Chern's Project (Use_As_Reference-HRM455) | Eight Ball Consulting, LLC

Eight Ball Consulting, LLC “Don’t get stuck behind the eight ball” Chern’s Case Study LaRon Peller, Craig Larson, Kay Monty, Glenda Supnet, Kaeo Paik, and James Thornton 2 Eight Ball Consulting, LLC TABLE OF CONTENTS Executive Summary......................................................................................................................... 4 Chapter 1: STRATEGIC STAFFING................................................................................................... 7 Chapter 2: BUSINESS AND STAFFING STRATEGIES .................................................................. 8 Chern's talent philosophy recommendation: ...........................................................................................8 Chern's HR strategy recommendation:.....................................................................................................8 Chern's staffing strategy recommendation: .............................................................................................8 Nine Elements of Staffing Strategy ...........................................................................................................9 Chapter 3: THE LEGAL CONTEXT ................................................................................................... 11 Stock Statistics ........................................................................................................................................11 Flow Statistics .........................................................................................................................................12 Concentration Statistics..........................................................................................................................13 Chapter 4: STRATEGIC JOB ANALYSIS AND COMPETENCY MODELING ....................................... 13 Job Rewards Matrix.................................................................................................................................15 Chapter 5: FORECASTING AND PLANNING .................................................................................. 15 Transition Analysis..................................................................................................................................15 Future Labor Market...............................................................................................................................17 Chapter 6: SOURCING: IDENTIFYING RECRUITS........................................................................... 19 IDENTIFYING RECRUITS...........................................................................................................................19 Improve Diversity of Applicant Pool .......................................................................................................22 Chapter 7: RECRUITING................................................................................................................. 22 Employer Brand ......................................................................................................................................24 Chapter 8 & 9: MEASUREMENTS AND ASSESSING EXTERNAL CANDIDATES................................ 25 MEASUREMENTS.....................................................................................................................................25 Resume Review.......................................................................................................................................29 External Candidate Interviews................................................................................................................30 Chern’s Interview Results: ......................................................................................................................32 Standardized Assessments......................................................................................................................33 Chapter 10: ASSESSING INTERNAL CANDIDATES......................................................................... 35 IDENTIFYING ASSOCIATES TO DEVELOP ................................................................................................35 IMPLEMENTING DEVELOPMENT PROGRAMS .......................................................................................37 3 Eight Ball Consulting, LLC INTERNAL PROMOTION OF PROGRAMS AND PROMOTIONS...............................................................38 Chapter 11: CHOOSING AND HIRING CANDIDATES ..................................................................... 39 Combining Assessment Methods............................................................................................................39 Identifying Candidates to Hire ................................................................................................................40 Job Offer LETTER .....................................................................................................................................42 Value of Hiring Decision..........................................................................................................................44 Chapter 12: MANAGING WORKFORCE FLOW............................................................................. 46 Onboarding and Socialization Strategies................................................................................................46 Retention Strategies ...............................................................................................................................48 Downsizing Strategies.............................................................................................................................49 Chapter 13: STAFFING SYSTEM EVALUATION AND TECHNOLOGY ............................................... 51 Digital Staffing Dashboard ......................................................................................................................51 Staffing Technologies..............................................................................................................................52 CONCLUSION................................................................................................................................. 54 4 Eight Ball Consulting, LLC Executive Summary In order to enhance and move Chern’s business strategy forward, both long term and short term strategic staffing goals have been identified. We have divided the goals into process goals and outcome goals. Due to Chern’s aggressive growth strategy, we recommended the following process goals: 1) Attract large pools of candidates, 2) Identify qualified candidates, 3) Acquire talent efficiently and effectively and 4) Attract candidates with specific skills and attributes. From these process goals we expect the following outcome goals to be addressed: 1) Hire people who will perform well that will eventually be promoted, 2) Increase sales and 3) Reduce turnover among valued employees. If the outcome goals are met, Chern’s will preserve its unique culture and still be able to drive its business growth. Based on how Chern’s feels about and treats its employees will flow a talent philosophy. The talent philosophy will lead to an HR strategy, and the HR strategy will ensue a staffing strategy. Chern's talent philosophy recommendation will incorporate the value of its employees and their contributions to the company. Chern's HR strategy recommendation will address how Chern’s will provide employees with an opportunity to be developed and rewarded based on performance. Chern's staffing strategy recommendation will integrate how Chern’s will strive to recruit and hire diverse, trainable team players that will drive business growth and maintain the core values unique to Chern’s. Chern’s should prove that there is a specific need that requires males to be hired more than females in relation to the stock statistics. These statistics must be aligned with the business strategy of the Chern’s store. Another recommendation would be to consider an affirmative action plan that addresses the hiring rate of Black and White employees. According to the flow statistics, Chern’s should consider reviewing and refining the way they target employees. They should base their methods to target attributes they strive for in its recruits. Examples would be: Great customer service, desire for profits, and entrepreneurial spirit. When looking at the concentration statistics, we recommend that Chern’s compare the hiring rates of women to management positions with the promotional rates of women into management positions to determine if bias is heavily internal or external. We would also suggest adjustments to the hiring procedures to create a stronger gender-level representation in the workforce at Chern’s. At Chern’s, the number one priority is the customers. Customer service is the cornerstone of everything the organ