Hiring and Training Forecast Plan

Hiring and Training Forecast Plan

Overview

The Unit 2 assignment required a workforce utilization analysis for CapraTek's Georgia manufacturing facility. You are now creating a hiring forecast plan for the same facility, which will include how best to incorporate training for future development.  

Preparation

Use the CapraTek Manufacturing Workforce Data and Career Paths document linked in the Resources as a basis for your hiring and training forecast plan. 

Description

Using a format of your choice, include the following in your hiring and training forecast plan for HR leadership:

·         Analyze data to determine the number of applicants needed to meet position projections. How did you arrive at the figures for each job below, and why is this forecasted number of employees needed? 

o    New interim employees.

o    Unskilled workers for promotion to skilled workers.

o    Skilled workers for promotion to shift leaders.

o    Shift leaders for promotion to department supervisors.

o    Department supervisors for promotion to operations management.

·         Describe employment trends and demographics. How does the use of technology impact staff planning for this geographic location for CapraTek?

·         Develop recommendations to incorporate training for each job level at CapraTek. Include three recommendations based on your data analysis. 

Your Hiring and Training Forecast Plan should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.

Requirements

·         References: Support your analysis with at least 2 academic, scholarly, or professional resources from the Capella University Library.

·         Format: Resources and citations are formatted according to current APA style and format.

·         Length: 4–6 pages, in addition to a references page.

·         Font and font size: Times New Roman, 12 point.

Refer to the Hiring and Training Forecast Plan scoring guide to ensure that you meet the grading criteria for this assignment before submission.

 CapraTek Career Paths

CapraTek prefers to promote from within where possible, so in general the hope is that employees will start as unskilled workers and then with experience, training, and education, advance to management positions.

For unskilled workers, this position requires two years of college or a technical school degree. On average, 20 percent of these employees leave the company (for all reasons) each year. In addition, 10 percent of unskilled workers receive the technical training and experience to move into the skilled worker classification. All unskilled workers are hired as interim employees. An interim employee holds that status during a 90-day training program. This training focuses on the specific skill sets needed for the technical production jobs. On average, one-third of these interim employees do not complete this training and leave the company.

Skilled workers are required to have a two-year technical school degree and have attended a series of 12 in-house technical seminars to raise their skill levels. In general, it takes two years for an employee to move from unskilled to skilled. Many employees in this job classification opt to stay in this position as a career choice, and eventually about 3 percent of employees in this job classification retire annually.

If a skilled worker chooses to move up to shift lead, they will be expected to complete a four- year degree (using a generous tuition assistance program provided by CapraTek). Approximately 10 percent of skilled workers choose this path; it generally requires about four years to make it to shift lead. Many employees in this job classification stay in this position, and eventually about 5 percent of employees in this job classification retire annually.

Shift leaders are considered the first tier of management. The move to department supervisor requires attendance at CapraTek's 2-week Management Development Program and other leadership training. The move to supervisor takes five years on average, and 10 percent of shift leaders try to make this upward move. Many employees in this job classification opt to stay in this position as a career choice, and eventually about 8 percent of employees in this job classification retire annually.

Operations managers are the top rung of management and include one general plan manager, two assistant plant managers, two safety managers, two quality control managers, a number of area managers, and several other specialized positions. Many employees in this job classification opt to stay in this position as a career choice, and eventually about 10 percent of employees in this job classification retire annually. The career move open to operations managers is a move to corporate headquarters. This move usually requires both an MBA and a variety of other leadership skills. Generally only one person will make this move every other year.