Developing Staffing Skills

Developing Staffing Skills

Internal Labor Market of the Company

By the end of 2019, 730 individuals were employed by the Ascend Sports Equipment Company. The 2018-19 transition probabilities show the following:

Sales Full-Time (SF)

50% remained the same, and 10% moved to work on a part-time basis. In addition, 5% of the workers were elevated to the Assistant Sales Manager position. During the period, no employees were promoted to the Regional Sales Manager position (0%). It is also evident that 35% of the workers exited the company.

Sales, Part-time (SP)

The transition probabilities indicate that 5% of the employees were promoted to full-time status during the period while 60% remained the same or, in other words, had no change. Further, 10% of the employees were elevated to the Assistant Sales Manager’s role, no workers were elevated to the job of Regional Sales Manager (0%), and 25% exited the company.

Assistant Sales Manager (ASM)

In the above section, 5% of the employees were demoted from full-time work basis into part-time work basis. On the other hand, 0% of the employees were demoted from the position of part-time work basis, meaning no employee was demoted. Going further, 80% of the workers here retained their roles, and 10% were elevated to the Regional Sales Manager role. Lastly, 5% of the people here exited the organization.

Regional Sales Manager (RSM)

0% of the individuals were transferred or promoted to new positions in the above post. Nonetheless, 70% of the employees here retained their positions, whereas 30% of the people left the company.

One noticeable sector within the labor markets and career paths of the Ascend Sports Equipment Company is the Regional Sales Manager area. The RSMs seem to lack success in the growth sector. Another noticeable area from the organization is the fact that the company prefers holding part-time work basis positions compared to full-time work basis. Maybe the company should consider the notion of having more part-time work basis workers over full-time ones, and it should not be ignored.

Numbers of Employees Forecasting

The forecasted numbers for movements within the company are indicated below.

Sales Full-Time (SF)

Currently at 500.

The forecasted are 250 for SF, 50 for SP, 25 for ASM, and 0 for RSM.

The total number is 325.

One hundred seventy-five employees are forecasted to exit the organization.

Sales Part-Time (SP)

The current number is 150.

SF is 7.5, SP is 90, 15 ASM, and 0 RSM when forecasted.

The cumulative number is 112.5

37.5 are forecasted to exit the company.

Assistant Sales Manager (ASM)

Here, the current number is 50.

As for the forecasted, there is 2.5 for SF, 0 for SP, 40 ASM, and 5 RSM.

The total number is 47.5.

Those forecasted to leave the company are 2.5

Regional Sales Manager (RSM)

Currently at 30.

The predicted numbers are 0 SF, 0 SP, 0 ASM, and 21 RSM.

The total number is 21.

Nine individuals are forecasted to exit the company.

According to the forecast, all employees had a similar probability of movement. Additionally, the promotion lines align as expected. However, part-time sales employees have a higher chance of being promoted, which is a cause for concern. An apparent drift exists between movements from full-time to part-time regarding the rates of transfers. The reasons behind the above drift need to be unveiled and addressed. On the issue of demotions, a number of ASMs are likely to be demoted into salespeople. The above creates a gap towards the top (Phillips & Gully, 2012). Unless satisfied, RSMs are likely to exit the company and, therefore, do not worry about demotions. Hence, the question of whether RSMs gain too much power over HR pops up. Consequently, the company may have more ASMs than it needs. On the other hand, a large number of full-time sales employees will be required.

Internal recruitment is advantageous since the incumbents are knowledgeable of the firm and business. Therefore, only particular skill sets need to be transferred to them. On the other hand, external recruitment brings fresh approaches and mindsets (Azar, Marinescu, & Steinbaum, 2020). Therefore, the best practice would be to elevate as many ASMs as possible to the RSM level and recruit new full-time salespeople.

Potential Limitations

• Some limitations that could result from the above forecast are as follows. The first is that the data was collected in a single year only. Therefore, it is hard to conclude that the data is statistically correct. As a result, the forecast may not potentially have been a good forecast for the company’s future.
• The second is incorrect data input on the basis of employees’ movement within the organization. The availability prediction may be inaccurate if a worker is given a movement at a higher rate within the company, for instance, a part-time salesperson who has been in the organization for long and is willing to take a full-time position, and transfers to the work of Assistant Sales Manager (Spiliotis, Petropoulos, & Assimakopoulos, 2019). Forecasting can possibly result in unexplained movement within an organization and probably result in distorted data.
• In addition, the above forecast is derived from the organization at a time when some of the levels recorded 0%, which can probably bias the data per role.

References

Azar, J., Marinescu, I., & Steinbaum, M. (2020). Labor market concentration. Journal of Human Resources, 1218-9914R1.

Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, NJ: Pearson Prentice Hall.

Spiliotis, E., Petropoulos, F., & Assimakopoulos, V. (2019). Improving the forecasting performance of temporal hierarchies. PloS one, 14(10), e0223422.

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Developing Staffing Skills

Unit Learning Outcomes
Forecast demand for staff. (3)
Forecast supply for staff. (3)
Conduct a Transition/Markovian supply analysis. (3)
Resolve gaps in supply and demand for staff. (3)
Directions
Read Chapter 5, Exercise #2: Develop Your Staffing Skills: Transition Analysis at Ascend Sports Equipment Company. Using the table, answer questions a,b,c. Your answer to a & b will be numerical with a brief description. For each section, ADD a one-paragraph analysis of what it means as it relates to staffing demand and projections. Your answer to c will be bullet points with detailed explanations of limitations. Use at least 3 references, including the text, to support thoughts.

ISBN: 978-1-948426-86-2
Course: HRM634