...Forecasting Estimate the competency levels and number of employees likely to be working for the company at the end of the forecasting period. To forecast internal talent resources for a position, subtract anticipated losses from the number of employees in the target position at the beginning of the forecasting period. These losses may be due to factors including promotions, demotions, transfers, retirements, and resignations. In tighter labor markets when workers are harder to find, more employees than usual may leave the organization to pursue other opportunities than leave during looser labor markets when jobs are less plentiful. Anticipated gains for the position from transfers, promotions, and demotions are then added to the internal labor supply forecast. Internal Labor Market Forecasting Methods Talent inventories: summarize each employee’s skills, competencies, and qualifications Replacement charts: visually shows each of the possible successors for a job and summarizes their present performance, promotion readiness, and development needs Employee surveys to identify the potential for increased turnover in the future Labor supply chain management: The basic foundation of any supply chain model is to have the right product, in the right volume, in the right place, at the right time, with the right quality Businesses use multiple suppliers so that they can quickly change and scale to meet changing business needs. Supply chain management principles of inventory...
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...Chern's Case Study April M. Berry Indiana Wesleyan University Chern's Case Study Introduction Chern’s is an upscale department store that specializes in men’s and women’s apparel. “The product mix and high quality products made it rapidly successful, and the company developed a loyal following” (Phillips & Gully, 2015, p. 383). The distinguishing factors that has made it a success is its customer service, commitment to hiring the right people, and high product quality. “Because customer service lies at the heart of the company’s business strategy, it is a core part of its culture. Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383). Short-Term and Long-Term Process and Outcome Goals Short-Term Process and Outcome Goals “Strategic staffing is the process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term. Long-Term Process and Outcome Goals “There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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...PSJA North Lab J103 Student Brianabarbee1125@gmail.com PSJA North Lab J103 Student Brianabarbee1125@gmail.com Abstract Chern’s company history and organization Abstract Chern’s company history and organization Strategic staffing at chern’s: a case study Briana Barbee Strategic staffing at chern’s: a case study Briana Barbee Research Paper While reading these pages I learned strategic staffing is the process of staffing an organization in future- oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness. Strategic staffing entails both short- and long term planning that involves acquiring, deploying and retaining the right number of employees with the appropriate talents to effectively execute its strategy. This will enable Chern’s to sustain a competitive advantage that allows it to successfully fulfill its mission and reach its goals. Creating hiring goals that are clearly linked to Chern’s organizational strategies and objectives will guide and objectives will guide the strategic staffing process. Chern’s main business strategy is in providing superior customer service to its clientele, which has successfully differentiated it from its competitors. Although the company’s products are expensive, the high product quality and excellent customer service have made the company successful. Because customer service lies at the heart of the company’s business strategy, it is a core part of their corporate culture...
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...STRATEGIC STAFFING BUS 274 E Instructors: Jolie Wist and Suzie Johnson Student: Jennifer Restivo Due: Jan. 14, 2015 Assignment 1: Chern's Strategic Staffing Process Goal: Create seasonal/temporary positions and attract a sufficient amount of qualified student applicants. Outcome Goal: Staff future managerial positions with qualified and experienced candidates. SMART GOALS SPECIFIC: Implement a hiring strategy for temporary and contingent workers primarily targeting students who are aspiring to take on managerial roles. Offer them sufficient time to learn the basics and core values of the company while continuing their education. Create good relations and offer mentorship to high potential candidates that in turn will lead to future experienced and loyal employees. MEASURABLE: The Human Resource department will offer student employment opportunities in 10 selected areas in the first year. In year 2 they will expand to 10 more selected areas and double each year thereafter. By year 5 all Chern's store locations will offer student employment opportunities. ATTAINABLE: Prepare current employees with a more suitable training program for incoming students that will help them efficiently progress within the company. Human Resources will advertise and locate students with relevant skills and high managerial potential through sourcing and recruiting within educational institutions. RELEVANT: Hiring students with managerial prospects will prepare excellent future candidates...
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...of field. The reviewing of the candidates will get a better perspective of assessments to be given to each to understand the knowledge/experience that is present as well as an overall understanding how much risk will be involved. The scoring table listed below is based on several assessments, see Appendix A: Resume Scoring Table (Phillips and Gully, 2009). Scoring Key: In addition to these interview questions, Chern’s should consider the possibility of incorporating another assessment method. I have set out a possible assessment and...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...Chern's Staffing Strategy Melanie Caple Indiana Wesleyan University Staffing, Performance Management and Training HRMT 537-01A Merle Heckman March 29, 2015 Chern's Staffing Strategy Introduction Cherns is an upscale department store that is owned and operated by two siblings Ryan and Ann Chern. Chern’s currently employs over 19,000 employees and has 140 department stores located in 28 states across on the East Coast and in the Midwest. Chern’s ultimate focus and foundation has been built on customer service because they are directly dealing with the customers at each department store. Their staffing strategy is geared towards hiring the right candidates for their full time and part time sales associates that are able to grow and develop their skills for potential higher positions in the organization. We are going to take an in depth look at their current staffing strategies and determine what alternate steps should be taken to allow them to remain competitive and grow their talent pool for future growth within the organization. Long term and short term process and outcome goals While developing the appropriate staffing strategy, Cherns should develop both long-term and short-term process goals that are related to the business strategy. This is important so the management team at Cherns has goals set in place to meet the objectives of the organization and understand how they are performing in accordance with these objectives. Since customer service is key to...
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...Strategic Management – C570 Chapter 1 – Identify Long/Short Term Process & Outcome Goals for Staffing Knowing that the company has a 20% turn over in Full Time Employees and an average 15% turn over in Part Time Employees, I believe they should assess their mix of full and part time staff. It would be beneficial and potentially cost saving if the company can increase its part time staff, reduce full time staff, thus, if all things remain constant, realize a lower turnover ratio while paying less in overall benefits and compensation by changing the mix of employees. Determining the proper mix of staffing efficiently will be a key driver in the overall HR process and hiring outcome and should be a long term goal of the company to keep a focus on turn over ratio and cost savings. While still retaining the ability to move a part time employee into a full time position, a full time associate into a management position, etc. Being mindful that the company has an aggressive plan to open 15 stores per year over a projected 5 year period, the immediacy of hiring quality associates is a priority. The company needs to establish a proper advertising and recruitment plan (both internal and external), with specific time tables to act upon resumes, schedule interviews, process any necessary testing, and begin training qualified job applicants for their positions. Not only does this need done in the Short Term to ensure a smooth and continual placement process of proficient...
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...Chapter 2 9 Strategic Staffing Decisions 1. Do we want a core or flexible workforce? Chern should develop a core workforce. Their employees should consist of people who are a regular part of the company and understand the importance they play in keeping the business successful and helping it grow. 2. Do we prefer to hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3. Do we want to hire for a train and develop needed skills? Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them to be. 4. Do we want to replace or retain our talent? It is important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces...
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...Staffing Chern’s, Assignment 1 Max Leavitt HRM 445 1/15/15 1) Do we want a core of flexible workforce? For a sales associate position we want to develop a core workforce. This position requires the staff to possess a high familiarity with our product. We also want to keep a strong and unique culture with a low turn-over rate. It is important that our staff understand their role in the business’s strategic plan and growth. 2) Do we prefer to hire internally or externally? We want to mainly hire internally. Hiring from within will result in vacant positions allowing employees to be promoted. This will increase motivation and retention. A promoted employee will also have the knowledge of the company and required skill set for their new position. We will also benefit from low training costs. We can also benefit from external hiring. We may need to hire externally to promote diversity in the workplace and fulfill roles that our company is lacking. 3) Do we want to hire for or train and develop needed skills? Although our products are unique and require training and familiarity to sell, we need to hire employees that work well in a team environment. New employees will also require professionalism while communicating with employees, managers, and more importantly customers. We want to hire employees that possess good customer service skills. Training knowledge and familiarity with our products comes after hiring employees with certain skills. 4) Do we want...
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...The Legal Context Evaluate Adverse Impact: Chern’s Flagship Store The review of Chern’s Flagship Store and analyzing its full-time sales associates hiring data for evidence of adverse impact, “a substantially different rate of selection in employment decisions that adversely affects a protected group, protected groups under title VII of Civil Right Act include race, color, religion, sex, national origin, age discrimination, and the American with Disabilities Act (Phillips, Gulley, 2015). This evaluation described by, Section 4D of the Uniform Guidelines states that “a selection rate for any race, sex, or ethnic group which is less than 4/5ths (or 80%) of the rate for the group with the highest rate will generally be regarded by the Federal enforcement agencies as evidence of adverse impact” (EEOC, 1978) . Following the guidelines 1978 Equal Employment Opportunity Commission, the use of the 4/5ths rule, evaluates the comparison groups of applicants and the comparison groups of hires. The comparison groups located in table A-3, titled Sales Associate Flow Statistic shows comparisons of Men, Women, Whites, Blacks, Asians, and Hispanics. Reviewing the table, the selection rate for the women is (.1) and the selection rate for the men is (.08), dividing .08/.1 the impact ratio is (.008) being less than 80 percent, which is evidence based on the 4/5ths rule, there is adverse impact. In reviewing the ethnicities, the selection rate for Whites (.09), Blacks (.08), Asians (.1), and Hispanics...
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...particular attention to the impact of business strategy, internal and external labor markets, recruiting, selection, and person-job and person-organization match on staffing practices. We will cover human resource planning, layoffs, career transitions, and other workforce movement. An important goal of the class will be to provide opportunities to develop hands-on skills that are relevant to effectively managing talent flow. Thus, experiences focusing on the transfer of course material to real-world situations will be an integral part of the class. Required Materials Phillips, J.M. & Gully, S.M. (2011). Strategic Staffing (2nd ed.). Pearson/Prentice Hall. ISBN-10: 0136109748 ISBN-13: 978-0136109747 We will also be using Sakai for the course. Instructions are below. Please check Sakai for the most current syllabus and weekly assignments. Using Sakai 1. 2. 3. 4. 5. Go to: http://sakai.rutgers.edu Login using your Rutgers netid and password Click on the TAB “Managing Workforce Flow” If you do not see the TAB “Managing Workforce Flow”, contact me at jeanp@rci.rutgers.edu as you may not be on the roster. Click on Resources to download the current syllabus and other course material. Evaluation Grades will be determined on the basis of 4 factors that will be weighted as follows: 1) Participation 2) Midterm 3) Final Exam 40 Chern’s Case Study 10% 30% 30% 30% 100% The midterm and final exam will together account for 60% of your grade. The nature of the exams will be discussed in more detail...
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