Labor Market Analysis

Task 1 A. Labor Market Analysis: 1. Labor Demand Influencers: a. Aging work force: Average age is 45 meaning 24% of the workforce will be eligible to retire – this is not including those that will leave for other reasons. As ofÏcers retire and move on to other positions the need for backfilling those positions will increase. With a high percentage of ofÏcers over 40 years of age this will become a problem quickly. b. Mayor’s directive to step up patrols creates a demand for more hours on patrol: High crime areas need to be patrolled and additional hours are needed to meet this objective to reduce crime in these areas. c. Reduced overtime: Due to the salaries being reported the mayor has instructed there be no more overtime. To reduce overtime the city will need to hire 25 new ofÏcers to comply with the mayor’s request. 2. Labor Supply Influencers: a. Climate: The weather is not the most ideal for candidates and many younger people are opting to move from the area due to the harsh weather extremes. Recruiting candidates to move to this location will also be difÏcult. b. Cost of Living: The area is one of high cost of living with highest tuition rates and high taxes. Many people are opting to move to lower cost areas with better climates. This will also affect nonlocal candidates desire to move to this location. c. View of the Department: It is difÏcult to attract candidates when the department is being scrutinized in the media. Qualified candidates may reject offers for positions in an unstable environment. B. Recruitment Planning: 1. Recruitment Objectives: a. Employee Referral Program can be used to increase the applicant pool. This program will help locate applicants that can be vetted quickly and lessen the time taken to process the applications. b. Decrease cost per hire by 8% within the next fiscal year. c. Increase the number of viable candidates by targeting groups with a higher yield ratio. This can be accomplished by posting to military specific job boards (military police) or college career fairs (criminal justice grads). 2. Recruitment Strategy: a. The applicant pool would need to have approximately 36 candidates. Target Group Yield Ratio % Other Police Departments 80 Military Police 60 Criminal Justice Graduate 50 Correction OfÏcer 11 Security Guard 0 b. Based on the data the best way to locate 25 viable candidates would be to focus efforts on other police departments and military police candidates. i. Targeting other police departments lowers training costs and has a high yield – making it the most ideal target. This group would not need to complete a training requirement and would be able to move into active duty seamlessly and quickly. ii. Targeting military police offers the benefits of a group who has training with weapons and similar work with the military. Additionally, this group will likely have trained in various climates and locations – making the weather extremes be less of an issue. c. Describe two effective methods for reaching each target group. i. Other Police Departments Outreach 1. Word of Mouth/Employee Referral – using employee referrals and word of mouth directly correlates to the recruiting objectives. Employee referrals help to pre-select candidates as the current employee is offering a recommendation with their referral. 2. Targeted emails or mailings – using Union information send out notices that the department is hiring and looking for qualified candidates that may be a part of the same union but a different department. ii. Military Police 1. Targeted Job Boards – Using job boards specific to military personnel. The job boards are for those that are about to leave the military and present options for civilian police work where they would be qualified. 2. Veterans Affairs – working with the VA to set up presentations or post to any magazines or communications that might be sent to veterans. C. Selection Planning: 1. Recommend and provide justification for 3 selection methods for all target candidates. i. Resume Review  I would review resumes and candidates’ qualifications to determine if there are any who do not meet the minimums. This eliminates those who do not qualify, leaving me with candidates to pursue. ii. In Person Interviews  The second step I would take would be to schedule and hold in person interviews to meet and ask further questions of the candidate. This allows the candidate to expand on their qualifications, history, and education to paint a more complete picture of them. A team interview would give the team the ability to assess team fit. iii. Reference Check  Finally, I would use reference checks to verify the candidates past employers and personal references who may disclose relevant information to hiring. As this is a public servant position, the applicant should be willing to meet these additional requests. 2. Describe two selection tests you will use to assess a candidate’s suitability for the job of police ofÏcer. a. Physical Exam – The ofÏcer needs to be fit and capable of long hours and the physical requirements listed in the job description such as running, lifting and agility testing. b. Mental Health Evaluation – Police work can be mentally exhausting, and an ofÏcer can deal with many situations where mental health will need to be optimal to deal with what they see. Mental stability is key when dealing with police work. 3. Identify two background verification checks that should be used in the selection process including the following: a. Education Check – Ensures the training and credentials they have are appropriate for the position and meet the job description requirements. This check should be done prior to making an offer. b. Drug Screening – Ensures the applicant is not currently using drugs that would prevent them from doing their jobs. The ofÏcer should be free from drugs prior to employment and should remain drug free while on the job. This check can be done after offer before the first day of work. 4. Discuss four methods of evaluating the overall effectiveness of your recruitment and selection plans. a. Time to Fill – how long does it take to fill the position. This information is important as it lets the team know how quickly they are moving qualified candidates through the process and if the process is effective at filling the requisition quickly and efÏciently. b. Cost per Hire – how much is spent hiring each new hire. Effectiveness of maintaining the budget for marketing and locating new candidates. c. Average Turnover – the percent of employees leaving (voluntary and involuntary) compared to the total company. If a company has high turnover, they will likely spend more money to bring in new hires as they will be continuously interviewing and hiring. d. Hiring Source – how did the applicant find the position. This metric tells the company which methods of locating qualified applicants are the ones to pursue or to refrain from using. You will want to spend the money on the sources that provide you with the highest caliber candidates.