Recruiting Plan Strategy Report
View the attached/below to help select a new FHAH location and to recommend a recruiting plan strategy to support this organization’s expansion. Consider the following:
Use similar education and work experience requirements for potential candidates and three U.S. markets that fit with your selected organization.
Use federal, state, county, and city government websites, including Chamber of Commerce or local visitor bureau sites, or any appropriate resources, to develop the data and information needed to guide the decision-making process for FHAH or your workplace or selected organization.
Develop a business report on a recruiting plan strategy for FHAH. You may decide what elements to incorporate into your business report, but be sure to include the following on which HR management and organizational leaders can base their decision:
Your recruiting plan strategy should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and the use of correct grammar and mechanics as expected of a human resources professional.
You should incorporate:
Throughout this course, we will use a fictional business, Fleet, Home, Auto, and Hardware, to support our understanding of how human resources can contribute to an organization’s strategic goals.
Fleet, Home, Auto, and Hardware(FHAH) is a 42-year-old chain of retail stores serving six states in the Midwest. The chain began as a single store in Farm town and has grown to over 40 stores with two major distribution centers and corporate headquarters in Farm town. In addition, the company has acquired several companies that manufacture products that they sell in their stores.
FHAH serves both farm and home customers with a wide variety of farm, home, automotive, and hardware items in large modern stores. Its strength has always been in providing outstanding customer service (it services what it sells) with dedicated and well-trained employees. While the original family members are still significant stockholders, the leadership has moved to a staff of professional managers with experience in organizations like Home Depot, Lowe’s, and several other large direct competitors.
While the company has been successful in its growth, several issues appear as clouds on the horizon:
There’s a shortage of qualified employees to fill jobs as many older employees retire.
There’s no direct plan to prepare employees for new roles in the organization.
There’s a need for employee relations programs geared to today’s employees.
The manufacturing companies acquired by FHAH have continued to grow, and they now produce much more than FHAH needs for its stores. As a result, distribution channels are being established in several foreign countries — a move for which FHAH and its human resources function are ill-prepared.
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