Comp 3 Assessment

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Computer Science

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Jan 9, 2024

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Comp 3 – Assessment Strategic and Recruitment Plans Abdul Sameer Shaik University of Phoenix MHA: 543: Tackling The Talent War In The Health Sector 01/22/2022 Dr. Melissa Green

Your highest performing and tenured manager of a 20-person department unexpectedly submitted her 2 weeks’ notice. Your next most tenured employee in the department has only 2 years of experience. Additionally, there is a major hospital chain in your area that seems to have the first pick recruiting the talent you need. Develop a 3 to 4 page strategic plan that outlines priorities and steps to mitigate the impact of your employee’s rapid departure. Propose a recruitment plan to fill the managerial position. Recruiting a new employee for the managerial position can be time consuming and expensive, particularly if there is no plan in place. With predetermined plan in place, the human resources can direct their resources to a series of strategies that will help with the kind of people you want to hire. You can't hire new employees unless you know exactly what role you need to slot them into. If you've identified a gap in your company's workforce that has been created by someone else's departure, or by the growth and evolution of your organization, that gap needs to be filled by someone who is qualified to meet the demands of that particular role. Before the recruitment process is started, the requirements of the role need to be identified along with outlining the daily responsibilities and goals of each role. Human Resources team and the leadership of the different departments need to ensure that everyone is on the same page and have a thorough understanding of the responsibilities of the role. Next step will be based on the responsibilities, finalizing the job requirements like years of experience, geographic location, and other attributes. The next step will be to identify the costs and budget needed for advertising, recruitment, background checks, and travel expenses of the potential job candidates. Selecting medium for searching the applicants is the next important step, if the candidates can be searched for on LinkedIn, recruiting firms need to be engaged, ads in the newspapers. To keep your recruiting costs down, plan a budget for the year ahead based on the estimates you've done so far. Some of the usual costs include advertising, recruitment tools, career fairs, branding expenses, background checks, and travel expenses. Once the candidates and the resumes are shortlisted, conversations can be started with the prospects in form of initial phone screenings, and scheduling in-person interviews. There are a few ways for employers to start a conversation with prospective candidates. You can also keep in touch with your

prospective employees by using applicant tracking systems. These tools will help streamline the application process and stay organized. The success of recruitment plan comes down to how the candidates are evaluated. Some companies opt for a series of interviews so that they can narrow down candidates and go a little deeper with shortlisted applicants in their second conversation. Others conduct only one interview but ask the candidates to take a short assessment to test their skills or knowledge in a certain area. Final step will be extending an offer letter to the candidate that gets chosen for the job. The recruitment plan should include the contents of the offer letter and the employee benefits and perform further negotiations related to the compensation. Develop a preboarding checklist and an onboarding plan covering an employee’s first 30, 90, and 180 days with performance metrics. A 30, 90, and 180 days plan will be a strategic outline of the job expectations for the new manager over the first six months. The plan clearly communicates training, culture, and expectations to the employee allowing them to easily transition and measure their contribution to the team and company. This plan is a transparent roadmap for the new manager with specific goals, dates, and whom to work with to accomplish these objectives. Having a plan will help new hires have a smoother transition to using company tools, understanding the company processes, and understanding their expectations. Breaking down the new manager’s learning process into 30 or 60 day-increments allows the new manager to focus on learning certain skills at certain times. The first 30 days are the most intensive with training on product and company tools, as well as learning the company culture. As the days progress, processes become more fluid and the employee becomes more independent. The first 30 days is all about learning everything and what the new employee’s responsibilities will be. Knowing the company culture, learn company specific platforms, intranet systems, and complete company specific training classes and learn about the company’s products and clients. Hold weekly one on ones with the employees that report to the new manager, meet the members of the team, start working on projects and build a career development plan with specific goals, metrics, and KPIs. 90 days will focus more on collaboration and taking on more responsibilities. Collaborate with other teams while starting to provide input in the meetings and more often identify issues or

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