Workforce Planning: Recruitment and Selection
Paper details:
Scenario You are the newly appointed director of human resource management for the fire department of a city in the northeastern United States. Your organization has struggled to hire new firefighters for some time. Your predecessor attempted to increase recruitment and selection of new firefighters by implementing an employee referral plan; however, the number of new hires through referrals has fallen short of hiring goals. The need for firefighters intensified when your citys newly elected mayor promised to combat wildfires by increasing the number of firefighters in areas with higher wildfire risk.
The fire department has met the need for increased staff by assigning existing firefighters the additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practiceoriginally intended to be a short-term remedyattracted unwanted attention. A front-page article in your citys newspaper has revealed that three firefighters earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place.
Both the mayor and your boss have given orders to reduce overtime by hiring new firefighters immediately! The mayors mandate to cut the overtime of currently employed firefighters has created an employee relations problem. The citys firefighters have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some firefighters have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. They are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new firefighters) and are upset by the way they learned about city managements decision to cut overtime pay.
Representatives of the union have responded with the attached Memo on Firefighters Reaction to Planned Cuts in Overtime Pay. You must manage the current conflict between the firefighters and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriiptions and selection procedures using the attached Job Descriiption of City Firefighters to make managing workplace conflict a required job competency.
Seda Mesropyan
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REM1 REM1 TASK 2: WORKFORCE PLANNING: RECRUITMENT AND SELECTION
WORKFORCE PLANNING: RECRUITMENT AND SELECTION C234
PRFA REM1
TASK OVERVIEWSUBMISSIONSEVALUATION REPORT
COMPETENCIES
3039.1.2 : Job Analysis
The graduate evaluates jobs and develops job descriiptions.
3039.1.5 : Employee Relations
The graduate identifies employee-relations activities, policies, and procedures for balancing the rights of employer and employee in order to support strategic goals, objectives, and values of the organization.
INTRODUCTION
In todays hypercompetitive business environment, an organizations sustainable competitive advantage is derived largely from intangible assets: human, social, and intellectual capital. Intangible assets are produced by skilled, capable workers. Human resource professionals enable current and future organizational competitiveness by maintaining an adequate supply of people with the skills, knowledge, and abilities needed to produce these resources. This is accomplished through workforce planning, recruitment and selection of top-quality talent, and effective employee relations management. As a human resource professional, your ability to effectively identify your organizations need for employees, plan and implement employee recruitment and selection strategies, and manage employee relations will directly contribute to your organizations success.
SCENARIO
You are the newly appointed director of human resource management for the fire department of a city in the northeastern United States. Your organization has struggled to hire new firefighters for some time. Your predecessor attempted to increase recruitment and selection of new firefighters by implementing an employee referral plan; however, the number of new hires through referrals has fallen short of hiring goals. The need for firefighters intensified when your citys newly elected mayor promised to combat wildfires by increasing the number of firefighters in areas with higher wildfire risk.
The fire department has met the need for increased staff by assigning existing firefighters the additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practiceoriginally intended to be a short-term remedyattracted unwanted attention. A front-page article in your citys newspaper has revealed that three firefighters earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place.
Both the mayor and your boss have given orders to reduce overtime by hiring new firefighters immediately! The mayors mandate to cut the overtime of currently employed firefighters has created an employee relations problem. The citys firefighters have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some firefighters have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. They are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new firefighters) and are upset by the way they learned about city managements decision to cut overtime pay.
Representatives of the union have responded with the attached Memo on Firefighters Reaction to Planned Cuts in Overtime Pay. You must manage the current conflict between the firefighters and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriiptions and selection procedures using the attached Job Descriiption of City Firefighters to make managing workplace conflict a required job competency.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The originality report that is provided when you submit your task can be used as a guide.
Create a report (suggested length of 35 pages) in which you discuss strategies for managing conflict caused by cuts in overtime pay by doing the following:
A. Discuss three causes of workplace conflict between the citys firefighters and city management in the current situation.
B. Discuss two possible short-term outcomes if the conflict is not resolved.
C. Discuss two possible long-term outcomes if the conflict is not resolved.
D. Discuss three possible actions for resolving the current conflict about overtime pay.
E. Design a plan to create a more positive work culture in the citys fire department by doing the following:
1. Discuss two basic components of a work culture that prevent negative conflict.
2. Create two new specifications for the required section of the attached Job Descriiption of City Firefighters that relate to a candidates ability to effectively manage workplace conflict.
3. Create three situational interview questions designed to illuminate a job candidates competency in managing workplace conflict.
F. Explain two methods of evaluating improvements in employee relations in the city fire department.
G. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
H. Demonstrate professional communication in the content and presentation of your submission
