Develop a high level staffing and compensation plan (4-5 pages). The plan should

Question

Develop a high level staffing and compensation plan (4-5 pages). The plan should contain an introduction and conclusion that make relevant connections to course objectives. The body of the plan is an annotated presentation of the concepts listed in your Scenario Generator Report.

The purpose of this assignment is to simulate the thought process that managers use when planning for staffing and compensating employees. The students are not expected to produce a detailed proposal. Rather, the expectation is that students demonstrate consideration of the multiple complexities involved in staffing and compensation.

Access the "Deliverables" section of the Staffing & Compensation Plan within your Scenario Generator Report. You’re Scenario Generator Report provides the context for the plan which should:

Discuss the staffing needs of your organization.

Thoughtfully discuss each listed item (two to three fully developed sentences per item). Please include Refrences and in text citation.

Here is the Scenario Report I have generated

Type: Publicly Traded
Size: Small Business
Sector: Truck Manufacturer
Funding: Revenues based
Stakeholders: Stockholders
Decision makers: Corporate Board
Formal organization: For-profit corporation
Human Resources Department: Strategic and Transactional
Stage in Organizational Lifecycle: Maturity

THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1943
Dedicated to: The company is striving to continue to expand its products and services in new industries and international markets. There are numerous, yet untapped opportunities, which will propel the company into the next phase of development.
Culture Although this is a very large company, we are trying to maintain a small company feel, in which management is accessible and open to communication from all employees. Within each business unit, the objective and implementation plans are developed in close collaboration with employees and managers.
Structure: structure

Mission statement: Able to be, flexible and allow the organizations to respond rapidly to both market and customer needs.
Vision statement: Our vision is to be the best company in the world--in the eyes of our customers, shareholders, communities, and people. We expect and demand the best we have to offer and aspire to become the company most admired for its people, partnership, and performance.
INTEGRITY: By dealing honestly with our clients, staff, vendors and community.
RESPONSIBILITY: By considering the environment in which we do business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is necessary to maintain our business and allow our values to continue to be observed.
Values statement: In conducting our business, we will realize our vision by performing our affairs so that our actions provide confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products and services. To reduce the number and frequency of customer complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a new employee assistance program. To improve productivity by implementing a company-wide training program. To actively recruit skilled workers into the organization.

Brief SWOT analysis:
Strengths: Positive cash flow, Experienced management, and Loyal customers
Weaknesses:
Experienced management approaching retirement

Products and/or services have not been updated for a long time
High quality is offered at too high of a price
Too much internal bureaucracy
Opportunities:
Improving economic outlook
Partner with larger companies to expand services
Buy out some competitors
Threats:
Vulnerability to recession and business cycles
Unproven relationship between government and private sector
Expected increases in tenured employees compensation
Changes in regulation, standards, and compliance requirements

FEEDBACK:
Customer feedback:
Negative comments: 7
Positive comments: 35
Issue resolution: 7
Reachability:8
Cancellation:0
Friendliness:8
Product knowledge:3
Overall:4.5
Employee feedback:
Negative comments:36
Positive comments:9
Negative comments:36
Positive comments:9
Issue resolution:7
Reachability:0
Cancellation:6
Friendliness:6
Product knowledge:7
Overall:4.4

DELIVERABLES:

In this assignment you will consider strategic issues in staffing, succession, compensation, and diversity management. Assume the role of a manager within your chosen organization and create a report to the management team, which addresses the most critical aspects of hiring and succession in the organization. Address all the topics outlined below.
Describe the main components of the hiring/succession plan (manager's role) addressing:
-- Candidates evaluation
-- Training
-- Key positions
-- Access to records
-- Interest assessment
Describe the main components of the recruitment plan (HR role) including the following sections:
-- Needs assessment
-- General and specific recruitment
-- Goals, strategy, and action steps
-- Methods of recruitment
-- Budget (summary of main items)
-- Recruitment resources
-- New employee orientation and training
Describe the main components of the compensation plan: salary study and incentive plan (compensation committee role), addressing
-- The compensation philosophy
-- Pay policy regarding hiring, promotion, and merit
-- Pay range alignment with external market analysis
-- Communication of pay policies to employees
-- Consistency
Describe the main components of the diversity management policy, addressing:
-- Recognition and respect for the individual differences
-- Maintaining a positive workplace environment
NOTE: Please feel free to use any outside source that is scholarly or reputable.

Explanation / Answer

For executives Succession planning and management is an essential component of broader human resources planning and is key to delivery of Public Service renewal. Effective succession planning and management helps organizations to identify, develop and retain capable and skilled employees in line with current and projected business objectives. What is succession planning and management Succession planning and management involves an integrated, systematic approach to identifying, developing and retaining employees in line with current and projected business objectives. It is about developing pools of talent to fill key areas and positions that are critical to an organization's ongoing operations and long-term goals. Succession planning helps employees to acquire the skills and competencies they need to compete for these positions when they become available. It does not entail guaranteed promotions for individual candidates. Executives, managers and human resources professionals all play important roles in succession planning and management. So do employees, who are responsible for expressing an interest in career advancement, having learning plans and participating in opportunities to acquire capabilities in certain areas. Key principles Succession planning and management is aligned with business plans and broader human resources planning process and linked to performance management; training, learning and development; staffing and recruitment; diversity and employment equity; official languages Succession planning and management extends to all levels: Succession planning and management considers all key areas and positions within an organization: it is not limited to executive-level positions. Succession planning and management is about creating a pool of talent: Planning for current and future needs involves helping employees to develop the skills and competencies to ensure that the organization has a pool of talent for key areas. It is not about identifying individual candidates for specific positions Succession planning and management is values-based and well communicated: There is collaboration among key players, the process is well communicated and fair, accessible and transparent. Succession planning efforts are monitored, measured and evaluated: Processes are established to monitor performance and progress in achieving the objectives outlined in both the succession plan and employees' learning plans. Advantages improved employee engagement and resulting cost/benefits development of a qualified pool of candidates ready to fill key areas and positions better appreciation of employees on the part of managers strategies to transfer corporate knowledge gains toward meeting employment equity and official languages goals increased ability to achieve business goals a more efficient and effective Public Service Key values: transparency, fairness and accessibility Succession planning and management must reflect the core values of fairness, access and transparency. These are fundamental values of the Public Service Employment Act It is important to ensure that: the succession planning process is transparent and well communicated to all employees; candidates are assessed objectively, without personal favouritism; employees who express an interest in career advancement have a reasonable opportunity to be considered for future positions; and appointments are based on merit. Succession planning and management should ensure that employees who express an interest in and who have the potential to fill key areas and positions are provided with appropriate opportunities to acquire the necessary skills and competencies to compete for these positions when they become available. Succession planning does not entail guaranteed promotions for individual candidates. It is important that organizations carefully identify capabilities for key areas and positions and manage employee expectations to avoid misunderstanding Although the focus of succession planning and management is on key areas and positions, development initiatives should occur alongside more broad-based learning initiatives. In other words, all employees should be encouraged to have learning plans and participate in learning, training and development opportunities to further their careers. However, the analysis of key areas and positions may suggest that developmental programs and activities be tailored to build competencies for certain areas. Roles and responsibilities Ensure that succession planning is integrated with human resources planning and business planning Communicate and champion the importance of effective succession planning and management Participate in the succession planning process and talent review meetings for executive level positions Linking succession planning and management with human resources planning process The five-step process for planning and managing succession is a component of broader human resources planning. As part of human resources planning, a gap analysis may identify key areas, one of which may be succession planning. Other areas may include recruitment, change management, employment equity and official languages. Your succession plan should be incorporated into your human resources plan Why Recruiting Needs To Focus On Internal Movement When it comes to adding capability or additional capacity to a team, department, or organization, managers have also had to make a rather basic choice…either build the talent internally through training or buy it via recruiting. Why? Tight economic times do not change the management demands for most organizations; in fact, decisions made during such periods will have a dramatic effect on how organizations can recover when the economy turns. So ensuring that the organization doesn’t have any critical holes in their bench for both leadership and mission-critical roles is a vital concern. Checklist for Assessing Your Succession Plan Succession plan effectiveness measures can be broken into two basic parts and five groups. The first part covers usage and design, while the second part covers output or success measures. Group 1 — Usage factors: . A succession plan can’t be successful if it’s not distributed, read, and actually utilized by managers who make such decisions. It is a written plan (if a plan isn’t written, it can’t be distributed). Percentage of the target managers who have received a copy of the plan. Percentage of targeted managers who have actually read the plan. Average satisfaction rate among users. (Low satisfaction rates can lead to low usage among hiring managers. Low satisfaction among plan employees can lead to having other employees be reluctant to be placed on the plan.) Percentage of managers actually using the plan for “movement” decisions (the plan cannot be considered successful unless it is actually used by most managers to determine which individual should be promoted or transferred into a particular leadership position). Percentage of all movement decisions in which the plan was utilized (this is similar to the last measure, except it covers the percentage of movement decisions in which the plan was used as a guide). Group 2 — Assessing whether your plan contains key design features: Focuses not only on promotions but also on progression and movement for development purposes (calling it a “progression plan” is more appropriate because some movement options in the plan should include stretch project assignments, lateral transfers, and job rotations). Each participant has a written individualized development, challenge, and learning plan. (Individual plans allow the employee to self-guide their own progress). Uses multiple sources in selecting individuals for inclusion in the plan. (This increases the likelihood that a “less obvious” candidate will be included in the plan). People on the plan are told they are on it. This transparency also allows excluded individuals to challenge their omission. The plan provides direct rewards and recognizes managers who support the plan. Rewards and promotions for managers should be based on their record of successfully developing individuals that are eventually included on the plan. Managers should also be rewarded for having their current direct reports placed on the plan, as well as for periodically releasing and not “hoarding” their employees on the plan. The plan includes an element to “retain” and improve individuals who remain on the plan but who have not been periodically moved or promoted. It includes a “Right Job” movement element. (Right Job movement means that the plan not only speeds up the movement into jobs but it also ensures that the position includes the appropriate or “right” elements that fit the candidates development needs (i.e., right manager, right motivators, right time, right team, etc.) It includes external candidates to spur competition (having external candidates included in the succession plan can put pressure on developing employees to improve beyond normal expectations) PLANNING THE STEPS IN YOUR RECRUITMENT How you plan your recruiting is important not only to ensure you find the right person for a job opening, but also because the costs of bad recruitment decisions can be very high in terms of both time and money DETERMINE YOUR RECRUITMENT GOALS A recruitment plan should be based on your business goals. For example, are you planning to expand or change your business? What skills are required to accomplish this objective? Fro REVIEW JOB DESCRIPTIONS Take time to review the job description, which may need to be changed since the last person was hired. Or, if it is a new position, you may need to create a new job description CONSIDER PEOPLE-FINDING STRATEGIES How you find staff for your business can be divided into short-term and long-term recruiting techniques. Short-term techniques are designed to generate an immediate selection of candidates. Long-term techniques involve developing relationships with key people and the community, and promoting your company as a rewarding place to work. The focus is on keeping long-term relationships with people who have the potential to work for your organization. APPRECIATE THE PERCEPTION OF YOUR WORKPLACE FROM THE OUTSIDE KEEP A SHORT LIST Once your job ads are posted, be sure that you are clear about your selection criteria. What skills do you need to add to your business? How will you choose one candidate over another? The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 "Developing and Implementing Strategic HRM Plans". Forecasting is based on both internal and external factors. Internal factors include the following: Budget constraints Expected or trend of employee separations Production levels SALESincreases or decreases Global expansion plans External factors might include the following: Changes in technology Changes in laws Unemployment rates Shifts in population Shifts in urban, suburban, and rural areas Competition Recruitment Strategy Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 "Developing and Implementing Strategic HRM Plans", development of staffing plans is discussed. An understanding of the labor MARKET and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes Here are the aspects of developing a recruitment strategy:

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