Task 1 - C234 - training & development WGU

Task 1 – C234 – training & development WGU

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C234 – WGU – Task 1
Workforce planning task 1

University
Western Governors University
Course
Workforce Planning (C234)
Academic year2020/2021

Task 1 Workforce Planning Recruitment and Selection
C234 - WGU - Task 2
Workforce Planning Task 1
Workforce Planning Task 2
Rem T2 - Workforce planning is the HR function that links workforce strategies with the
Workforce Planning C234 Task 2

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C234 Task 1 Workforce Planning
Workforce Planning Task 1

Task 1: Workforce Planning, Recruitment, and Selection

A1. Three labor demand factors include reducing costs from overtime, new commitments from the mayor, and overall improved new hire count.

Regarding overtime, the total headcount increase would reduce the overtime costs associated to the current workload, in turn reducing the budget concerns expressed by the mayor.
With the new commitments made by the mayor to combat wildfires, the increased hiring would leverage the extra headcount in areas that are more prone to wildfires.
Lastly, past hiring methods for new firefighters have been lacking, likely making a shortage of younger recruits and causing an age gap in knowledge and expertise on the force. The new mandate requires 25 new hired firefighters to reduce this gap.

A2. Three labor supply factors include a shallow pool of qualified candidates, unfavorable locale, and wage or working conditions of the job.

Tuition and costs for college are the highest in the nation, many students most likely leave the area to pursue an education. Those that remain will likely go into fields that pay reflects the costs in education.
With the location being northeastern United States, the weather can be harsh throughout the year which leaves those favoring warmer climates to remain out of optional relocation or leaving the region entirely.
Firefighting is a very demanding career, requiring availability at all hours with individual’s flexibility with shift work which is unappealing to some who are looking to build a family. The physical labor and risk that one takes in this field is also a variable that may leave some not wanting to make that risk for the pay.

B1. Three recruitment objectives.

Fill 25 new positions over the next 90 days.

Maintain 90% retention rate for new hires within the first year, as an industry standard.

Reduce time from receiving application to job offer response to less than 14 days, to avoid losing candidates to competition.

B2a. Size of the applicant pool.

Position Applicant Pool Acceptance Ratio Job Offer / Hiring Decision Emergency Medical Technicians (EMT) 15 60% 9 Medical Assistants 10 11% 1 Police, Fire and Ambulance Dispatchers 0 0% 0 Fire Science Graduates 14 50% 7 Other Firehouses or Departments
10 80% 8

Roughly 50 applicants will be needed for a healthy employment pool to choose from in order to fill 25 positions.

B2b. Emergency Medical Technicians (EMT) and Fire Science Graduates

i. These individuals should be targeted because of their higher yield ratio, both being 50% or higher. This is important when looking at the hiring goals and the overall return on investment compared to recruitment costs of dispatchers and medical assistants. Secondly, Fire Science Graduates would help focus on the mayor’s goal when it comes to wildfire containment practices and EMT’s already have the necessary skills that are required by firefighters.

B2c. Two effective methods for reaching target groups.

Best recruitment approach to EMTs is placing electronic job postings on sites for EMT personnel or electronic journals for EMT personnel. The audience is specifically for EMTs and would reach a larger audience due to digital nature.

C2. Describe two selection tests.

A selection test that every candidate would take is their basic knowledge of first aid, safety procedures and equipment, and CPR. Ranging from basic to specific, a multiple answer test would be able to gauge the level of knowledge one has. This would provide a level of investment that the department would put into an individual in order to prepare them. This could either extend the expected readiness of an individual or reduce their time to go out in the field, overall providing an investment in time and cost to candidates. This can be provided electronically and timed so that it’s consistent across candidates.
Another test would be around basic fire suppression techniques and the necessary equipment used in the various situations, along with processes to follow. This would provide an understanding of those who have experience and training versus basic knowledge, again providing an expectation of level of investment in candidates. This would range from multi-choice question to survey so that it provides a level of depth to responses and not skew results based on guessing on answers.

C3. Identify two background verification checks.

Require a drug and physical test from doctor’s office or 3rd party screening service. Candidates must be drug free but also pass a basic physical so that the department doesn’t risk investing time and money into someone that isn’t fit for service. The results would provide a pool of healthy candidates that are drug free and ready for work.
The other background verification process would be an education and criminal background check. It’s important to validate a candidate’s credentials ensuring they have the education or certifications they say they have. Also, making sure that a candidate doesn’t have any records such as a background in arson would be a liability to the department and the public, so it’s important to weed out any candidates that do not meet these requirements.

C4. Four methods for evaluating effectiveness of a recruitment and selection plans.

First method for evaluating effectiveness of a recruitment and selection plan is through stage gate pass/fail rating based on application submittals and phone interviews. Determining whether the pool was slimmed down too far can result in too harsh of a beginning screening, thus leaving too small of a pool to work with afterward.
A second method to evaluate effectiveness is the method of sourcing channel used, determining if they were effective or not and the quality of candidates that were provided by each. Providing improvements or recurring sourcing method can help narrow focus through certain channels or diversify through other means.
Retention of new hires is another way to determine the effectiveness of recruitment. Ideally, the right fit candidate will avoid high turnovers and validate that recruitment was effective.
Lastly, evaluating the time to hire over an average of pool of candidates. This time is the amount between job positing and accepted position filled, indicating methods of evaluating candidates and providing incentives for hires is paying off. If a position is open longer than average, there shows to be a flaw in the process and must be refined.

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Maintain 90% retention rate for new hires within the first year, as an
industry standard.
Reduce time from receiving application to job offer response to less
than 14 days, to avoid losing candidates to competition.
B2a. Size of the applicant pool.
Position Applicant Pool Acceptance Ratio Job Offer / Hiring
Decision
Emergency Medical
Technicians (EMT) 15 60% 9
Medical Assistants 10 11% 1
Police, Fire and Ambulance
Dispatchers 0 0% 0
Fire Science Graduates 14 50% 7
Other Firehouses or
Departments 10 80% 8
Roughly 50 applicants will be needed for a healthy employment pool to
choose from in order to fill 25 positions.
B2b. Emergency Medical Technicians (EMT) and Fire Science Graduates
i. These individuals should be targeted because of their higher yield
ratio, both being 50% or higher. This is important when looking at
the hiring goals and the overall return on investment compared to
recruitment costs of dispatchers and medical assistants. Secondly,
Fire Science Graduates would help focus on the mayor’s goal when it
comes to wildfire containment practices and EMT’s already have the
necessary skills that are required by firefighters.
B2c. Two effective methods for reaching target groups.
Best recruitment approach to EMTs is placing electronic job postings on
sites for EMT personnel or electronic journals for EMT personnel. The
audience is specifically for EMTs and would reach a larger audience due
to digital nature.
Fire Science Graduates would be best reached through either job fairs
or through broad electronic job postings. If talent could be acquired
through newly graduated individuals, it’d be best to hire these
individuals at the start of their career. Alternatively, posting digitally
across the regional, state, and local levels may attract talent to relocate
bringing experience.
C1. Recommend three selection methods for all target candidates.
(3) Appropriate methods for selecting all target candidates.
Application Analysis
Phone Screen
Physical Test
C1a. Explain the reasoning of each of the 3 recommendations.
Through analysis of a candidate’s application or resume, you can quickly
remove those that do not meet the criteria necessary for the job. This
is a quick way to reduce the quantity without any costly services nor
does it require large amounts of time.
Setting up phone interviews allows for anyone to participate from any
location, making the interviews much more friendly for those out of
area looking to relocate. This option allows for discussion and more
depth based on the candidates resume or application, allowing for more
details about the job requirements and the up-front agreement of any
additional requirements that are expected of the candidate such as
certifications or physical expectations.
Because the job requires candidates to pass physical tests in order to
become a firefighter, this test will ensure that the candidate can
accomplish such tasks. This ensures the safety of the individual and
those that they may be interacting with on the job. As an example, a
firefighter must be able to operate in extreme temperatures while
wearing heavy protective wear and be able to carry weight up and
down or over distances.
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C2. Describe two selection tests.
A selection test that every candidate would take is their basic
knowledge of first aid, safety procedures and equipment, and CPR.
Ranging from basic to specific, a multiple answer test would be able to
gauge the level of knowledge one has. This would provide a level of
investment that the department would put into an individual in order to
prepare them. This could either extend the expected readiness of an
individual or reduce their time to go out in the field, overall providing an
investment in time and cost to candidates. This can be provided
electronically and timed so that it’s consistent across candidates.
Another test would be around basic fire suppression techniques and the
necessary equipment used in the various situations, along with
processes to follow. This would provide an understanding of those who
have experience and training versus basic knowledge, again providing
an expectation of level of investment in candidates. This would range
from multi-choice question to survey so that it provides a level of depth
to responses and not skew results based on guessing on answers.
C3. Identify two background verification checks.
Require a drug and physical test from doctor’s office or 3rd party
screening service. Candidates must be drug free but also pass a basic
physical so that the department doesn’t risk investing time and money
into someone that isn’t fit for service. The results would provide a pool
of healthy candidates that are drug free and ready for work.
The other background verification process would be an education and
criminal background check. It’s important to validate a candidate’s
credentials ensuring they have the education or certifications they say
they have. Also, making sure that a candidate doesn’t have any records
such as a background in arson would be a liability to the department
and the public, so it’s important to weed out any candidates that do not
meet these requirements.
C4. Four methods for evaluating effectiveness of a recruitment and selection
plans.
First method for evaluating effectiveness of a recruitment and selection
plan is through stage gate pass/fail rating based on application
submittals and phone interviews. Determining whether the pool was
slimmed down too far can result in too harsh of a beginning screening,
thus leaving too small of a pool to work with afterward.
A second method to evaluate effectiveness is the method of sourcing
channel used, determining if they were effective or not and the quality
of candidates that were provided by each. Providing improvements or
recurring sourcing method can help narrow focus through certain
channels or diversify through other means.
Retention of new hires is another way to determine the effectiveness of
recruitment. Ideally, the right fit candidate will avoid high turnovers
and validate that recruitment was effective.
Lastly, evaluating the time to hire over an average of pool of candidates.
This time is the amount between job positing and accepted position
filled, indicating methods of evaluating candidates and providing
incentives for hires is paying off. If a position is open longer than
average, there shows to be a flaw in the process and must be refined.

Task 1 – C234 – training & development WGU

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