Recruitment the First Aspect of the Training

Recruitment

The first aspect of the training plan is the budget. The organization has an expected net revenue of $1.3 million. The current workforce is 650 people. There will be 20% turnover, and 20% expansion, meaning that there will be 260 new people that will need to be trained. This means that the training cost per employee needs to be fairly low, in order that the company can remain profitable. For example, a cost of $100 per person will cost the company $26,000, which will probably be noticeable on the bottom line. With only $300,000 more in revenue, the new people will only generate an incremental $2,300 per employee, which means that the company will need to get them up to speed quickly so that they can be more productive -- and the company also needs to ensure that turnover is reduced as well.

The customer is located in Arizona -- the recruitment plan will be addressed shortly -- and this has implications on the training plan. The unemployment rate in Arizona is 7.1%, which is higher than the national average. Thus, it may be possible to get a higher quality of worker. Further, the state's taxes are relatively low and the weather good. This again implies that it might be easier to attract talent to Arizona than it might be to attract talent to other states. That bodes well for the training program. However, Arizona is demographically quite different from Michigan as well -- 20.8% of the population has Spanish as a first language, something that might have to be reflected in the training program (U.S. Census Bureau, 2014).

The recruitment strategy will therefore focus on a few different elements of recruitment. The first is that we want input from our existing employees. An internal recruitment strategy has a lot of appeal, in that internal recruitment allows the company to leverage the employees that are dedicated enough to remain with the company to bring in new employees. Also, closer social networks within the company should result in lower turnover rates. In addition, turnover results from situations where the job expectations of the new hire do not align with the actual job, but that expectations are much more realistic when an internal recruitment processed is used -- the existing employees can communicate in advance to the recruit a realistic picture of the company and the job (Moser, 2005). Thus, positions for external candidates will be posted internally, and it will be encouraged that current employees recommend friends and relatives, who will then be subject to the standard assessment process for skills/knowledge fit. This is also a good strategy with Mexican-American workers, who often use informal family/acquaintance networks to find jobs, as social capital is emphasized in that society, which comprises 20-30% of Arizona's workforce (Wilson, 2007).

The external element of the recruitment strategy should allow for an expansion of the field beyond Arizona. This is not because the local workers are incapable, but because there is reason to believe that good people can be attracted from out-of-state, for good positions. Leveraging the attractiveness of Arizona broadens the applicant pool. To facilitate this, in addition to using online job postings, the company build online teleconference interviews into its hiring process.