SHANNON HOVENRECRUITMENT AND RETENTION

FINAL PROJECT

EcoClear IncWorkforce Plan

EcoClear Inc

Based on providing environmentally friendly water filtration systems

Main product is a self cleaning filter that can be used in various pools and water sources

Great potential in product so EcoClear is looking into globalizing from Australia to the United States

Needs

Workforce labor; entry level

Production labor, limited skills necessary; needed within first 4 months of startup

Recruitment: Online job search databases, technical college job postings

Needs

Innovative tech team; degree in related IT field necessary

Product development team, high tech skills needed; needed upon global startup

Recruitment: Online job search databases, college career center alumni search, search within existing company for employees willing to travel

Needs

Sales team; professional level, experience necessary

Product sales and promotion, experience is necessary (3-5+ years) in related field; needed prior to startup to spread the name and generate relationships and sales with interested buyers and investors

Recruitment: Online job search database, search within company, special training necessary

Potential Changes and Impacts

The movement of employees within the established business setting in Australia may cause some anxiety within the workplace

If EcoClear is a big success in the U.S. the company could grow quickly causing instability and a loss of personalization that employees are used to.

HR Department changes and expansions globally (more people, more technology, more confusion).

Partnerships and Support Available

Pool/Installation CompaniesTemp and Recruitment AgenciesOther filtration companies

Gaps in Employees and Needs

Analysis of the current situation in Australia needs to be done to:

Figure number of surplus employees available

Who would be willing to relocate both permanently and temporarily

Are there any referenced employees in the U.S. from Australian employees?

Recruitment and the Hiring Process

Once gaps are outlined and current employees reorganized the left over spots need to be filled.

By filling the higher knowledge demanding spots internally, costs will be reduced by avoiding the higher price of recruiting and retaining these employees as new hires.

* (Money-Zine, 2007)

Incentives for both new and current employees are important for retaining staff.

Bonus programs for sales teams

Life Insurance Vacation Pay/Holiday

Pay Medical Care Retirement Plans Education Assistance

Programs Employee Assistance

Programs

Healthcare Reimbursement Accounts

Wellness Programs Employer Assistance For

Childcare Fitness Centers Stock Options Flexible Workplace

Retaining Staff

Costs

Recruiting new employees Recruiting, hiring, and training processes

Facility costs Overhead New buildings Production facilities (if needed)

Retention costs Incentives programs Various benefits costs Extended and maintenance training

References

Dubinsky, A.J. & Skinner, S.J. (2004). High performers- recruiting and retaining top employees. Mason, OH: Thomson South-Western.

 Money-Zine. (2007). Top employee benefits. Retrieved from

http://www.money-zine.com/Career-Development/Finding-a-Job/Top-Employee-Benefits/

Teresko, J. (2009, April 1). What you need to know about workforce optimization. IndustryWeek Magazine. Retrieved from http://www.industryweek.com/articles/what_you_need_to_know_about_workforce_optimization_18697.aspx?ShowAll=1

 Workforce planning instruction manual. (2010, August 1).

Retrieved from http://www.doi.gov/hrm/WFPIManual.html