One of the significant factors that affect the demand for labor for police officers is the need for more output. The city requires increasing the number of police patrols in high crime areas to enhance security in the region. This additional output needed by the city calls for the extra labor force, thus creating demand for more police officers. The changing demographic of the workers can also affect the demand for labor. The average age of the police officers in the city is currently at 45, which means a large number of them will retire in the next five years. The city thus demands more labor force to replace the staff who are nearing retirement. The net income of the staff also affects demand. When the wage is low, there will be more demand for labor than when the demand is high.
The net income received by employees plays a crucial role in determining the supply of labor. Before accepting to give their services, employees will look at the wage rate and income taxes deducted. A low wage rate and high taxation rates will lead to less supply for labor. For example, the state imposes high rates of income and property taxes, thus turning many people from working within the state. The climatic conditions of a region also play a key role in determining the supply of labor. Job candidates will consider the climatic condition of an area when seeking employment. The state has a cold and harsh winter, which reduces labor supply as many people avoid the harsh climate. The other factor affecting the supply of labor is the living condition of a place. People tend to avoid seeking employment in regions with a high cost of living. The high cost of living can be a threat to middle and low paying jobs due to the high cost of houses and other social amenities.
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B. Recruitment Plan
Recruitment Objectives
The organization's first major objective is to hire qualified candidates to meet the growing demand for the police officers in the city. The aim is to enhance service delivery to the city residence by hiring qualified employees. The second objective of recruitment for the organization is to create a large talent pool for candidates to ensure the organization can fill the vacant positions. The current average age of the police in the city is 45, and a large number would retire in the next five years. The aim is, therefore, to create a pool of qualified employees to replace the aging workforce. The third goal is to meet the organization’s diversity by selecting the candidates who meet the merit and can fit into the values, culture and goals of the police. The recruitment is to be solely based on merit and qualification.
Recruitment Strategy
The determination of the size of the pool of applicants is useful in helping the organization have a clear recruitment strategy. The use of the yield ratio helps determine the effectiveness of the recruitment process. Based on the data, only 13 candidates get hired out of the 43 applicants. During each step, the total number of candidates reduces as screening continues. Only 18 candidates go to step five, out of which only 13 are hired. The yield ratio =number of hired candidates from stage n/number of candidates coming from stage n. The yield ratio will be 13/43*100=30%. To hire 25 candidates, the organization will require a pool of 83 candidates.
The first key target group should come from the criminal justice department. A large number of applicants from the criminal justice graduate end up being hired based on the data. Compared to other candidates, 50% of the applicants from criminal justice were hired. They should be the first target group for the organization when hiring. The second target group should be police departments. The data shows that out of the applicants from this group. More than 80% were hired. This shows they represent the group of highly qualified group. Targeting these two groups in the recruitment will ensure that recruitment is effective.
The best recruitment method to reach out to the criminal justice graduates is newspaper ads and college career affairs. During their last year in college, this group can be reached through career affairs and newspaper ads to enhance their reachability. Employee referrals can also be used to reach out to this group. Similarly, the candidates from other police departments can be reached through referrals and job fairs. The already employed staff can be used to reach out to qualified candidates from this department to increase the reachability. Using these methods will reduce the chances of more unwanted candidates.
C. Selection Plan
Selection Methods
One of the best selection methods that can be used in police recruitment is in-person interviews. During interviews, the employer gets to determine the sustainability of the candidates based on how they answer the interview question. Through interviews, the candidates can be narrowed down to the finalists, thus ensuring that only qualified candidates are hired ( Annell, Lindfors & Sverke, 2015 ). The second method that can be used to select the candidates is through a preliminary screening. This method is used to eliminate the candidates based on the skills and competencies of the candidates in relation to job demands. This method would be best for this organization to eliminate candidates who are not qualified. The third selection method is a background and drug check. This check examines the ability of the candidates to meet the background requirements set by the organization during hiring.
Selection Tests
One of the selection tests for the police officers should be the physical ability test. The selected candidates must be physically fit to meet the various police duties. Based on the job descriptions, physical requirements for the police include the ability to participate in physical activities such as walking, running, climbing and running ( Chungyalpa & Karishma, 2016 ). A candidate suitable for the job of a police officer must be physically fit. The second selection test for police officers for the organization is to safely operate a vehicle, firearm and knowledge on the city criminal, public and traffic rules. The organization states these skills and abilities under the job description of the city police. These tests would eliminate the candidates based on whether they are qualified enough to meet the requirements.
Background Checks
Drug Screening is the first type of background check that needs to be conducted to the police officers. Background checks for drugs are important for police officer candidates to ensure they are not using illegal drugs ( Lageson, Vuolo & Uggen , 2015). Drug screening should be conducted during the selection tests. The second type of background check is the criminal history record. The police officers should have a clean record concerning criminal activities. This background check should be conducted at the selection test stage of recruitment.
Evaluation Methods
The first evaluation method that can be used is the total cost per hire. The total cost used to hire new candidates determines the effectiveness of the recruitment and selection method. A higher cost of hiring means the method was ineffectiveness. The second evaluation method is the quality of each hire. If the candidates from a recruitment method are talented and meet the quality standards, then the recruitment and selection method can be said to be effective ( Stoughton, Thompson & Meade, 2015 ). Time to fill can also be used to measure the effectiveness of the recruitment and selection process. Too long time to fill the vacant posts could mean an existing problem with the whole process. However, a short time to fill the vacant posts could mean the process is effective. The experience of the candidates attracted also determines the effectiveness of the recruitment process ( Pit, Vo & Pyakurel, 2014 ). When the organization can attract more experienced candidates, it indicates the effectiveness of the recruitment process.
References
Annell, S., Lindfors, P., & Sverke, M. (2015). Police selection–implications during training and early career. Policing: An International Journal of Police Strategies & Management .
Chungyalpa, W., & Karishma, T. (2016). Best practices and emerging trends in recruitment and selection. Journal of Entrepreneurship & Organization Management , 5 (2), 1-5.
Lageson, S. E., Vuolo, M., & Uggen, C. (2015). Legal ambiguity in managerial assessments of criminal records. Law & Social Inquiry , 40 (1), 175-204.
Pit, S. W., Vo, T., & Pyakurel, S. (2014). The effectiveness of recruitment strategies on general practitioner’s survey response rates–a systematic review. BMC medical research methodology , 14 (1), 76.
Stoughton, J. W., Thompson, L. F., & Meade, A. W. (2015). Examining applicant reactions to the use of social networking websites in pre-employment screening. Journal of Business and Psychology , 30 (1), 73-88.
