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Strayer Business Expansion and Sustainability

Question Description

Assignment 2: Business Expansion and Sustainability

In order to complete this assignment, refer to the scenario that you chose in Assignment 1.

Note: You may create and / or make all necessary assumptions needed for the completion of these assignments.

Using the scenario from Assignment 1, write a six to seven (6-7) page paper in which you:

  1. Identify three (3) job requirements (e.g., needed certifications, previous work experience, external influences, etc.) that could apply to your chosen scenario. Determine two (2) ways these requirements could impact staffing at your organization. Next, suggest one (1) strategy that you could utilize to ensure that all applicants meet the identified job requirements for your organization. Justify your response.
  2. Outline a long-term recruitment plan that contains at least four (4) components, is aligned with your company’s recruitment strategy, but also addresses possible job skill or credential shortages. Note: Consider concepts such as succession planning and hiring retirees.
  3. Describe three (3) branding strategies that you would employ to attract qualified applicants to your organization. Next, suggest three (3) communication methods that you would utilize to reach out to applicants. Predict the outcome of integrating your branding strategies and communication methods at your organization. Provide a rationale for your response.
  4. Determine two (2) selection processes for recruiting new employees that could apply to your chosen scenario and then identify five (5) selection criteria that you could use when hiring new employees. Next, analyze the effect of the five (5) identified selection criteria on long-term employee retention and preservation of organizational knowledge. Justify your response.
  5. Suggest two (2) assessment methods that you could employ to select new employees for your organization and then analyze the validity and reliability of each method in regards to the job your organization is offering. Next, identify four (4) job predictors that you believe can assess candidates’ knowledge, skills, abilities, and other skills and experiences (KSAOs). Provide support for your rationale.
  6. Go to https://research.strayer.edu to locate at least three (3) quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
  7. Format your assignment according to the following formatting requirements:
    • Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
    • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required page length.
    • Include a reference page. Citations and references must follow APAthe Strayer Writing Standards format. The reference page is not included in the required page length.
    • This course requires the use of Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.

The specific course learning outcomes associated with this assignment are:

  • Explain the role of staffing to support an organization’s strategy and improve productivity.
  • Explain the planning considerations for staffing organizations, the use of job analysis, and the components of a staffing plan.
  • Develop recruitment plans using both internal and external recruitment.
  • Design a selection process that incorporates a variety of assessment methods and a supporting decision method for candidate selection.
  • Use technology and information resources to research issues in staffing organizations.
  • Write clearly and concisely about staffing organizations using proper writing mechanics.

Unformatted Attachment Preview

Running Head: STAFFING PLAN FOR A GROWING BUSINESS Assignment #1: Staffing Plan for a Growing Business Priyanka Patel Professor Robin Harvey BUS335: Staffing Organizations May 12, 2019 Staffing is one of the most critical human resource functions within an organization that ensures that an organization has the right employees with the needed skills to carry out their 1 STAFFING PLAN FOR A GROWING BUSINESS 2 roles. It is a process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create a positive impact within the organization. The success of any organization depends on staffing as a human resource function. This is because it enables the human resource managers of the organization to obtain qualified personnel for different job positions in the organization. Even for small businesses, staffing involves the recruitment, screening, and selection that is performed to ensure the right and qualified candidates are recruited for the job within the organization. “Job satisfaction and employee morale increase through the recruitment of the right personnel for the job since qualified and skilled individuals are recruited for the job and that they are trained within the line of their qualifications.” (Dixon & Knapp, 2018). As a growing small daycare, it is important to expand our staff and stay compliant within all required state regulations. While expanding, it is important to ensure that we hire the right person for the job. The employee we hire should be someone who loves working with children, someone who is patient and someone who is engaged and alert. The two staffing models include person-organizational match and person-job match model. Person-job match is a staffing model that measures the compatibility between an individual’s characteristics including psychological needs, personality, values, goals, and the characteristics of the job that they are recruited to do. “The person-job match process is a dual process where requirements are matched against rewards while KSAOs are matched to requirements.” (Pahos & Galanaki, 2019). Another important staffing model that would fit in the case of the expanding daycare is the person-organization-match/fit. Under this model, as an organization we will try to match the desirable attitudes and behaviors of employees to the underlying values and norms of our organization. The outcome for using person-organization match staffing model is that it will increase the level of employee job attraction, retention, job STAFFING PLAN FOR A GROWING BUSINESS 3 satisfaction, and overall performance. Using these staffing models will ensure that “the organization can recruit the right kind of employees who are skilled and have the needed experience to undertake their job and deliver exceptional results to the organization.” (Marsden, 2017). The recruitment and selection process for staffing our daycare is a challenging process due to the possible legal issues that may arise as a result of trying to ensure equality within the selection and recruitment process. One of the potential legal issues is the aspect of ensuring no discrimination in regards to race, religion, gender and disability aspects exist within the selection process. However, “balancing these aspects with the needed skills and expertise within the organization may sometimes become very challenging.” (Dixon & Knapp, 2018). In other words, it might appear that only one gender has required skills and knowledge for the job. Nonetheless, recruiting only white young females because the perception is they would work better with children in the daycare may create potential legal challenges. In this case, it is critical for our organization to try to balance between these aspects and select candidates based off of their qualifications/experience versus their race, gender, or religion. It will be important for me to establish transparency within the recruitment for the Daycare. I will ensure that all the legal standards both state and federal laws are followed effectively. I will also ensure that every individual is treated fairly within the recruitment process and that no any potential candidate is discriminated based on his/her gender, race, national origin, disability status, or any other limiting factor that can create a source of discrimination. I will also try to “ensure that the process is fair and that all the needed requirements, skills, and competencies are highlighted without any form of discrimination.” (Pahos & Galanaki, 2019). STAFFING PLAN FOR A GROWING BUSINESS 4 Job description and selection criteria help the organization and the potential job candidates to get to understand the job, what is expected from the job holder and most importantly allow them to get to the bottom to determine whether they fit and meet the stated criteria. In developing job requirements, certain steps are critical. The specific tasks that I will perform in identifying, analyzing and developing job requirements include: 1. Consulting with other related daycare businesses within the region to get a better understanding of the specific role of each employee before designing the organization’s specific job position requirements. This will help set job titles and positions to include in the organization. 2. I will utilize job analysis to develop a list of specific duties and responsibilities that each job title and position requires. 3. Developing a job description for each of the identified job positions including the specific requirements for the job, wages, and salaries for the job holder. Job review will be conducted annually during employee appraisal to get to understand the performance of each job and its underlying contribution within the organization. This review will also inform other strategic decisions such as division of positions, addition, and even deletion of a task within a given job. Employee turnover is an occurring event within any organization. It is something that can only be minimized but cannot be completely eliminated. This is because, with the growing economy and the coming talent crunches within the organization, the millennials are prone to job hoping to get more satisfying jobs elsewhere. However with proper strategies in place, a high level of employee turnover rates can be minimized within the organization. Some of the methods STAFFING PLAN FOR A GROWING BUSINESS 5 that I will utilize to deal with high employee turnover rates include hiring the right candidates for the job; I will also keep the employee compensation and benefit current and in comparison to other local Daycares to ensure more satisfaction among employees. The third and most important method is that I will “ensure adequate recognition of employees and provide a more flexible workplace that they all feel satisfied.” (Dixon & Knapp, 2018). Employees who are compensated well, feel recognized, and feel as though they are making an impact within the organization will more likely be satisfied with their job. Succession planning is critical for any family business since it ensures that there are continuous growth and success within the business. In my opinion, because the business is family-based, the succession planning will involve family-oriented leaders who will be responsible for the effective management of the company. It important to line out specific job descriptions/duties to eliminate any tension amongst the employees. Employees who feel like they are contributing to the organization will continue to put forth their best effort and will continue to feel valued in their roles. STAFFING PLAN FOR A GROWING BUSINESS References Dixon, J., & Knapp, M. (2018). Whose job? The staffing of advance care planning support in twelve international healthcare organizations: a qualitative interview study. BMC palliative care, 17(1), 78. Marsden, P. V. (2017). Interpersonal ties, social capital, and employer staffing practices. In Social capital (pp. 105-125). Routledge. Pahos, N., & Galanaki, E. (2019, April). Staffing practices and employee performance: the role of age. In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 7, No. 1, pp. 93-112). Emerald Publishing Limited. 6 Staffing Organizations Chapter 1: Staffing Models and Strategy ©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Learning Objectives for Chapter 1 • Define staffing and consider how, in the big picture, staffing decisions matter • Review the five staffing models presented, and consider the advantages and disadvantages of each • Consider the staffing system components and how they fit into the plan for the book • Understand the staffing organizations model and how its various components fit into the plan for the book • Appreciate the importance of staffing strategy, and review the 13 decisions that staffing strategy requires • Realize the importance of ethics in staffing, and learn how ethical staffing practice is established ©McGraw-Hill Education. Staffing Models and Strategy The Nature of Staffing ©McGraw-Hill Education The Big Picture • Organizations are combinations of physical, financial, and human capital • Human capital – Knowledge, skills and abilities of people – Their motivation to do the job • Scope of human capital – An average organization’s employee cost (wages or salaries and benefits) is over 22% of its total revenue – Organizations that capitalize on human capital have a strategic advantage over their competitors ©McGraw-Hill Education. The Nature of Staffing • Definition – “Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.” • Implications of definition – Acquire, deploy, retain – Staffing as a process or system – Quantity and quality issues – Organization effectiveness ©McGraw-Hill Education. Staffing System Examples • W.L. Gore and Associates – Staffing jobs without titles – Focus on culture in recruiting and selecting • Pfizer Pharmaceuticals – Hiring for flexibility in a rapidly changing market – Focus on hiring individuals who can change roles quickly • Enterprise Rent-A-Car – Use a strong internal labor market – Performance evaluation is used for placement ©McGraw-Hill Education. Quotes from Organization Leaders • Staffing is absolutely critical to the success of every company – Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl • At most companies, people spend 2% of their time recruiting and 75% managing their recruiting mistakes. – Richard Fairbank, CE, Capital One • I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that. – Jeff Bezos, CEO, Amazon • We missed a really nice nursing rebound…because we didn’t do a good job hiring in front of it. Nothing has cost the business as much as failing to intersect the right people at the right time. – David Alexander, President, Soliant Health ©McGraw-Hill Education. Discussion Questions • What would be the potential problems with a staffing process in which vacancies were filled: – On a lottery basis from among job applicants? – On a first come-first hired basis? • What would be the advantages of using one of the above processes? ©McGraw-Hill Education. Staffing Models and Strategy Staffing Models ©McGraw-Hill Education Exhibit 1.2: Staffing Quantity Jump to Exhibit 1.2: Staffing Quantity, Appendix ©McGraw-Hill Education. Exhibit 1.3: Person-Job Match Jump to Exhibit 1.3: Person-Job Match, Appendix ©McGraw-Hill Education. Concepts: Person-Job Match Model • Jobs are characterized by their requirements and rewards • Matching process involves dual match • Individuals are characterized via qualifications (KSAOS) and motivation – Motivation to rewards • These concepts are not new or faddish, this is an enduring model of staffing ©McGraw-Hill Education. – KSAOs to requirements • Job requirements expressed in terms of – Tasks involved – KSAOs necessary for performance of tasks • Job requirements often extend beyond task and KSAO requirements Exhibit 1.4: Person-Organization Match Jump to Exhibit 1.4: Person-Organization Match, Appendix ©McGraw-Hill Education. Concepts: Person-Organization Match Model • Organizational culture and values – Norms of desirable attitudes and behaviors for employees – New job duties – Tasks that may be added to target job over time – “And other duties as assigned . . . “ • Multiple jobs – Flexibility concerns - Hiring people who could perform multiple jobs – Future jobs – Long-term matches during employment relationship ©McGraw-Hill Education. Exhibit 1.5: Staffing System Components Jump to Exhibit 1.5: Staffing System Components, Appendix ©McGraw-Hill Education. Discussion Questions • Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why? • How are staffing activities influenced by training or compensation activities? ©McGraw-Hill Education. Components of Staffing Organizations Model • Organizational strategy – Mission and vision – Goals and objectives • HR strategy – Involves key decisions about size and type of workforce to be acquired, trained, managed, rewarded, and retained – Flows from organizational strategy – Directly influences formulation of organization strategy • Staffing strategy – An outgrowth of the interplay between organization and HR strategy – Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce – Guide development of recruitment, selection, and employment programs ©McGraw-Hill Education. Components of Staffing Organizations Model • Support activities – Legal compliance – HR planning – Diversity management – Serve as foundation for conduct of core staffing activities • Core staffing activities – Recruitment – Selection – Employment • Staffing and retention system management ©McGraw-Hill Education. Staffing Models and Strategy Staffing Strategy ©McGraw-Hill Education Strategic Staffing Decisions: Staffing Levels • Acquire or develop talent – Acquire: employees who are ready to “hit the ground running” – Develop: employees who need development to perform their jobs • Hire yourself or outsource: – Hire yourself: Use in-house staffing function – Outsource: Hire an external vendor for hiring • External or internal hiring – External hiring: Focus on using an external labor market for job openings – Internal hiring: Promotion and transfer from within Staffing Quality ©McGraw-Hill Education. Staffing Levels Strategic Staffing Decisions: Staffing Levels • Core or flexible workforce – Core workforce: regular workers attached to the company for long periods – Flexible workforce: temporary employees or independent contractors • Hire or retain – Hire: accept turnover rates and hire frequently – Retain: extra efforts to increase employee retention • National or global – National: keeping all organizational functions in the home country – Global: locating services and production in multiple areas Staffing Quality ©McGraw-Hill Education. Staffing Levels Strategic Staffing Decisions: Staffing Levels • Attract or relocate – Attract: transfer or relocate employees to existing locations – Relocate: locate facilities where potential applicants are • Overstaff or understaff – Overstaff: have slightly more staff than needed as a buffer – Understaff: have slightly fewer staff than needed to save costs • Short- or long-term focus – Short-term: address and focus on immediate needs – Long-term: focus on future needs Staffing Quality ©McGraw-Hill Education. Staffing Levels Strategic Staffing Decisions: Staffing Quality • Person/Job or Person/Organization match – Person-job: selection focused on one job’s task requirements – Person-organization: focus on broader competencies and values • Specific or general KSAOs – Specific: fine-tuned KSAOs that address task-oriented skills – General: broad KSAOs that relate to many broad skills • Exceptional or acceptable workforce quality – Exceptional: hire the best possible candidates at high cost – Acceptable: reduce costs with willingness to hire less qualified candidates • Active or passive diversity – Active: policies go beyond eliminating discrimination, and include specialized recruiting, training, and development to address diversity – Passive: eliminate discrimination, and then let diversity happen naturally Staffing Quality ©McGraw-Hill Education. Staffing Levels Staffing Models and Strategy Ethical Issues ©McGraw-Hill Education Exhibit 1.8: Suggestions for Ethical Staffing Practice • Represent the organization’s interests. • Beware of conflicts of interest. • Remember the job applicant. • Follow staffing policies and procedures. • Know and follow the law. • Consult professional codes of conduct. • Shape effective practice with research results. • Seek ethics advice. • Be aware of an organization’s ethical climate/culture ©McGraw-Hill Education. Ethical Issues in Staffing • Issue 1 – As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so? • Issue 2 – One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach. ©McGraw-Hill Education. Staffing Organizations Chapter 2: Legal Compliance ©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Learning Objectives for Chapter 2 • Contrast legal differences among employees, independent contractors, and temporary employees • Appreciate why staffing laws are necessary, and their sources • Review six major federal equal employment opportunity and affirmative action laws • Distinguish between disparate treatment and adverse (disparate) impact approaches to enforcement • Examine specific staffing provisions of the six major laws • Look at other important staffing laws and regulations • Gain an overview of legal issues covered in Chapters 3–14 ©McGraw-Hill Education. Legal Compliance The Employment Relationship ©McGraw-Hill Education The Employment Relationship • Employer-employee – Most prevalent form of employment relationship – Involves an agreement between employer and employee on terms and conditions of employment • Independent contractors – Are not considered employees, in a legal sense, of employer • Temporary employees – Do not have special legal stature ©McGraw-Hill Education. Exhibit 2.1: Matching Process, Employment Contract, and Employment Process Jump to Exhibit 2.1: Matching Process, Employment Contract, and Employment Process, Appendix ©McGraw-Hill Education. Discussion Question • Do you agree that “the employer usually has the upper hand” when it comes to establishing the employment relationship? When might the employee have maximum power over the employ ...
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Final Answer

Attached.

Running Head: BUSINESS EXPANSION AND SUSTAINABILITY

Assignment #2: Business Expansion and Sustainability

Student’s Name
Instructor
Course
Date

1

BUSINESS EXPANSION AND SUSTAINABILITY
Introduction
As the operations of the daycare expand in scale, it is imperative to have the right
recruitment and selection strategies. These strategies are needed to ensure the right personnel
join the organization so as to enhance performance and business sustainability (Waxin,
Lindsay, Belkhodja, & Zhao, 2018). The business should have long term strategies that will
always guarantee the entry of qualified and talented human resource. This task will explore
different strategies the daycare can embrace to guarantee continued expansion and
sustainability.
Job Requirements
A prospective employee will at least require a high school diploma where an added
advantage will accrue if the diploma is paired with Early Childhood Education certificate.
Senior employees will be required to have acquired the Child Development Associate (CDA).
Secondly, potential recruits should possess proper experience in childcare. Front line
employees will be required to have at least one year experience. However, the manager or the
supervisors should have at least 2-year experience in daycare activities. Thirdly, prospective
employees must demonstrate strong interpersonal skills. They must show strong
communication skills, patience, empathy and listening ability.
The above requirements will affect staffing within the daycare in two key ways. First,
it may limit the pool of candidates available to select from. Unemployment in the USA is
declining thus smaller firms will struggle to attract a large pool of candidates to select from
(Dunn & Blank, 2018). It is anticipated that fewer candidates may show interest. However,

these requirements will enhance the quality of new hires. They will ensure that the entity
recruits qualified, experienced and talented employees. As a result, the quality of service will
rise. A combination of substantive assessment tools is the most appropriate strategy to ensure

2

BUSINESS EXPANSION AND SUSTAINABILITY
potential candidates meet the job description. The justification is that assessment tools will
allow the recruiting officer to analyze core behavioral traits, cognitive ability and actual job
ability (Entrepreneur, 2018). These tools will give the recruiting officer an around view of the
candidate.
Long Term Recruitment Strategy
The daycare will require a long term recruitment strategy. Such a strategy is needed to
ensure that the business has continuous access to qualified and experienced employees. To
this effect, the recruitment strategy will comprise four components. The first component is to
ensure that the business stays connected with ‘second-place finishers’. Second place finishers
are candidates who finish second during interviews or other recruiting activities. This activity
is important as it will allow the daycare to create a deep talent pool. This approach will offer
accesses to an unlimited pool of candidates in the future. The daycare should use on-demand
text messaging and chat-bots to connect with this pool. To help this segment addresses
potential credential shortages; the organization will encourage them to attend career fairs,
workshops and exhibitions.
The second component is hiring retir...

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