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Staffing Plan Comprehensive Staffing Plan Engineering And Case Study

¶ … Staffing Plan Comprehensive Staffing Plan

Engineering and manufacturing requires many individuals who are adept at skilled labor. Additionally, there are unskilled laborers who can also be of use to a company that engineers and manufacturers goods. In a city such as this one, however, there are large challenges, such as a lack of a skilled workforce and many people who are on public assistance. College graduates and professionals are not that common, because many of them leave and move to others areas where high-tech hubs can be found. While the company in question here cannot focus its efforts on stopping that tide of workers who are leaving, there are ways in which it can reach out to and recruit people who have the skills - or are developing the skills - for which the company is looking. That can go a long way toward a company that workers want to consider before they elect to move out of the area.

Recruitment

For recruitment, there are two issues to be considered: (1) people who live in the area and have the skills for which the company is looking, and (2) people who live in other areas of the country, but have the skills and would be willing to move. Both of these areas are important when a company is looking for new talent and attempting to find workers who will be the right fit, long-term (Wright & Domagalski, 2010). In order to come up with a comprehensive plan for recruitment, the company must know exactly who it is looking for in terms of what kinds of employees it wants to hire. Not every recruitment effort will be successful, so companies that need and want to recruit new talent should focus not on specific people, but on a specific kind of person (Wright & Domagalski, 2010). With an engineering and manufacturing company, there are two different kinds of recruitment efforts that need to be addressed, and those involve skilled and unskilled laborers.

The skilled laborers are the largest problem...

Recruiting unskilled laborers is relatively easy, because putting an ad in the local paper brings out many individuals who do not have jobs and who are looking for work. These people can be taught, in many cases, because the jobs for which they will be hired do not require degrees or advanced skills. These kinds of jobs are not much of an issue for any company, but recruitment of individuals who have the right credentials for a skilled position is far different and much more complicated (Wright & Domagalski, 2010). One of the ways these people are being recruited today is through social networks (Kluemper & Rosen, 2009). These were used mostly for fun in the past, but now they are becoming a powerful tool that anyone can use in order to seek out employment. More and more employers are using them to look for skilled labor, and it is a trend that appears to be very effective, mostly because it reaches people all over, and not just those who are in the local area (Kluemper & Rosen, 2009).
Selection

Selecting the right person from a pool of candidates is also highly important. Social media can be used for that to some degree, but eventually there will have to be more of a personal interview or connection between the person and the company (Kluemper & Rosen, 2009). In order to properly select people for a skilled job, credentials are one of the things that matter most (Bernthal, n.d.). These credentials should be acceptable to the company and should also be verifiable. Many people pay for degrees, and then they use them to get jobs. If they have some skills and abilities, it is not always obvious that their degree is not valid or accredited. These people can end up harming the company's image, and they can also do damage to the products that will be engineered or manufactured, as well. It is very important to verify degrees and other credentials for anyone who will be hired for a skilled, degreed…

Sources used in this document:
References

Anonymous (2009, June). Onboarding: A critical element in strategic talent management. (2009, June). Workforce Management, 88(7), S10. Retrieved November 28, 2011, from ABI/INFORM Global. (Document ID: 1785568191).

Bernthal, P. (n.d.) Calculating ROI for Selection Systems, accessed November 28, 2011 at: http://www.ddiworld.com/DDIWorld/media/white-papers/calculating_roi_for_selection_wp_ddi.pdf?ext=.pdf

Kluemper, DH, & Rosen, P.A. (2009). Future employment selection methods: Evaluating social networking web sites. Journal of Managerial Psychology, 24(6), 567-580. Retrieved November 28, 2011, from ABI/INFORM Global. (Document ID: 1871932911).

Wright, E., & Domagalski, T. (2010, May). Common sense hiring. SuperVision, 71(5), 15-17. Retrieved November 28, 2011, from ABI/INFORM Global. (Document ID: 2018927241).
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