees hired at the semi-skilled level. Consequently, all the employees become eligible for promotion after the training; it will serve as a motivation for people seeking employment at the company. The promotion criterion can then be based on the availability of opportunity and their commitment because they will be assured that their commitment and hard work will ultimately yield a promotion. This will turn the company into the employer of choice.
Lastly, the company can leverage on the percentage increase it offers its employees upon promotion. Currently, the employees who get promoted earn an increase of 25% salary increase. In percentage increase is insignificant for people who are beginning with relatively smaller salaries. The company can increase this percentage to a minimum of 40%. Consequently, many people will prefer to work for the organization.
