HRM FPX 5025 Assessment 3 Hiring and Training Forecast Plan HRM-FPX5025 Talent Acquisition and Workforce Planning Hiring and Training Forecast Plan

 

Introduction

Human resource (HR) forecasting is a crucial aspect of the HR planning function within an organization. It allows the organization to predict the number of employees and the skills required in the future. HR professionals utilize various techniques for HR forecasting, with the most common being quantitative methods that leverage data to plan for future staffing needs. This essay employs data to forecast CapraTek’s future staffing requirements, considering the training needs for each staffing level within the company (Mathis & Jackson, 2010).

CapraTek must plan for various roles, including skilled and unskilled workers, shift leaders, department supervisors, and operations management. Staffing forecasting incorporates both external and internal human resource sources. External sources include outsourcing and new hires, while internal sources involve internal transfers and promotions, among others (Mathis & Jackson, 2010). Internal promotions are among the most cost-effective methods for filling vacant positions within organizations. CapraTek has already determined that it will primarily rely on internal supply, particularly through promotions, to meet its future staffing needs.

Operations Management

The current staffing capacity in CapraTek’s operations management department stands at 22 employees. Over the next year, this staffing level is expected to remain unchanged. As a result, there is an equilibrium in the operations management department, with demand and supply being equal. Therefore, there is no need to source human resources, either internally or externally. The same situation applies to departmental supervisors, indicating that CapraTek does not need to promote departmental supervisors to operational managers or shift leaders to departmental supervisors, assuming no layoffs or deaths occur in the respective departments.

Shift Leaders

CapraTek currently employs 82 shift lead supervisors. Future projections indicate that the company will need 84 supervisors, resulting in a shortage of two supervisors. Promoting skilled workers to these positions is the most suitable option for CapraTek.

Skilled Workers

CapraTek currently employs 512 skilled workers. In the coming year, the company will require 540 skilled workers. After accounting for the two employees who will be promoted to shift leaders, CapraTek will need to fill 30 positions. Unfortunately, promoting workers from the unskilled category may not be feasible, as the knowledge, skills, and abilities (KSAs) differ significantly between unskilled and skilled levels. CapraTek can conduct a skills assessment and inventory among its unskilled labor force to identify those who meet the qualifications for promotion to the skilled labor category. If the unskilled workers cannot fill all the vacant positions in the skilled labor department, the company will need to hire externally.

Unskilled Labor

CapraTek’s HR department must also plan for the unskilled labor division. Currently, CapraTek employs 390 unskilled laborers, but it will require 410 unskilled laborers in the next period or more, depending on the number of employees promoted to the skilled labor level. The only viable option to meet the staffing needs at this level is external hiring.

Impacts of Technology

CapraTek is based in Georgia. One of the methods for making HR planning decisions involves using demographic and employment trends from government websites, among other sources. In Georgia, the unemployment rate is projected to reach 13.90% by the end of 2020 and 14.50% by 2021 (Trading Economics, n.d). Consequently, CapraTek should have no difficulty finding employees, as there is no labor shortage in the market.

Regarding educational attainment, over 25% of Georgia’s population has a high school diploma, and 30.7% hold a bachelor’s degree or higher. This makes it easier for CapraTek to find qualified candidates for its unskilled labor positions. Additionally, 8.7% of Georgia’s population is under 65 years old and living with disabilities, and approximately 39.5% of the population comprises minority groups (US Census Bureau, n.d). Therefore, CapraTek must consider these demographics in its hiring decisions, especially since the company has faced issues related to discrimination against minorities and protected classes in the past. Utilizing technology can assist CapraTek in assessing whether the labor market can meet its demands and in making necessary arrangements. Furthermore, technology helps the company make informed decisions regarding the employment of protected classes (Satav, 2016).

Training Recommendations

The first recommendation for CapraTek is to implement onboarding and orientation programs for new hires. Onboarding and orientation not only help employ