You are the senior human resource professional in a company and part of the senior strategic management team. The company is a service company that operates five teleprofit centers of 300 representatives each in the following Florida cities: Jacksonville, Orlando, Gainesville, Tampa, and Miami. The CEO has asked the senior strategic team to develop a HR plan that will allow the company to grow by two more teleprofit centers, which will be located in Jacksonville, Florida.
Considering turnover, length of training, hiring success and learning curve for new employeesdevelop a reasonable âhire aheadâ plan, which keeps newly trained employees ready to take the place of employees who leave or are promoted to other positions. The âhire aheadâ plan must allow no more than 3% of the employee base in each of the new teleprofit centers to consist of newly trained employees.
The following factors should be considered while developing the plan:
⢠There is a human resource budget of $3.5M.
⢠From the HR Budget, $200K will be dedicated for recruiting and selection.
⢠Recruiting costs will increase by 30%, but the HR budget will not increase.
⢠Recruiting will be conducted through Monster, CareerBuilder, Sologig, and in various print publications in the listed cities.
⢠There will be 4500 applications received per month from the recruiting efforts.
⢠Average turnover of the teleprofit representatives in the company is 7% per month.
⢠Average turnover of the teleprofit representatives in Jacksonville is 5% per month.
⢠New representatives receive two weeks of training in the classroom and two weeks of âside-by-sideâ training before they are on their own.
⢠All trainer positions are exempt.
⢠It takes nine months for a representative to be considered âfully trainedâ.
SELECTION PROCESS
Choose as many, or as few, of the following steps to create the selection process that applies best to your plan. All applicants who pass these steps will be hired.
o Pre-screening- performed by a human resource assistant (nonexempt position) - cost of $20 per applicant; 95% of applicants prescreened are successful and are passed on to a recruiter.
o Interviewing- completed by a recruiter (exempt position) - cost of $70 per applicant; 50% of applicants who are interviewed are successful and are then tested. o Employee testing- administered by a human resource assistant- cost of $30 per applicant; 50% of those tested are successful and will have a drug screening check done.
o Drug screening- coordinated by a human resource assistant- cost of $35 per applicant; 95% will have a successful drug screening and then have a background check completed.
o Background check- coordinated by a human resource assistant using a third party contracted provider- cost of $25 per applicant; 60% will have a successful background check and will be submitted to a credit check.
o Credit check- conducted by a human resource assistant-cost of $35 per applicant; 60% will fail the credit check.
ISSUES TO ADDRESS
The following list represents a minimum guideline of issues that should be addressed:
ï How does this current hiring process affect the successful filling of current position vacancies?
ï What process changes can be made to help your budget concerns?
ï How many new employees have to be hired each month to meet the objectives of the âhire aheadâ plan?
ï What is happening to the vacancy rate? ï What is the vacancy rate?
ï What can be done to improve your vacancy rate?
ï What can be done to understand the turnover rate?
ï What can be done to improve the turnover rate?
ï How does this scenario affect the bottom line of the company?
You are the senior human resource professional in a company and part of the senior strategic management team. The company is a service company that operates five teleprofit centers of 300 representatives each in the following Florida cities: Jacksonville, Orlando, Gainesville, Tampa, and Miami. The CEO has asked the senior strategic team to develop a HR plan that will allow the company to grow by two more teleprofit centers, which will be located in Jacksonville, Florida.
Considering turnover, length of training, hiring success and learning curve for new employeesdevelop a reasonable âhire aheadâ plan, which keeps newly trained employees ready to take the place of employees who leave or are promoted to other positions. The âhire aheadâ plan must allow no more than 3% of the employee base in each of the new teleprofit centers to consist of newly trained employees.
The following factors should be considered while developing the plan:
⢠There is a human resource budget of $3.5M.
⢠From the HR Budget, $200K will be dedicated for recruiting and selection.
⢠Recruiting costs will increase by 30%, but the HR budget will not increase.
⢠Recruiting will be conducted through Monster, CareerBuilder, Sologig, and in various print publications in the listed cities.
⢠There will be 4500 applications received per month from the recruiting efforts.
⢠Average turnover of the teleprofit representatives in the company is 7% per month.
⢠Average turnover of the teleprofit representatives in Jacksonville is 5% per month.
⢠New representatives receive two weeks of training in the classroom and two weeks of âside-by-sideâ training before they are on their own.
⢠All trainer positions are exempt.
⢠It takes nine months for a representative to be considered âfully trainedâ.
SELECTION PROCESS
Choose as many, or as few, of the following steps to create the selection process that applies best to your plan. All applicants who pass these steps will be hired.
o Pre-screening- performed by a human resource assistant (nonexempt position) - cost of $20 per applicant; 95% of applicants prescreened are successful and are passed on to a recruiter.
o Interviewing- completed by a recruiter (exempt position) - cost of $70 per applicant; 50% of applicants who are interviewed are successful and are then tested. o Employee testing- administered by a human resource assistant- cost of $30 per applicant; 50% of those tested are successful and will have a drug screening check done.
o Drug screening- coordinated by a human resource assistant- cost of $35 per applicant; 95% will have a successful drug screening and then have a background check completed.
o Background check- coordinated by a human resource assistant using a third party contracted provider- cost of $25 per applicant; 60% will have a successful background check and will be submitted to a credit check.
o Credit check- conducted by a human resource assistant-cost of $35 per applicant; 60% will fail the credit check.
ISSUES TO ADDRESS
The following list represents a minimum guideline of issues that should be addressed:
ï How does this current hiring process affect the successful filling of current position vacancies?
ï What process changes can be made to help your budget concerns?
ï How many new employees have to be hired each month to meet the objectives of the âhire aheadâ plan?
ï What is happening to the vacancy rate? ï What is the vacancy rate?
ï What can be done to improve your vacancy rate?
ï What can be done to understand the turnover rate?
ï What can be done to improve the turnover rate?
ï How does this scenario affect the bottom line of the company?
