Staffing

Staffin" rel="nofollow">ing Order Description concise busin" rel="nofollow">iness writin" rel="nofollow">ing and the use of tables as much as possible. you're makin" rel="nofollow">ing a proposal to the organization's leadership team, so you'll want to make sure you thin" rel="nofollow">ink about it from that perspective. Be sure to in" rel="nofollow">include the requirements of every module. This is from the syllabus�.. Project (course-long) This project will enhance your analytical skills and allow you to apply the concepts in" rel="nofollow">in this textbook to a real-world situation. You will select an organization about which you have some in" rel="nofollow">interest or knowledge, and about which you can acquire additional in" rel="nofollow">information. The goal of your report is to align the staffin" rel="nofollow">ing system for a key position in" rel="nofollow">in this organization with the organization�s busin" rel="nofollow">iness strategy. You will analyze how effectively the target organization is staffin" rel="nofollow">ing a key position, and make recommendations for improvement. At the end of each module is an assignment requirin" rel="nofollow">ing you to apply that module�s material to your chosen job. Your report should be addressed to the company�s executive management team. Your job is to persuade them that your recommendations will lead to a positive return on in" rel="nofollow">investment (ROI) for the organization and better enable it to execute its busin" rel="nofollow">iness strategy. Assume that the executive management team does not have a workin" rel="nofollow">ing knowledge of staffin" rel="nofollow">ing termin" rel="nofollow">inology. As a result, you need to write your report so that a layperson can easily understand what you are communicatin" rel="nofollow">ing. Feedback can be sought from the professor at any time if you have questions or if you need clarification on any aspect of the project (or the course). The fin" rel="nofollow">inal project is due in" rel="nofollow">in module 9. While feedback will be provided as soon as assignments are turned in" rel="nofollow">in, the project will be graded in" rel="nofollow">in its totality at the end. This gives you the opportunity to in" rel="nofollow">incorporate in" rel="nofollow">instructor feedback in" rel="nofollow">into the fin" rel="nofollow">inal product and complete the course with a better product, more learnin" rel="nofollow">ing, and a higher grade. This is also a great experiential process from which you will have somethin" rel="nofollow">ing to show your employer or prospective employer. Project Requirements: There are no min" rel="nofollow">inimum or maximum page limits. Reports should be as long as necessary to present the relevant material and no longer. The focus should be on demonstratin" rel="nofollow">ing appropriate understandin" rel="nofollow">ing and application of course material. Project reports will be submitted to a plagiarism prevention service of that is in" rel="nofollow">integrated with Canvas known as Turnitin" rel="nofollow">in�. When a paper is submitted to Turnitin" rel="nofollow">in�, it is compared again" rel="nofollow">inst three vast databases of content from three primary sources: This syllabus was developed for onlin" rel="nofollow">ine learnin" rel="nofollow">ing by Rose Opengart, Ph.D. MGMT_678_ The followin" rel="nofollow">ing is broken down by the weeks, �. Just to add a better idea of what he is lookin" rel="nofollow">ing for out of the project Week 1 progression For your project, you will need to select an organization about which you have some in" rel="nofollow">interest or knowledge, and about which you can acquire additional in" rel="nofollow">information. Your task for this week is to brain" rel="nofollow">instorm jobs that you have access to. It can be a job you currently hold or have held in" rel="nofollow">in the past, or the job a family member or friend. Ideally, you will need about 30 min" rel="nofollow">inutes of time from a person who currently works, or who has worked, in" rel="nofollow">in the job you choose, and 30 min" rel="nofollow">inutes of his or her supervisor�s time. If you cannot get the supervisor to participate, usin" rel="nofollow">ing one or two current or previous jobholders is acceptable. Before next week in" rel="nofollow">in Module 2, you should identify at least one position that you would like to use for the Project and choose one to pursue. You should confirm that you will have access to the job experts, and solidify the job and organization you will use for the project. You will also need to identify realistic short-term and long-term process and outcome goals for your chosen position. In your textbook, Table 1-2 gives examples of both types of staffin" rel="nofollow">ing goals, and Table 1-3 gives you some questions to consider when settin" rel="nofollow">ing appropriate staffin" rel="nofollow">ing goals. Week 2 progression� You should have a list of jobs and companies to access for the project. You have hopefully come closer to decidin" rel="nofollow">ing which job and organization to use for the semester project. If you haven't done so already, begin" rel="nofollow">in collectin" rel="nofollow">ing in" rel="nofollow">information on the company, its busin" rel="nofollow">iness strategy and competitive advantage, and how it currently sources, recruits, and selects for the position you identified. You also need to identify how the position is strategic for the company in" rel="nofollow">in some way. You should confirm that you will have access to one or two job experts and solidify the job and organization your team will use for the project. Specifically, you need to in" rel="nofollow">include the followin" rel="nofollow">ing in" rel="nofollow">in your report: 1. A brief summary of the organization, its busin" rel="nofollow">iness strategy, and its culture. 2. An explanation of why the position you chose is strategic for the company (why should attention be given to improvin" rel="nofollow">ing how it is staffed? What are the implications of havin" rel="nofollow">ing low versus high performers in" rel="nofollow">in the job?). Describe the strategic context of your future proposal for recruitin" rel="nofollow">ing and selectin" rel="nofollow">ing for this job - what must future hires be able to do to help the company execute its busin" rel="nofollow">iness strategy? 3. Responses to each of the nin" rel="nofollow">ine strategic staffin" rel="nofollow">ing decisions presented in" rel="nofollow">in Table 2-6 and a justification for each of your recommendations. These are the nin" rel="nofollow">ine decisions from table� 1. do we want a core or flexible workforce? 2. do we prefer to hire in" rel="nofollow">internally or externally 3. do we want to hire for or train" rel="nofollow">in and develop needed skills 4. do we want to replace or retain" rel="nofollow">in our talent 5. what levels of which skills do we need where 6. will we staff proactively or reactively 7. which jobs should we focus on 8. is staffin" rel="nofollow">ing treated as an in" rel="nofollow">investment or a cost 9. will staffin" rel="nofollow">ing be centralized or decentralized Week 3 progression Based on your chosen company and job, perform a job or competency analysis on the job as it exists now and as it will look in" rel="nofollow">in the near future. Summarize your fin" rel="nofollow">indin" rel="nofollow">ings in" rel="nofollow">in a job requirements matrix. Identify which qualifications are essential and which are desirable in" rel="nofollow">in new hires. Also do a job rewards analysis and summarize it in" rel="nofollow">in a job rewards matrix. Who might fin" rel="nofollow">ind the rewards offered by the job and organization attractive? Contin" rel="nofollow">inue workin" rel="nofollow">ing on the job analysis and competency model for the position. Also, describe the position�s relevant labor market(s) and provide a forecast of the future labor supply for the position. Develop an approximate timelin" rel="nofollow">ine coverin" rel="nofollow">ing the period from job postin" rel="nofollow">ing to the new hire begin" rel="nofollow">innin" rel="nofollow">ing work. Week 4 progression Develop a sourcin" rel="nofollow">ing plan for the position you have chosen. Critically analyze the recruitin" rel="nofollow">ing sources currently used to staff the position and recommend other recruitin" rel="nofollow">ing sources that are likely to work. Be sure to explain" rel="nofollow">in why your recommendations are likely to be effective. Usin" rel="nofollow">ing what you learned in" rel="nofollow">in Chapter 3, identify how your sourcin" rel="nofollow">ing plan will enable the company to comply with EEO and other legal requirements. Next, identify a geographic area from which to source the job and perform a Boolean search usin" rel="nofollow">ing the in" rel="nofollow">information in" rel="nofollow">in this chapter�s "Develop Your Skills" feature. Revise your search until you have identified at least three promisin" rel="nofollow">ing leads for staffin" rel="nofollow">ing the position. Save the candidates� r�sum�s or biographies and append them to your report. Fin" rel="nofollow">inally, research, describe, and critically analyze the alignment between existin" rel="nofollow">ing recruitin" rel="nofollow">ing practices and the staffin" rel="nofollow">ing needs of this key position. Recommend alternative recruitin" rel="nofollow">ing strategies, methods, target applicants, appropriate recruiters, the train" rel="nofollow">inin" rel="nofollow">ing recruiters should receive, and how they should be rewarded and evaluated. Usin" rel="nofollow">ing what you learned in" rel="nofollow">in Chapter 3, identify how your recruitin" rel="nofollow">ing plan will enable the company to comply with EEO and other legal requirements. Also, develop a sample newspaper ad for the position that in" rel="nofollow">incorporates both the company�s employer brand and a realistic job preview. Week 5 progression Contin" rel="nofollow">inue to work on your project requirements. Begin" rel="nofollow">in researchin" rel="nofollow">ing, describin" rel="nofollow">ing, and critically analyzin" rel="nofollow">ing the alignment between the position you chose and the organization�s existin" rel="nofollow">ing assessment practices. Devise a series of assessment methods (in" rel="nofollow">interviews, assessment centers, work samples, and so forth) for evaluatin" rel="nofollow">ing job candidates. Usin" rel="nofollow">ing what you learned in" rel="nofollow">in Chapter 4, identify how your assessment plan will enable the company to be compliant with Equal Employment Opportunity (EEO) laws and other legal requirements. Week 6 progression s you contin" rel="nofollow">inue with your project work, be sure you have justified your recommendations and used concrete examples along with scorin" rel="nofollow">ing keys to highlight the specific methods for selectin" rel="nofollow">ing employees. Create a formal assessment plan lin" rel="nofollow">inkin" rel="nofollow">ing your assessment methods to the characteristics bein" rel="nofollow">ing assessed. Develop an in" rel="nofollow">internal assessment strategy for evaluatin" rel="nofollow">ing employees for your chosen position. If the job you chose is not staffed in" rel="nofollow">internally, create an employee assessment plan to evaluate employees already in" rel="nofollow">in the position in" rel="nofollow">in the event downsizin" rel="nofollow">ing becomes necessary. Week 7 progression Contin" rel="nofollow">inue to work on your project. Describe how candidates� assessment scores will be combin" rel="nofollow">ined in" rel="nofollow">into a sin" rel="nofollow">ingle score that can be used to compare candidates. Describe how you will reduce the candidate pool to a group of fin" rel="nofollow">inalists and how you will decide which of your fin" rel="nofollow">inalists will receive a job offer. Usin" rel="nofollow">ing what you learned in" rel="nofollow">in Chapter 4, identify how your decision-makin" rel="nofollow">ing plan will enable the company to comply with EEO and other legal requirements. Develop a socialization plan for the person hired for your chosen position based on the socialization choices presented in" rel="nofollow">in Table 12-1. Justify your recommendations. Be sure to reflect on the company�s culture when developin" rel="nofollow">ing your socialization plan. Also recommend appropriate staffin" rel="nofollow">ing technologies that you feel would benefit the plan. This is the reference for the book Phillips, J.M. & Gully, S. M. (2015). Strategic Staffin" rel="nofollow">ing (3rd ed.). Hoboken, New Jersey: Pearson Education, Inc.