You are the Human Resources Manager (HRM) at Sunshine Staffing, a locally owned staffing agency that helps organizations (predominately manufacturing and pharmaceutical) solve their temporary and long term employment needs. You joined the team of Sunshine Staffing ten years ago and admittedly, the agency has experienced slow growth due to lack of attainment of new clients, lack of expansion with current clients, and the lack of quality of the individuals who do apply to be placed on jobs. You are part of an executive team that consists of a Chief Executive Officer (CEO), Chief Operating Officer (COO), and a Sales Manager that is responsible for bringing on new clients and then managing their accounts. Your primary role as HRM is to recruit, select, and onboard qualified individuals to fulfill the employment needs of all clients.
Feedback from previous and current clients, surveys submitted by individuals that have been placed on jobs, and the trending of data collection has shown the following SWOT (Strength; Weakness; Opportunity; Threat) Analysis:
- Strength: Because the agency is small, individuals that apply to be placed on job vacancies receive undivided attention and are treated as part of a welcoming family. Detailed feedback is given and a lot of energy is put into keeping them gainfully employed either with short term or with long term employment options. Weekly contacts are made to make sure a certain comfort level is maintained and to make sure the individuals know how important it is that they make a good impression on the client and that they understand they are appreciated by the agency.
- Weakness: Location. The agency is located in a less then desirable area in the downtown district so potential clients don’t typically just “walk-in” or call based on the address they see in the yellow pages. Additionally, most individuals that are looking to be placed on a job do not desire to travel to that part of town.
- Opportunity: The opportunity exists to expand their current client base if they could find qualified individuals in the areas of administration, engineering, and healthcare.
- Threat: While this economy has increased the demand for staffing services – their ability to compete with advertising, assessments, and benefits decreases day by day due to slow growth rate. Their most immediate threat is the staffing agency around the corner, the staffing agency 5 miles away, and the staffing agency on the other side of town.
The Sales Manager has turned in his resignation effective in 30 days. You need to replace him as soon as possible – but you admittedly feel a little discouraged at your ability to be successful with this initiative. Your primary goal is to legally and equitably hire someone to replace the Sales Manager who EXCEEDS the requirements regarding education, work experience, and personality to ensure positive stakeholder reactions – within the realm of practicing Talent Management.
The ideal candidate will have a graduate degree, 10 years of experience in a relevant environment (Sales, Staffing, Human Resources, Marketing), and a willingness to travel.
Recruiting – Supplement Provided in Courseroom:
- Develop the Recruiting Message w/focus on Talent Management
- Develop a Realistic Job Preview (RJP)
Selection: Assessing External Candidates – Supplement Provided in Courseroom:
- Indicate screening assessment method & why chosen
- Indicate Evaluative assessment method & why chosen
- Indicate Contingent assessment method & why chosen
Onboarding: Choosing & Hiring Candidates – Supplement Provided in Courseroom:
- Indicate how employee will be selected: Hurdles or Compensatory Approach & Why
- Create the competitive Job Offer
- Create the Rejection Letter
Retain & Manage Talent:
- Based on all of our learning’s and discussions thus far – if you hired someone that exceeded the requirements of the job (which you should do since you are practicing Talent Management) – how would you keep them at Sunshine Staffing (versus lose them to a competitor) and how would you manage them to keep their motivation elevated and to provide them opportunities for growth.
Action Plan Structural Guidelines:
- This paper is an Action Plan and not a research paper. Thus, this assignment can be single spaced.
- Even though this assignment is not a research paper and we do not have to adhere to APA style, we still need to give credit to the authors of sources that we use for research. Thus, we will still find ourselves citing our sources (i.e., Phillips & Gully, 2013).
- Even though this assignment is not a research paper and we do not have to adhere to APA style, we still need to list all sources that we use to supplement our paper on its very own page. So while there is no required format for listing these sources – nonetheless, they must be listed.
- Please use a minimum of 4 sources for this Action Plan (with two of them being our textbooks for this class & another one being the one used for the supplementary material – listing at the end of these instructions) – you are due to find at least one on your own.
- This Action Plan will be assessed against a rubric. This rubric is the grading system listed in our class syllabus on page 3.
- Please make this Action Plan a minimum of 8 single spaced OR 11 double spaced pages. Here is the required single spaced format:
- Page 1: Title Page
- Page 2: Recruiting Message & Realistic Job Preview
- Page 3: Screening Assessment, Evaluative Assessment, Contingent Assessment
- Page 4: Hurdles or Compensatory Aproach
- Page 5: Competitive Job Offer (written in official 1 page letter format)
- Page 6: Plan of how to Retain & Manage Talent
- Page 7: Rejection Letter (written in official 1 page letter format)
- Page 8: List of 4 (or more) sources used for this Action Plan
Here is the required double spaced format:
- Page 1: Title Page
- Page 2: Recruiting Message
- Page 3: Realistic Job Preview
- Page 4: Screening Assessment
- Page 5: Evaluative Assessment
- Page 6: Contingent Assessment
- Page 7: Hurdles or Compensatory Approach
- Page 8: Competitive Job Offer (written in official 1 page letter format)
- Page 9: Plan of how to Retain & Manage Talent
- Page 10: Rejection Letter (written in official 1 page letter format)
- Page 11: List of 4 (or more) sources used for this Action Plan
Remember - this assignment cannot be turned in late
Phillips, J., and Gully, S. (2009). Strategic Staffing. Pearson Education, Inc. Upper Saddle River: NJ.