Hiring and Training Forecast Plan

Skilled Workers

CapraTek is expected to have 540 skilled employees in the next year, increasing 28 new skilled employees to the 512 currently available. It is expected that 10% of the workers will be promoted to shift lead workers. This percentage amounts to 51 employees. 3% of the 512 employees will also retire, which totals to 15 employees. If we add the projected increase of 28 employees, 51 employees needed to replace those promoted to shift work, and 15 employees to promote those that retire, CapraTek will need 94 new skilled employees. 10% of unskilled employees will comprise of these new employees. The unskilled employees are 390; hence 39 will be promoted to skilled employment. The number of needed workers is 94 less 39, which leads to 55 new skilled workers.

Unskilled Workers

CapraTek is projected to need 410 unskilled workers in the next year, increasing 20 new unskilled workers from the current number of 390. The company expects to lose 10% (39) to be promoted to skilled employment and 20% (78) to turnover. Therefore, CapraTek will need to replace the 78 workers lost to turnover, the 39 promoted, and add the new expected 20 employees equaling to 137 new unskilled employees. However, only two-thirds of interim employees complete the training period for all new unskilled workers. Thus an excess number of employees is needed to make up for this shortage. From calculations, the total number of new unskilled employees to be hired is 206.

Shift Lead Workers

CapraTek will need 2 more shift lead workers for the next year, increasing the 82 currently available. However, 10% (8) will be promoted to department supervisors, while 5% (4) will be lost to retirement. This means the company will need 14 new shift lead workers (2+8+4).

The company will require efficient planning to select the most suitable skilled employees for promotion and the best hiring practice to fulfill the skilled workers’ shortage. The company prefers hiring from within and would want to promote unskilled workers from four years ago who have completed a four-year degree to fill these posts.

Department Supervisors

The company will need the same number of department supervisors. However, 8% will retire annually. Hence from 46 employees, 4 new department supervisors will be needed. 10 % of shift leaders make this upward move, which requires 5 years. Hence these four may be hired from the promoted shift workers.

Operations Managers

CapraTek will require the same number of operations managers in the next year. However, 10% of operation managers retire annually. From 22 department supervisors, 2 will therefore retire. An employee is promoted to corporate annually. Hence the company will promote one department supervisor and hire the other operation manager externally.

Employment Trends and Demographics

CapraTek is located in Atlanta, Georgia. According to a 2016 report by the Georgia Department of Labor, employment in Georgia is expected to grow by 5.0 million by 2026 (Georgia Workforce Trends). 12% of the growth (62 000 jobs) is expected to be in the goods-producing sector compared to 88% (462 000 jobs) in the service sector. Professional and business services are expected to add the second most amount of jobs in the State by about 84,000 jobs. The industry sector is expected to increase employment from 598 000 in 2016 to 682 000 in 2026. Manufacturing is expected to grow by 8% during this period. Manufacturing jobs will increase from 385 000 to416, 000. Production occupations are among the expected job positions that will attract the most number of employment. Industry employment is expected to grow by about 53 000 jobs annually. Such, therefore, paints the landscape of workforce planning in goods-producing sectors. The sector will experience growth but not at the high rates of the service production sectors. Thus, workers will be in high demand, and CapraTek must improve its staff planning and hiring process to ensure it can have an adequate workforce.

Technology’s Impact on Staff Planning

Staff planning is essential for organizations to ensure they have a sufficient workforce and perform efficiently. Staff planning involves internal and external data analysis focused on hiring, training, turnover, job developments, promotions, and retirement. Strategic staffing plans can identify staffing needs, skills required for those needs, and deadlines. They often specify strategic goals and objectives, action plans for implementing objectives and categorize similar tasks for position/ job creation (McNamara). Technology is thus vital in the creation of these plans. HR metrics and business analytics can improve business operations by aiding HR managers in utilizing the best workforce planning practices (Ayandibu & Kaseeram, 2020). Intelligence and analytical solutions and cognitive analytics robotics can improve human resources' performance through data analysis, which gives insights into enhancing the workforce and aligning staff operations to the business objectives.

Recommendations

CapraTek faces several challenges that it can improve to reduce operational costs and ensure an adequate workforce. The first is the cost incurred and the amount of time lost when a third of unskilled employees in training quit. This number needs to be reduced, especially with the lower employment forecast for the industrial sector. The company can adopt mentoring programs where the new employees are matched with experienced unskilled employees who can guide and motivate them (Miller, 2018). According to Miller, the individual training and attention given will create a culture of acceptance that encourages more employees to stick with the firm.

The high turnover rate among unskilled workers should be reduced. The company can introduce reward schemes for diligent employees and implement performance evaluation programs. These mechanisms will allow management to reward hard work, evaluate job performance closely, and give opportunities for advising and mentoring (Kappel, 2017). Such will create a positive culture that makes the employees feel respected and valued and, in turn, increases their loyalty.

Thirdly, CapraTek needs to tackle the shortage of skilled labor in both the company and expected on the broader market (Georgia). The company relies on training and promoting its unskilled employees to avoid the challenges associated with outsourcing and ensure a steady supply of workforce. Hence, there is a need to increase job development among its employees at all levels so that this upward promotion model can continue being effective. Miller suggests the creation of milestones, development goals, coaching, and mentoring (2008). Therefore, unskilled laborers will benefit from increased college enrollment interventions and thus be more motivated to join the institutions and rise within. The company already has a good foundational structure for this model and should intensify its monitoring and development. Monitoring the employee milestone, development track, and achieving development goals will give the HR management insights into the progress and inform them of areas in need and when to promote the employees.

References

Ayandibu, A. O., & Kaseeram, I. (2020). The future of workforce planning.  Advances in Human and Social Aspects of Technology , 127-156.  https://doi.org/10.4018/978-1-5225-9810-7.ch006

Georgia market trends . (n.d.). Georgia LaborMarket Explorer.  https://explorer.gdol.ga.gov/vosnet/mis/occupation/lt/middle_ga.pdf

Kappel, M. (2017, August 9).  5 ways to reduce employee turnover . Forbes.  https://www.forbes.com/sites/mikekappel/2017/08/09/5-ways-to-reduce-employee-turnover/#61e7e7645001

McNamara C. (n.d.) How to know what positions and jobs are needed (Workforce planning, human resources planning) . Free Management Library.  https://managementhelp.org/staffing/planning.htm

Miller, B. (2018).  Tips for incorporating employee development into the work culture . HR Daily Advisor. Retrieved September 4, 2020, from  https://hrdailyadvisor.blr.com/2015/09/16/tips-for-incorporating-employee-development-into-the-work-culture/