Introduction
Background
Consolidated Landscaping, Inc. is considered the state’s hugest commercial landscaping organization. After the principal residential and resort improvements, the company increased more than twice. Presently, CLI recruits approximately one hundred and sixty employees.
The company was established in 1960 under the ownership of Ackerman family (Devanna, Fombrun&Tichy, 1981).
In 1995, John Ackerman retired. Considering that the younger Ackermans were not interested in managing the business, Bill Orwell purchased it in 1996. Consequently, Orwell engaged in comprehensive growth strategies.
Purpose
It was indicated that CLI matured at a faster rate as opposed to the infrastructure. Considering the fact that the company was a state and federal subcontractor, the need for reporting really increased (Bohlander& Snell, 2007).
The government was recently requesting for data, reports, as well as other information from Orwell. However, he had no idea where these could be found, nor was he aware on how the information could be formatted.
Moreover, personnel functions were spread everywhere within the company. The records did not have a central repository. No employee at the company possessed labor law knowledge to ensure that the company was complying.
In a recent email, various government bodies were requesting Orwell to meet the required compliance measures and submit reports that had not been submitted on time.
The challenge was that Orwell did not know what the reports entailed and he was extremely anxious because of the union’s letter. The letter form the Laborer’s union indicated that the company had acquired adequate authorization cards to allow for an election.
All this made Orwell realize the need for employing more personnel who were acquainted to all that stuff. Therefore, he had the intention of hiring an employee who would handle the personnel (Heneman, 2008).
Importance
Employing personnel who were aware about the required reports would smoothen the operations at the company. Moreover, there was a need to have the employees’ manager.
This would ensure that the company was in compliance to the labor laws and that all reports were delivered to the government departments without delay. Moreover, the reports would contain all the required information.
Organization of the paper
This paper aims at discussing the local community, the features of the accessible labor pool, labor demand, how to position an employer, and the human resource department’s staffing and recruiting goals. Moreover, there will be a discussion on how the goals can be met.
Background for the Community
The community enjoys a mild climate and is located on the Eastern side. There are various industries including manufacturing and tea industries. Moreover, there are immense wholesalers and supermarkets.
A majority of the employers ensure that they adhere to employee benefits as stipulated by the federal government (Devanna, Fombrun&Tichy, 1981). The community enjoys an effective and diverse local economy. Moreover, the community has an energetic workforce.
The transport, housing, and communication systems in the community are developed. All laborers are covered by insurance covers and labor unions fight for their rights.
Labor Supply
The community has many educated people with degree courses, which guarantees various unique skills. The workforce is mainly comprised of people aged 21- 43 years that comprises of 78% of the population.
Both males and females participate in employment. There are wide arrays of races in the community (Heneman, 2008).
Demand for labor
The manufacturing and tea companies are actively engaged in recruiting novel employees. There are numerous technical training, college, and university institutions, which equip youths with various skills. This makes them appropriate for employment in the different industries.
The companies mainly require managers and other kinds of employees. Workers are required to possess efficient communication, management, and managerial skills.
Employer of Choice
There is a need to make CLI an employer that retains, optimizes, and attracts top talent on a long- term basis. This will be based on the employees’ needs, present benefits and pay levels, demand and supply for labor, and the features of the community.
To be the employer of choice, CLI will invest in concerted and consistent efforts. It is worth noting that the messages the company will send to present and potential employees will impact greatly on the actions taken.
CLI will develop recognizable brands that are fashioned depending on the employees’ values in the marketplace.
The company will also reward the best employees, promote integrity and honesty, participate in community activities, and offer various growth opportunities for employees (Bohlander& Snell, 2007).
Employer- Employee Relationship
The employment relationship depends highly on the employer. Developing effective employment relationships is very vital for the success and survival of any company.
There are various areas where employees significantly influence the long- term maintenance and establishment of employment relationship. Some of these areas include collective bargaining and unions, dispute resolution, working environment, and motivation.
Staffing and Recruiting Goals and Meeting the Goals
Training, maintaining, and developing an effective workforce are among the greatest costs Orwell will incur. There is a great need to increase investment returns.
Managers have a huge responsibility in training novel employees, controlling costs, and coming up with plans for combating turnovers and controlling costs (Heneman, 2008). A manager should ensure that resources are distributed appropriately so as to ensure CLI’s survival and success.
The management will engage in a competitive recruitment procedure. Some of the benchmarks that will be used to determine the fulfillment of selection and recruitment goals include the employees’ feedback, management of recruitment sources, and investing in proper hiring the decisions.
References
Bohlander, G. W., & Snell, S. (2007). Managing Human Resources. London: South-Western Pub.
Devanna, M. A., Fombrun, C. J., &Tichy, N. M. (1981).Human Resources Management: A Strategic Perspective. New York: AMACOM.
Heneman, L. (2008). Staffing Organizations (6th ed). New York: McGraw-Hill Learning