HR

exempt want education= mark eti ng m an ag er n on-e xem pt: la b or=t ech nic ia n Deliverable 2: Forecasting, Hiring, Selection, Training · First, identify one rep rese nta tive e xe mp t a nd o ne re pre se nta tive n on-e xe mpt p osi tio n th at you will focus on. These should b e p osi tio ns fo r w hich yo u w ill h ir e m any em plo ye es as yo ur organization grows. Thus , yo u d on’t w ant to se le ct a p osi tio n th at o nly one o r tw o e m plo ye es will occupy. Select positions t hat w ill b e re plica te d th ro ughout th e co mpany as it g ro w s. F or th ese two positions, what types o f e mp lo ye es are yo u lo oki ng fo r? W hat a re th e d esi re d ski lls, education, experience, an d q ualit ie s re quire d? (1 0 p oin ts) exe mp t w ant e duca tio n=se nio r marketing manager non-e xemp t: la bor=t ech nici an As our organization g ro ws, w e w ill re ly heavi ly on a ll e mp lo ye es, h ow eve r w e w ill b e focusing on two positions th at w ill co ntin uousl y be n ece ssa ry fo r th e su cce ss of o ur co mpany.

The non-exempt position w e h ave ch ose n is th e te ch nici an ro le . A s our b usi ness gro w s, w e w ill need to increase the amou nt o f te ch nici ans emp lo ye d b ase d o ff o f o ur e xp ect ed in cr ease in demand. These technicia ns will b e p aid h ourly and e arn 1 .5 time s th eir r e gula r sa la ry in th e case that they exceed 40 h ours of w ork. W e a re n ot re quiri n g te ch nici ans to h ave a ny sp eci fic experience in the field, how eve r it w ould b e p re fe rre d if th e e mp lo ye es hir e d h ave b een e xp ose d to the industry and show in te re st in e xp ansi on o f kn ow le dge in th e te ch nolo gy se gm ent o f th e business. The exempt positio n th at w e ch ose to fo cu s on fo r our co mpany is th e m arke tin g manager. As our compan y exp ands, w e w ill co nst antly need to e vo lve a nd in cr ease o ur marketing efforts, making th is posi tio n cru cial to th e co ntin ued su cce ss fo r D yn aT ech a s well a s increase in company awa reness. As a ma nager, th is posi tio n w ill r e quir e th e u se o f th e employee's own discretion a nd ju dgeme nt a s th ey will b e p aid b ase d o n a sa la ry ra th er th an a n hourly wage. Listed below are th e va rio us re quire me nts desi re d fo r e ach o f th ese e m plo ye es.

Technician: Desired Skills: ● Education: ● Experience Requirements :

● Preferred Qualities: ● Marketing Manager Desired Skills: ● Education: ● Experience Requirements :

● Preferred Qualities: ● · Identify a ​Hiring Fore cast ​ fo r yo ur busi ness fo r yo ur tw o re pre se nta tive p osi tio ns. It is helpful to research your s ta rt -u p’s in dust ry here so yo u ca n u nderst and h ir in g a nd tu rn ove r trends. Your forecast shou ld in cl ude fo re ca stin g th e ​dem an d fo r la b or, d ete rm in in g t h e la b or supply, and determinin g w heth er o r n ot th ere w ill b e a la b or s u rp lu s o r s h orta g e ​. Y ou may wish to use a ​trend an aly sis ​ a nd ​le ad in g in dic ato rs ​ to d ete rm in e th e d em and fo r la bor.

What factors do you fores ee a ffe ct in g yo ur in dust ry’ s la bor dema nd a nd su pply (e co nom ic conditions, etc…)? (10 po in ts) ● Hiring Forecast ○ Senior Marketin g Ma nager ■ Florid a St atist ics ● Curre nt e mp lo ye d la bor pool - 5,1 20-3 2,8 00 ● ○ Technician ● Turnover Trends ○ Fort Lauderdale U nemp lo yme nt R ate - 4.7 % ■ Downw ard sl ope si nce 2 010 ■ Lower th an th e st ate a ve rage ○ · Identify a Sourcing Pl an fo r yo ur new h ire s (the re pre se nta tive e xe mpt a nd n on-e xe mpt position only). In this sect io n, yo u a re a nsw erin g th e q uest io n, “H ow a re w e g oin g to fin d suitable candidates?” Iden tif y th e re so urce s yo u w ill u se to fin d p ote ntia l ca ndid ate s (in te rn al candidate database, refe rrals, n etw orki ng, co nfe re nce s and se min ars, sp eci al r e cr uit in g e ve nts, internet sources, advertisi ng, e tc. ). W hat is yo ur exp ect ed yi eld r a tio s fr o m yo ur r e cr uit in g methods including cost p er hire ? Ag ain , fo cu s on th e o ne re pre se nta tive e xe mpt a nd o ne representative non-exemp t p osi tio n th at yo u h ave id entif ie d. (1 0 p oin ts) · Create a selection p roce ss and p la n fo r yo ur tw o re pre se nta tive p osi tio ns in yo ur organization. Once you h ave yo ur ca ndid ate p ool, w hat a re th e n ext st eps in th e se le ct io n process? What type of int ervi ew w ill yo ur busi ness conduct ? W ho w ill co nduct th e in te rvi ew (s) ?

Create 5 interview questi ons th at a ll ca ndid ate s will b e a ske d, a nd 5 a ddit io nal q uest io ns each for the exempt and non-exe mpt re pre se nta tive p osi tio ns. W ill yo ur o rg aniza tio n r e quir e a ny testing for your candidate s? W hy or w hy not? (1 0 p oin ts)- te ch nici an p osi tio n r e quir e s co mpute r testing. Senior marketing ma nager re quire s an a sse ssme nt te st to d ete rm in e IQ le ve l.

Non-exempt: Technician 1.Screening applications a nd re su me s Employees within th e H uma n R eso urce s depart me nt o f th e o rg aniza tio n w ill r e vi ew received applications and resu me s to d ete rmi ne e lig ib le ca ndid ate s fo r th e p osi tio n o f a computer technician in an atte mp t to re duce th e n umb er of q ualif ie d ca ndid ate s fo r th e p osi tio n.

Qualified candidates will b e d ete rmi ned b ase d o ff th eir educa tio n, p re vi ous work exp erie nce , and technology-based sk ills. O nce th e a pplica tio ns and re su me s have b een vi ew ed a t le ngth , employees within the Huma n R eso urce s depart me nt w ill re ach o ut to e lig ib le ca ndid ate s via phone call to schedule a f ace -to-f ace in te rvi ew s as well a s a te ch nolo gy ach ie ve ment te st .

2. Testing: in depth testin g o f co mp ute r kn ow le dge- ach ie ve me nt a nd a ptit u de te st s. D ru g te st s for both positions 3. Interview 4. Reference and backgro und ch eck 5. Make selection · Outline an Orientation T rain in g Pl an fo r a 5 -1 0 e mp lo ye e, 7 5 e m plo ye e, a nd 4 00 e m plo ye e business for your two repre senta tive p osi tio ns. W hat tra in in g a re yo u r e quir in g a nd fo r w hat subjects/areas? Which ty pes of tra in in g me th ods will yo ur org aniza tio n u tilize ? W ho w ill co nduct the training for your organi zatio n? H ow w ill yo u me asu re th e su cce ss of yo ur tr a in in g? ( 1 0 points) During the selection process w e w ill ga the r e mploye es w ho ha ve the cor re ct r equi re d know le dge for the specific jobs they ap plie d t o. T echni cia ns w ill ne ed t o ha ve a ba sic unde rs ta ndi ng of how technology works and be ab le t o w ork w ell w ith ot hers. P eopl e a little hi ghe r up i n the or ganizationa l structure like senior market ing m ana gers, w ill ne ed t o be abl e t o t hink c ritic ally t o he lp t he com pany grow. Our orientation proces s w ill i nvol ve a coupl e di ffe rent tra ini ng pr ocesse s t o he lp our newly s ta ffe d employees understand our c ompany’s envi ronm ent , a s w ell a s unde rsta nd w hat t he y ne ed t o be abl e t o do to help the company succee d. A few m em be rs of t he H R D epa rtm ent w ill c onduc t t hi s pr ocess a nd organize all of the activities. O ur program w ill be a w eek l ong proc ess a nd w ill s ta rt w ith ​ adve ntur e learning ​ on the first day. We w ill go out int o na ture and l et t he em ploye es ge t t o know each a nd c omplete fun activities to support the m eet a nd gre et proc ess. W e be lie ve tha t t hi s w ill be a fun w ay t o ki ck of f t he week and get the employees e xcite d. A fter l etting t hem m eet e ach ot her w e w ill br ing t hem int o t he offices and let them get to know the com pany’s cul ture and t he da y-to-d ay w ork t hat i s i nvol ved. T he ne xt couple of days will include a c oupl e of di fferent tra ini ng progra ms t ha t he lp t hem ge t i nt egr ate d i nto t he company’s values. ​Diversity traini ng ​ is s om ethi ng t hat w e a re goi ng to implem ent to s how the m w hat kind of attitude we accept a nd what w e don’t tol era te . W e w ant to be a ve ry e thi cal c om pany a nd suppor t diversity within the company be caus e w e know how im port ant it i s. W e w ill a ls o i mplem ent ​ busine ss games and case studies ​and bre ak up t hem up i nto t eam s. T eam work i s a ke y va lue and w orking w ith others to achieve an end goal is s om ethi ng t hat e ve ry c ompany ne eds . W e w ill gi ve the m case s tudi es t o help them understand workpl ace s itua tions and how to c orre ctly de al w ith t hem. B usine ss ga mes a re something that we think the e mploye es w ill re ally e njoy a nd he lp t hem bond, a s w ell a s he lp t hem thi nk critically. On the last day w e w ill do ​ sim ulations ​ to s ee how much know le dge the em ploye es ha ve ga ine d as well as make sure they u ndersta nd t he va lue s of t he com pany. A ll of the se t ra ini ng pr ogram s put together in a one week period w ill he lp our e mploye es ga in ve ry va lua ble know le dge and c re ate a ve ry unique and helpful transfer of t raini ng s o that onc e t he y s ta rt w orki ng, t hey a re i m medi ate ly a ddi ng va lue to the company. Week O rient ation P rocess 1. Day one will consist of a n all da y re tre at of a dventure learni ng 2. Day two will focus on di versity t raini ng a s w ell a s vi siting t he com pany H Q 3. Day three will consis t of bre aki ng up i nto t eam s a nd w orking on bus ine ss ga mes 4. Day four will consist of m ore bus ine ss ga mes a nd c ase s tudi es 5. Day five will consist of sim ulations