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HRM321-Case #5, Assign. 4

Strategic Staffing (2nd Edition)

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Fatima Iqbal 02/22/2012 HRM321 Case #5: Assignment #4 Dear Ann and Ryan, Introduction: I hope both of you are doing well and are taking into consideration my assessments recommended to you and your firm within my previous letters to better staff and develop your workforce. Last week I went over the job analysis process, the steps needed to complete such a process, and the various charts and tables one can use to help implement the process itself—such as the Job Requirement Matrix and the Job Rewards Matrix—for the Sales Associate’s Position. This week, as per the recent ongoing reformation of your HR department, I’ve been assigned to conduct a transition analysis in order to not only calculate the number of full-time sales associates needed to be hired externally, but to also calculate how many applicants are needed to get the exact number and desired talent Chern’s has deemed it needs to run its flagship store. Moreover, I’ve been asked to summarize Chern’s internal labor market and highlight any trends or forecasted gaps based on the aforementioned analysis. Using multiple sources of data from websites such as www.onetcenter.org and www.bls.gov , in the latter part of this letter I’ve also described the current and future labor market for retail salespeople in general and I‘ve also made some recommendations to address any potential gaps. However, before the analysis and assessment, I’ve included some background information regarding workforce planning below, as it is the method that involves forecasting specifically (also explained in greater detail below) and is essential in understanding and knowing the reasons why forecasting staffing levels and evaluating the results is important. Background Information: Workforce planning is the process of predicting an organization’s future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organization’s business strategy. It is the foundation of strategic staffing for many companies, including Chern’s, because it identifies and addresses future challenges to the company’s ability to get the right talent in place at the right time to execute its business strategy. There are five steps in the Workforce Planning Process: 1. Identify the business strategy . 2. Articulate the firm’s talent philosophy and strategic staffing decisions . 3. Conduct a workforce analysis . 4. Develop and implement action plans . Develop action plans to address any gaps between labor demand and labor supply forecasts. The action plans should be consistent with the firm’s talent philosophy, and can include recruiting, retention, compensation, succession management, and training and development.
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Action plans can be short-term or long-term, depending on the firm’s needs and the predictability of the environment.
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