[Solved] Human Resource Management Assignment 2. See Instructions and Build off of assignment 1

Assignment Prompt & Instructions

**files (6)**

– ## Assignment2MUSTHAVEINPAPERInstructions.docx

– ## JobPortfolioStaffingPlanningandHRForecasting.docx

– ## HRM637-SignatureAssignmentPart2InstructionsHM.docx

– ## HRM637PPTCh6.pptx

– HRM637PPTCh5.pptx
– HRM637PPTCh7.pptx

**## Assignment2MUSTHAVEINPAPERInstructions.docx**



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**## JobPortfolioStaffingPlanningandHRForecasting.docx**

2

**Job Portfolio: Staffing Planning and HR Forecasting**

Student’s name

Institution

Course name

Prof.

Due date

**Job Portfolio: Staffing Planning and HR Forecasting**

**Organization Background**

This portfolio is on Nike. Nike is a global leader in the sportswear, clothing and footwear industries. Its mission is "to bring inspiration and innovation to every athlete in the world", emphasising performance, innovation and accessibility. It seeks to create a leading growth company with innovation through technology and a competitive environment. Appropriate staffing practices mean the company can leverage this human resource to achieve a competitive edge (Herbert et al., 2012).

**Selected Position**

The position selected for this portfolio is Marketing Analyst.  A marketing analyst is someone who interprets data and makes suggestions on how to modify marketing strategies. (Basu et al., 2023). They undertake market research to determine market trends, consumer behaviour, and to see how successful marketing campaigns are. Nike needs this role for the market fit of products and to stay relevant in various markets.

**Staffing Planning and HR Forecasting**

Staffing planning is the process of determining the quantity of skills required to undertake an organisation's objectives. Human resource forecasting is forecasting of future staffing requirements (numbers and types), based on strategic business plans and external and internal labour market data (Herbert et al., 2012). They facilitate achieving desired staffing levels to fulfil their stated goals.

Nike's strategic objective to develop its online marketing plans and develop new product lines makes data analytics an increasing priority. Hence, they need more Marketing Analysts. Nike will use quantitative and qualitative methods. Quantitative techniques such as trend forecasting based on historical staffing levels and ratio analysis of staffing levels to business objectives, such as sales, marketing efficiency) are used.

Qualitative techniques are just as crucial. Managerial judgement can predict future staffing needs from their experience and expertise in the business. Scenario development involves considering various future scenarios (e.g. market growth, economic shifts) and staffing accordingly. Nike can project the staffing needs for Marketing Analysts and link them to business objectives from such techniques.

**Staffing Strategy**

Staffing strategy relates to major decisions about likely acquisition, allocation and retention of talent to achieve organizationals goals. One important decision is whether to acquire or develop talent. Acquiring talent includes recruiting people with the required skills, while developing talent includes upskilling current employees (Menezes et al., 2025). Acquiring marketing analyst talent as opposed to developing talent is probably the best choice for Nike in order to meet the position's analytical and technical skill requirements.

The next aspect is whether employees are appointed from internal or external sources. Internal recruitment involves recruiting from within the organisation for promotions or transfers, while recruitment involves using talent sourced from outside the organisation (Alwi et al., 2022). Nike could use a combination of both strategies. The former will assist with employee development and morale, the latter with diversity, fresh ideas and innovation (Alwi et al., 2022).

Another consideration for Nike is whether the emphasis should be short-term or long-term when staffing. This position should use a long-term focus because Marketing Analysts need to be agile to changing technology, market, and consumer demands too. Moreover, the organisation may prioritise person – job match to ensure that there is a fit between employee skills and job demands. It may also consider a person-organisation match to ensure that the employee fits with the organization’s culture and values.

**References**

Alwi, K., Hasan, S., & Zaman, S. (2022). Internal vs. External Recruitment: The impact of operational and financial factors.
_KASBIT Business Journal_,
_15_(2), 115–129. https://kasbitoric.com/index.php/kbj/article/view/267

Basu, R., Lim, W. M., Kumar, A., & Kumar, S. (2023). Marketing analytics: The bridge between customer psychology and marketing decision‐making.
_Psychology & Marketing_,
_40_(12), 2588–2611. wiley. https://doi.org/10.1002/mar.21908

Herbert, G., Judge, T., & Kammeyer-Mueller, J. D. (2012).
_Staffing organizations_. Mendota House ; Burr Ridge, Il.

Menezes, D., Gumashivili, M., & Kanokon, K. (2025). The role of talent management in enhancing employee retention: Mediating the influence of psychological empowerment.
_Sustainability_,
_17_(7), 3277–3277. https://doi.org/10.3390/su17073277

**## HRM637-SignatureAssignmentPart2InstructionsHM.docx**

## Signature Assignment – HRM637

**Step 1**: Select an organization to feature in your portfolio.

**Step 2**: Select a position in the organization to analyze.

**Step 3**: Prepare a portfolio of the planning and recruitment for the chosen position.

**Step 4**: Selection and orientation process for the selected position

## Requirements

### Topic: Prepare a Job Portfolio

Include the following in your job portfolio:

· Week 1, Module 1: Strategies for Staffing Planning

· Week 2, Module 2: Job Analysis & Job Description of selected position

· Week 3, Module 3: Recruitment Plan & Structured Interview Questions

· Week 4, Module 4: Selection Process & Orientation

1. Begin by selecting an organization to feature in your portfolio. (e.g., Nike, Amazon, Target, or other)

2. Select a position within the organization to analyze. (e.g., Production Assistant, Sales Associate, Marketing Analyst, Retail Assistant, etc.)

Part 1

Your job portfolio will begin with a
**brief background** of the organization, including its
**mission and vision**. Your portfolio will proceed with the
**HR forecasting and staffing planning** involved for the select position (e.g., Nike plans to launch a new running shoe in the next fiscal year. Describe the strategies associated with identifying the need for a Production Assistant). Due at end of Week 1 in Module 1.

### Part 2

Conduct a
**Job Analysis** of the selected position. Begin by providing the formal definition of job analysis as described in the text. Discuss your decision to conduct a
**job requirements job analysis, or a competency-based job analysis, or a combination of both**. Describe the process of collecting information about the selected position.
**Prepare a Job Description** of the selected position and why the need to hire for the job is critical to the success of the organization. Due at end of Week 2 in Module 2.

### Part 3

Develop a
**Recruitment Plan** for the selected position utilizing the theories discussed in the text. Discuss recruitment strategies. Evaluate the need for
**internal recruitment, external recruitment, or both.** Why is internal and/or external recruitment important? Define and discuss the
**structured interview process**.
**Prepare a list of interview questions** to be included in your job portfolio. Ensure the interview questions are specific and tailored to the job description. Due at end of Week 3 in Module 3.

### Part 4

Discuss the
**Selection Process** for the chosen position, providing an analysis of each step in the selection process as outlined in the text: (e.g., in an
**external selection process**, evaluate initial assessment methods and substantive assessment methods; in an
**internal selection process**, evaluate skills inventory peer/self-assessments, etc.). Finally, discuss your decision-making process for determining a final match as outlined in the text.
**Develop an orientation plan** for the chosen candidate. Due at the end of Week 4 in Module 4.

### Formatting

· APA 7th edition format

· Double space/ Times New Roman 12 font

· Cover page and reference page

### Written Performance Standards

#### Structure and Organization

· Clarity of Introduction

· Overview of Topic

· Quality of Writing

· Grammar, Punctuation, Spelling, and Format

#### Development of Main Points

· Clearly Describes + Emphasizes Key Ideas

· Illustrates Main Points with Examples

· Quality of Writing and Adequacy of Analysis

#### Concluding Summary

· Summarizes Key Ideas

· Quality of Writing and Adequacy of Summation/Conclusion

Note: While your job portfolio is divided into four specific parts as outlined above, the paper should flow from one section to the next in a seamless fashion, thereby providing the reader with a view of the entire HR process from staffing planning/strategies to job analysis, recruitment, selection, and orientation.

**Assignment 2: Signature Assignment Part 2 RUBRIC**

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**## HRM637PPTCh6.pptx**

Staffing Organizations

Chapter 6:

Internal Recruitment

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

Internal Recruitment 1

Strategic Recruitment Planning

© McGraw Hill LLC

Defining Strategic Recruiting Goals

Goal 1: The Right Types of Applicants

Again, identify needs via organizational competency and job requirements analysis.

Tracking KSAOs is easier with internal talent management systems.

Goal 2: The Right Number of Applicants

Evaluate current internal labor market status.

Consider Markov Analyses and replacement charts.

Goal 3: Applicants at the Right Time

Develop timelines for skill development.

Build KSAOs in workforce in anticipation of future needs.

© McGraw Hill LLC

Hierarchical Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Alternative Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Example Ways to Make Work Meaningful

When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful

Alternative reward systems.

Team building.

Counseling.

Alternative employment.

© McGraw Hill LLC

Characteristics of a Mobility Path Policy

Policy development

Ensure participation.

Provide rationales for policy frameworks.

Rules for communication, qualification relevance, selection process, and job offers.

Communicate policies and procedure to all parties.

Policy implementation

Continually collect data on fit of policies with organization goals.

Track and enforce compliance.

Use tracking systems to ensure communication.

Document developmental progress.

Communicate updates regarding mobility decisions.

© McGraw Hill LLC

Strategy Development: Closed Recruitment

Definition

Employees are not informed of job vacancies.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Strategy Development: Closed Recruitment2

Definition

Employees are made aware of job vacancies.

Job posting and bidding system.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Choosing Among Open, Closed, and Hybrid Internal Recruiting

Table divided into three columns

summarizes choosing among open,

closed, and hybrid internal recruiting.
Column 1 notes open, closed and hybrid.

Columns 2 to 3 headers are marked from

left to right as: Advantages and best when.

| | | |
| — | — | — |
| | Advantages | Best When |
| Open | Identifies more candidates, including those who might be overlooked in a closed system<br>Makes rules and regulations explicit and open to all employees<br>Sometimes required by labor agreements | Issues exist about perceived fairness<br>Hidden talent might be overlooked |
| Closed | Less expensive in terms of search costs<br>Offers a quicker response<br>Less cumbersome when only a select few meet the minimum requirements | Managers need the new candidate to start immediately<br>Jobs require a very narrow and specialized set of KSAOs |
| Hybrid | Finds a large number of candidates<br>Everyone has an opportunity to apply | Adequate resources are available to run the such a complex system<br>Jobs are especially key to organizational success |

© McGraw Hill LLC

Internal Recruitment 2

Applicant Reactions

© McGraw Hill LLC

Applicant Reactions

Minimal research regarding reactions of applicants to internal recruitment process

Perceived fairness

Distributive justice – Perceived fairness of actual decision.

Procedural justice – Perceived fairness of process (policies and procedures).

© McGraw Hill LLC

Internal Recruitment 3

Communication

© McGraw Hill LLC

Searching: Communication Message

Branded

Leverage what employees already know.

Emphasize differences across organizational areas.

Targeted

Incorporate supervisor knowledge of preferences.

Focus on job rewards matrix.

Realistic

Applicants may already know something about jobs.

May be needed for unknown or newly created jobs.

© McGraw Hill LLC

Searching: Communication Medium

Job posting

Other written documents

Brochures.

Videocassettes.

Diskettes.

Potential supervisors and peers

Informal systems

© McGraw Hill LLC

Internal Recruitment 4

Applicant Sourcing

© McGraw Hill LLC

Position-Based Sourcing

Position-Based Sourcing

Job posting

On company intranet.

Allow all employees to see
open positions.

Nominations

Mostly closed system based
on manager evaluations.

In-house temporary pools

Used for short-term internal staffing.

Easier to have control over relative to external temps.

System-Based Sourcing

Talent management system

Track KSAOs and provide training.

Replacement and succession plans

Indicate positions and who is eligible to fulfill them.

Career development centers

Evaluate employee competencies and preferences.

Provide goal setting.

© McGraw Hill LLC

Talent Management System

Comprehensive method for monitoring and tracking employee skills and abilities

Identify the KSAOs required for all jobs.

The complete set of KSAOs is compiled into a master list.

The current workforce will need to be assessed for its competence in this set of KSAOs.

When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.

Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

© McGraw Hill LLC

Career Development Centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

© McGraw Hill LLC

Metrics for Evaluating Recruiting Methods

Quantity

Quality

Cost

Impact on HR Outcomes

Employee satisfaction.

Job performance.

Diversity.

Retention.

© McGraw Hill LLC

Internal Recruitment 5

Legal Issues

© McGraw Hill LLC

Legal Issues

Affirmative Action Programs Regulations

Suggestions to ensure equal opportunity for females
and minorities.

Bona fide seniority systems

Law permits use of seniority systems if they are not the result of an intention to discriminate.

Issues.

Law does define term “seniority system”.

Absent discriminatory intent, a seniority system is likely to be bona fide, even if it causes adverse impact.

© McGraw Hill LLC

Legal Issues: Glass Ceiling—Overcoming Barriers

Examine the organizational culture

Drive change through management commitment

Foster inclusion

Educate and support women in career development

Measure for change

© McGraw Hill LLC

Ethical Issues in Staffing

Issue 1

MDN, Inc., is considering two employees for the job of
senior manager. An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Raoul, works for a competitor and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to promote Julie? Why or why not?

Issue 2

Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation and to whom is it owed?

© McGraw Hill LLC

End of Main Content

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

www.mheducation.com

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**HRM637PPTCh5.pptx**

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**HRM637PPTCh7.pptx**

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**HRM637PPTCh7.pptx**

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**## Assignment2MUSTHAVEINPAPERInstructions.docx**



## image1.png

## image2.png

**## JobPortfolioStaffingPlanningandHRForecasting.docx**

2

**Job Portfolio: Staffing Planning and HR Forecasting**

Student’s name

Institution

Course name

Prof.

Due date

**Job Portfolio: Staffing Planning and HR Forecasting**

**Organization Background**

This portfolio is on Nike. Nike is a global leader in the sportswear, clothing and footwear industries. Its mission is "to bring inspiration and innovation to every athlete in the world", emphasising performance, innovation and accessibility. It seeks to create a leading growth company with innovation through technology and a competitive environment. Appropriate staffing practices mean the company can leverage this human resource to achieve a competitive edge (Herbert et al., 2012).

**Selected Position**

The position selected for this portfolio is Marketing Analyst.  A marketing analyst is someone who interprets data and makes suggestions on how to modify marketing strategies. (Basu et al., 2023). They undertake market research to determine market trends, consumer behaviour, and to see how successful marketing campaigns are. Nike needs this role for the market fit of products and to stay relevant in various markets.

**Staffing Planning and HR Forecasting**

Staffing planning is the process of determining the quantity of skills required to undertake an organisation's objectives. Human resource forecasting is forecasting of future staffing requirements (numbers and types), based on strategic business plans and external and internal labour market data (Herbert et al., 2012). They facilitate achieving desired staffing levels to fulfil their stated goals.

Nike's strategic objective to develop its online marketing plans and develop new product lines makes data analytics an increasing priority. Hence, they need more Marketing Analysts. Nike will use quantitative and qualitative methods. Quantitative techniques such as trend forecasting based on historical staffing levels and ratio analysis of staffing levels to business objectives, such as sales, marketing efficiency) are used.

Qualitative techniques are just as crucial. Managerial judgement can predict future staffing needs from their experience and expertise in the business. Scenario development involves considering various future scenarios (e.g. market growth, economic shifts) and staffing accordingly. Nike can project the staffing needs for Marketing Analysts and link them to business objectives from such techniques.

**Staffing Strategy**

Staffing strategy relates to major decisions about likely acquisition, allocation and retention of talent to achieve organizationals goals. One important decision is whether to acquire or develop talent. Acquiring talent includes recruiting people with the required skills, while developing talent includes upskilling current employees (Menezes et al., 2025). Acquiring marketing analyst talent as opposed to developing talent is probably the best choice for Nike in order to meet the position's analytical and technical skill requirements.

The next aspect is whether employees are appointed from internal or external sources. Internal recruitment involves recruiting from within the organisation for promotions or transfers, while recruitment involves using talent sourced from outside the organisation (Alwi et al., 2022). Nike could use a combination of both strategies. The former will assist with employee development and morale, the latter with diversity, fresh ideas and innovation (Alwi et al., 2022).

Another consideration for Nike is whether the emphasis should be short-term or long-term when staffing. This position should use a long-term focus because Marketing Analysts need to be agile to changing technology, market, and consumer demands too. Moreover, the organisation may prioritise person – job match to ensure that there is a fit between employee skills and job demands. It may also consider a person-organisation match to ensure that the employee fits with the organization’s culture and values.

**References**

Alwi, K., Hasan, S., & Zaman, S. (2022). Internal vs. External Recruitment: The impact of operational and financial factors.
_KASBIT Business Journal_,
_15_(2), 115–129. https://kasbitoric.com/index.php/kbj/article/view/267

Basu, R., Lim, W. M., Kumar, A., & Kumar, S. (2023). Marketing analytics: The bridge between customer psychology and marketing decision‐making.
_Psychology & Marketing_,
_40_(12), 2588–2611. wiley. https://doi.org/10.1002/mar.21908

Herbert, G., Judge, T., & Kammeyer-Mueller, J. D. (2012).
_Staffing organizations_. Mendota House ; Burr Ridge, Il.

Menezes, D., Gumashivili, M., & Kanokon, K. (2025). The role of talent management in enhancing employee retention: Mediating the influence of psychological empowerment.
_Sustainability_,
_17_(7), 3277–3277. https://doi.org/10.3390/su17073277

**## HRM637-SignatureAssignmentPart2InstructionsHM.docx**

## Signature Assignment – HRM637

**Step 1**: Select an organization to feature in your portfolio.

**Step 2**: Select a position in the organization to analyze.

**Step 3**: Prepare a portfolio of the planning and recruitment for the chosen position.

**Step 4**: Selection and orientation process for the selected position

## Requirements

### Topic: Prepare a Job Portfolio

Include the following in your job portfolio:

· Week 1, Module 1: Strategies for Staffing Planning

· Week 2, Module 2: Job Analysis & Job Description of selected position

· Week 3, Module 3: Recruitment Plan & Structured Interview Questions

· Week 4, Module 4: Selection Process & Orientation

1. Begin by selecting an organization to feature in your portfolio. (e.g., Nike, Amazon, Target, or other)

2. Select a position within the organization to analyze. (e.g., Production Assistant, Sales Associate, Marketing Analyst, Retail Assistant, etc.)

Part 1

Your job portfolio will begin with a
**brief background** of the organization, including its
**mission and vision**. Your portfolio will proceed with the
**HR forecasting and staffing planning** involved for the select position (e.g., Nike plans to launch a new running shoe in the next fiscal year. Describe the strategies associated with identifying the need for a Production Assistant). Due at end of Week 1 in Module 1.

### Part 2

Conduct a
**Job Analysis** of the selected position. Begin by providing the formal definition of job analysis as described in the text. Discuss your decision to conduct a
**job requirements job analysis, or a competency-based job analysis, or a combination of both**. Describe the process of collecting information about the selected position.
**Prepare a Job Description** of the selected position and why the need to hire for the job is critical to the success of the organization. Due at end of Week 2 in Module 2.

### Part 3

Develop a
**Recruitment Plan** for the selected position utilizing the theories discussed in the text. Discuss recruitment strategies. Evaluate the need for
**internal recruitment, external recruitment, or both.** Why is internal and/or external recruitment important? Define and discuss the
**structured interview process**.
**Prepare a list of interview questions** to be included in your job portfolio. Ensure the interview questions are specific and tailored to the job description. Due at end of Week 3 in Module 3.

### Part 4

Discuss the
**Selection Process** for the chosen position, providing an analysis of each step in the selection process as outlined in the text: (e.g., in an
**external selection process**, evaluate initial assessment methods and substantive assessment methods; in an
**internal selection process**, evaluate skills inventory peer/self-assessments, etc.). Finally, discuss your decision-making process for determining a final match as outlined in the text.
**Develop an orientation plan** for the chosen candidate. Due at the end of Week 4 in Module 4.

### Formatting

· APA 7th edition format

· Double space/ Times New Roman 12 font

· Cover page and reference page

### Written Performance Standards

#### Structure and Organization

· Clarity of Introduction

· Overview of Topic

· Quality of Writing

· Grammar, Punctuation, Spelling, and Format

#### Development of Main Points

· Clearly Describes + Emphasizes Key Ideas

· Illustrates Main Points with Examples

· Quality of Writing and Adequacy of Analysis

#### Concluding Summary

· Summarizes Key Ideas

· Quality of Writing and Adequacy of Summation/Conclusion

Note: While your job portfolio is divided into four specific parts as outlined above, the paper should flow from one section to the next in a seamless fashion, thereby providing the reader with a view of the entire HR process from staffing planning/strategies to job analysis, recruitment, selection, and orientation.

**Assignment 2: Signature Assignment Part 2 RUBRIC**

****

****

****

****

## image1.png

## image2.png

## image3.png

## image4.png

**## HRM637PPTCh6.pptx**

Staffing Organizations

Chapter 6:

Internal Recruitment

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

Internal Recruitment 1

Strategic Recruitment Planning

© McGraw Hill LLC

Defining Strategic Recruiting Goals

Goal 1: The Right Types of Applicants

Again, identify needs via organizational competency and job requirements analysis.

Tracking KSAOs is easier with internal talent management systems.

Goal 2: The Right Number of Applicants

Evaluate current internal labor market status.

Consider Markov Analyses and replacement charts.

Goal 3: Applicants at the Right Time

Develop timelines for skill development.

Build KSAOs in workforce in anticipation of future needs.

© McGraw Hill LLC

Hierarchical Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Alternative Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Example Ways to Make Work Meaningful

When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful

Alternative reward systems.

Team building.

Counseling.

Alternative employment.

© McGraw Hill LLC

Characteristics of a Mobility Path Policy

Policy development

Ensure participation.

Provide rationales for policy frameworks.

Rules for communication, qualification relevance, selection process, and job offers.

Communicate policies and procedure to all parties.

Policy implementation

Continually collect data on fit of policies with organization goals.

Track and enforce compliance.

Use tracking systems to ensure communication.

Document developmental progress.

Communicate updates regarding mobility decisions.

© McGraw Hill LLC

Strategy Development: Closed Recruitment

Definition

Employees are not informed of job vacancies.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Strategy Development: Closed Recruitment2

Definition

Employees are made aware of job vacancies.

Job posting and bidding system.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Choosing Among Open, Closed, and Hybrid Internal Recruiting

Table divided into three columns

summarizes choosing among open,

closed, and hybrid internal recruiting.
Column 1 notes open, closed and hybrid.

Columns 2 to 3 headers are marked from

left to right as: Advantages and best when.

| | | |
| — | — | — |
| | Advantages | Best When |
| Open | Identifies more candidates, including those who might be overlooked in a closed system<br>Makes rules and regulations explicit and open to all employees<br>Sometimes required by labor agreements | Issues exist about perceived fairness<br>Hidden talent might be overlooked |
| Closed | Less expensive in terms of search costs<br>Offers a quicker response<br>Less cumbersome when only a select few meet the minimum requirements | Managers need the new candidate to start immediately<br>Jobs require a very narrow and specialized set of KSAOs |
| Hybrid | Finds a large number of candidates<br>Everyone has an opportunity to apply | Adequate resources are available to run the such a complex system<br>Jobs are especially key to organizational success |

© McGraw Hill LLC

Internal Recruitment 2

Applicant Reactions

© McGraw Hill LLC

Applicant Reactions

Minimal research regarding reactions of applicants to internal recruitment process

Perceived fairness

Distributive justice – Perceived fairness of actual decision.

Procedural justice – Perceived fairness of process (policies and procedures).

© McGraw Hill LLC

Internal Recruitment 3

Communication

© McGraw Hill LLC

Searching: Communication Message

Branded

Leverage what employees already know.

Emphasize differences across organizational areas.

Targeted

Incorporate supervisor knowledge of preferences.

Focus on job rewards matrix.

Realistic

Applicants may already know something about jobs.

May be needed for unknown or newly created jobs.

© McGraw Hill LLC

Searching: Communication Medium

Job posting

Other written documents

Brochures.

Videocassettes.

Diskettes.

Potential supervisors and peers

Informal systems

© McGraw Hill LLC

Internal Recruitment 4

Applicant Sourcing

© McGraw Hill LLC

Position-Based Sourcing

Position-Based Sourcing

Job posting

On company intranet.

Allow all employees to see
open positions.

Nominations

Mostly closed system based
on manager evaluations.

In-house temporary pools

Used for short-term internal staffing.

Easier to have control over relative to external temps.

System-Based Sourcing

Talent management system

Track KSAOs and provide training.

Replacement and succession plans

Indicate positions and who is eligible to fulfill them.

Career development centers

Evaluate employee competencies and preferences.

Provide goal setting.

© McGraw Hill LLC

Talent Management System

Comprehensive method for monitoring and tracking employee skills and abilities

Identify the KSAOs required for all jobs.

The complete set of KSAOs is compiled into a master list.

The current workforce will need to be assessed for its competence in this set of KSAOs.

When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.

Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

© McGraw Hill LLC

Career Development Centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

© McGraw Hill LLC

Metrics for Evaluating Recruiting Methods

Quantity

Quality

Cost

Impact on HR Outcomes

Employee satisfaction.

Job performance.

Diversity.

Retention.

© McGraw Hill LLC

Internal Recruitment 5

Legal Issues

© McGraw Hill LLC

Legal Issues

Affirmative Action Programs Regulations

Suggestions to ensure equal opportunity for females
and minorities.

Bona fide seniority systems

Law permits use of seniority systems if they are not the result of an intention to discriminate.

Issues.

Law does define term “seniority system”.

Absent discriminatory intent, a seniority system is likely to be bona fide, even if it causes adverse impact.

© McGraw Hill LLC

Legal Issues: Glass Ceiling—Overcoming Barriers

Examine the organizational culture

Drive change through management commitment

Foster inclusion

Educate and support women in career development

Measure for change

© McGraw Hill LLC

Ethical Issues in Staffing

Issue 1

MDN, Inc., is considering two employees for the job of
senior manager. An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Raoul, works for a competitor and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to promote Julie? Why or why not?

Issue 2

Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation and to whom is it owed?

© McGraw Hill LLC

End of Main Content

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

www.mheducation.com

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**HRM637PPTCh5.pptx**

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**HRM637PPTCh7.pptx**

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**## Assignment2MUSTHAVEINPAPERInstructions.docx**



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**## JobPortfolioStaffingPlanningandHRForecasting.docx**

2

**Job Portfolio: Staffing Planning and HR Forecasting**

Student’s name

Institution

Course name

Prof.

Due date

**Job Portfolio: Staffing Planning and HR Forecasting**

**Organization Background**

This portfolio is on Nike. Nike is a global leader in the sportswear, clothing and footwear industries. Its mission is "to bring inspiration and innovation to every athlete in the world", emphasising performance, innovation and accessibility. It seeks to create a leading growth company with innovation through technology and a competitive environment. Appropriate staffing practices mean the company can leverage this human resource to achieve a competitive edge (Herbert et al., 2012).

**Selected Position**

The position selected for this portfolio is Marketing Analyst.  A marketing analyst is someone who interprets data and makes suggestions on how to modify marketing strategies. (Basu et al., 2023). They undertake market research to determine market trends, consumer behaviour, and to see how successful marketing campaigns are. Nike needs this role for the market fit of products and to stay relevant in various markets.

**Staffing Planning and HR Forecasting**

Staffing planning is the process of determining the quantity of skills required to undertake an organisation's objectives. Human resource forecasting is forecasting of future staffing requirements (numbers and types), based on strategic business plans and external and internal labour market data (Herbert et al., 2012). They facilitate achieving desired staffing levels to fulfil their stated goals.

Nike's strategic objective to develop its online marketing plans and develop new product lines makes data analytics an increasing priority. Hence, they need more Marketing Analysts. Nike will use quantitative and qualitative methods. Quantitative techniques such as trend forecasting based on historical staffing levels and ratio analysis of staffing levels to business objectives, such as sales, marketing efficiency) are used.

Qualitative techniques are just as crucial. Managerial judgement can predict future staffing needs from their experience and expertise in the business. Scenario development involves considering various future scenarios (e.g. market growth, economic shifts) and staffing accordingly. Nike can project the staffing needs for Marketing Analysts and link them to business objectives from such techniques.

**Staffing Strategy**

Staffing strategy relates to major decisions about likely acquisition, allocation and retention of talent to achieve organizationals goals. One important decision is whether to acquire or develop talent. Acquiring talent includes recruiting people with the required skills, while developing talent includes upskilling current employees (Menezes et al., 2025). Acquiring marketing analyst talent as opposed to developing talent is probably the best choice for Nike in order to meet the position's analytical and technical skill requirements.

The next aspect is whether employees are appointed from internal or external sources. Internal recruitment involves recruiting from within the organisation for promotions or transfers, while recruitment involves using talent sourced from outside the organisation (Alwi et al., 2022). Nike could use a combination of both strategies. The former will assist with employee development and morale, the latter with diversity, fresh ideas and innovation (Alwi et al., 2022).

Another consideration for Nike is whether the emphasis should be short-term or long-term when staffing. This position should use a long-term focus because Marketing Analysts need to be agile to changing technology, market, and consumer demands too. Moreover, the organisation may prioritise person – job match to ensure that there is a fit between employee skills and job demands. It may also consider a person-organisation match to ensure that the employee fits with the organization’s culture and values.

**References**

Alwi, K., Hasan, S., & Zaman, S. (2022). Internal vs. External Recruitment: The impact of operational and financial factors.
_KASBIT Business Journal_,
_15_(2), 115–129. https://kasbitoric.com/index.php/kbj/article/view/267

Basu, R., Lim, W. M., Kumar, A., & Kumar, S. (2023). Marketing analytics: The bridge between customer psychology and marketing decision‐making.
_Psychology & Marketing_,
_40_(12), 2588–2611. wiley. https://doi.org/10.1002/mar.21908

Herbert, G., Judge, T., & Kammeyer-Mueller, J. D. (2012).
_Staffing organizations_. Mendota House ; Burr Ridge, Il.

Menezes, D., Gumashivili, M., & Kanokon, K. (2025). The role of talent management in enhancing employee retention: Mediating the influence of psychological empowerment.
_Sustainability_,
_17_(7), 3277–3277. https://doi.org/10.3390/su17073277

**## HRM637-SignatureAssignmentPart2InstructionsHM.docx**

## Signature Assignment – HRM637

**Step 1**: Select an organization to feature in your portfolio.

**Step 2**: Select a position in the organization to analyze.

**Step 3**: Prepare a portfolio of the planning and recruitment for the chosen position.

**Step 4**: Selection and orientation process for the selected position

## Requirements

### Topic: Prepare a Job Portfolio

Include the following in your job portfolio:

· Week 1, Module 1: Strategies for Staffing Planning

· Week 2, Module 2: Job Analysis & Job Description of selected position

· Week 3, Module 3: Recruitment Plan & Structured Interview Questions

· Week 4, Module 4: Selection Process & Orientation

1. Begin by selecting an organization to feature in your portfolio. (e.g., Nike, Amazon, Target, or other)

2. Select a position within the organization to analyze. (e.g., Production Assistant, Sales Associate, Marketing Analyst, Retail Assistant, etc.)

Part 1

Your job portfolio will begin with a
**brief background** of the organization, including its
**mission and vision**. Your portfolio will proceed with the
**HR forecasting and staffing planning** involved for the select position (e.g., Nike plans to launch a new running shoe in the next fiscal year. Describe the strategies associated with identifying the need for a Production Assistant). Due at end of Week 1 in Module 1.

### Part 2

Conduct a
**Job Analysis** of the selected position. Begin by providing the formal definition of job analysis as described in the text. Discuss your decision to conduct a
**job requirements job analysis, or a competency-based job analysis, or a combination of both**. Describe the process of collecting information about the selected position.
**Prepare a Job Description** of the selected position and why the need to hire for the job is critical to the success of the organization. Due at end of Week 2 in Module 2.

### Part 3

Develop a
**Recruitment Plan** for the selected position utilizing the theories discussed in the text. Discuss recruitment strategies. Evaluate the need for
**internal recruitment, external recruitment, or both.** Why is internal and/or external recruitment important? Define and discuss the
**structured interview process**.
**Prepare a list of interview questions** to be included in your job portfolio. Ensure the interview questions are specific and tailored to the job description. Due at end of Week 3 in Module 3.

### Part 4

Discuss the
**Selection Process** for the chosen position, providing an analysis of each step in the selection process as outlined in the text: (e.g., in an
**external selection process**, evaluate initial assessment methods and substantive assessment methods; in an
**internal selection process**, evaluate skills inventory peer/self-assessments, etc.). Finally, discuss your decision-making process for determining a final match as outlined in the text.
**Develop an orientation plan** for the chosen candidate. Due at the end of Week 4 in Module 4.

### Formatting

· APA 7th edition format

· Double space/ Times New Roman 12 font

· Cover page and reference page

### Written Performance Standards

#### Structure and Organization

· Clarity of Introduction

· Overview of Topic

· Quality of Writing

· Grammar, Punctuation, Spelling, and Format

#### Development of Main Points

· Clearly Describes + Emphasizes Key Ideas

· Illustrates Main Points with Examples

· Quality of Writing and Adequacy of Analysis

#### Concluding Summary

· Summarizes Key Ideas

· Quality of Writing and Adequacy of Summation/Conclusion

Note: While your job portfolio is divided into four specific parts as outlined above, the paper should flow from one section to the next in a seamless fashion, thereby providing the reader with a view of the entire HR process from staffing planning/strategies to job analysis, recruitment, selection, and orientation.

**Assignment 2: Signature Assignment Part 2 RUBRIC**

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**## HRM637PPTCh6.pptx**

Staffing Organizations

Chapter 6:

Internal Recruitment

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

Internal Recruitment 1

Strategic Recruitment Planning

© McGraw Hill LLC

Defining Strategic Recruiting Goals

Goal 1: The Right Types of Applicants

Again, identify needs via organizational competency and job requirements analysis.

Tracking KSAOs is easier with internal talent management systems.

Goal 2: The Right Number of Applicants

Evaluate current internal labor market status.

Consider Markov Analyses and replacement charts.

Goal 3: Applicants at the Right Time

Develop timelines for skill development.

Build KSAOs in workforce in anticipation of future needs.

© McGraw Hill LLC

Hierarchical Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Alternative Mobility Paths

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Example Ways to Make Work Meaningful

When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful

Alternative reward systems.

Team building.

Counseling.

Alternative employment.

© McGraw Hill LLC

Characteristics of a Mobility Path Policy

Policy development

Ensure participation.

Provide rationales for policy frameworks.

Rules for communication, qualification relevance, selection process, and job offers.

Communicate policies and procedure to all parties.

Policy implementation

Continually collect data on fit of policies with organization goals.

Track and enforce compliance.

Use tracking systems to ensure communication.

Document developmental progress.

Communicate updates regarding mobility decisions.

© McGraw Hill LLC

Strategy Development: Closed Recruitment

Definition

Employees are not informed of job vacancies.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Strategy Development: Closed Recruitment2

Definition

Employees are made aware of job vacancies.

Job posting and bidding system.

Advantages

Disadvantages

[Access the text alternative for slide images.](ppaction://noaction)

© McGraw Hill LLC

Choosing Among Open, Closed, and Hybrid Internal Recruiting

Table divided into three columns

summarizes choosing among open,

closed, and hybrid internal recruiting.
Column 1 notes open, closed and hybrid.

Columns 2 to 3 headers are marked from

left to right as: Advantages and best when.

| | | |
| — | — | — |
| | Advantages | Best When |
| Open | Identifies more candidates, including those who might be overlooked in a closed system<br>Makes rules and regulations explicit and open to all employees<br>Sometimes required by labor agreements | Issues exist about perceived fairness<br>Hidden talent might be overlooked |
| Closed | Less expensive in terms of search costs<br>Offers a quicker response<br>Less cumbersome when only a select few meet the minimum requirements | Managers need the new candidate to start immediately<br>Jobs require a very narrow and specialized set of KSAOs |
| Hybrid | Finds a large number of candidates<br>Everyone has an opportunity to apply | Adequate resources are available to run the such a complex system<br>Jobs are especially key to organizational success |

© McGraw Hill LLC

Internal Recruitment 2

Applicant Reactions

© McGraw Hill LLC

Applicant Reactions

Minimal research regarding reactions of applicants to internal recruitment process

Perceived fairness

Distributive justice – Perceived fairness of actual decision.

Procedural justice – Perceived fairness of process (policies and procedures).

© McGraw Hill LLC

Internal Recruitment 3

Communication

© McGraw Hill LLC

Searching: Communication Message

Branded

Leverage what employees already know.

Emphasize differences across organizational areas.

Targeted

Incorporate supervisor knowledge of preferences.

Focus on job rewards matrix.

Realistic

Applicants may already know something about jobs.

May be needed for unknown or newly created jobs.

© McGraw Hill LLC

Searching: Communication Medium

Job posting

Other written documents

Brochures.

Videocassettes.

Diskettes.

Potential supervisors and peers

Informal systems

© McGraw Hill LLC

Internal Recruitment 4

Applicant Sourcing

© McGraw Hill LLC

Position-Based Sourcing

Position-Based Sourcing

Job posting

On company intranet.

Allow all employees to see
open positions.

Nominations

Mostly closed system based
on manager evaluations.

In-house temporary pools

Used for short-term internal staffing.

Easier to have control over relative to external temps.

System-Based Sourcing

Talent management system

Track KSAOs and provide training.

Replacement and succession plans

Indicate positions and who is eligible to fulfill them.

Career development centers

Evaluate employee competencies and preferences.

Provide goal setting.

© McGraw Hill LLC

Talent Management System

Comprehensive method for monitoring and tracking employee skills and abilities

Identify the KSAOs required for all jobs.

The complete set of KSAOs is compiled into a master list.

The current workforce will need to be assessed for its competence in this set of KSAOs.

When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.

Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

© McGraw Hill LLC

Career Development Centers

Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization

Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

© McGraw Hill LLC

Metrics for Evaluating Recruiting Methods

Quantity

Quality

Cost

Impact on HR Outcomes

Employee satisfaction.

Job performance.

Diversity.

Retention.

© McGraw Hill LLC

Internal Recruitment 5

Legal Issues

© McGraw Hill LLC

Legal Issues

Affirmative Action Programs Regulations

Suggestions to ensure equal opportunity for females
and minorities.

Bona fide seniority systems

Law permits use of seniority systems if they are not the result of an intention to discriminate.

Issues.

Law does define term “seniority system”.

Absent discriminatory intent, a seniority system is likely to be bona fide, even if it causes adverse impact.

© McGraw Hill LLC

Legal Issues: Glass Ceiling—Overcoming Barriers

Examine the organizational culture

Drive change through management commitment

Foster inclusion

Educate and support women in career development

Measure for change

© McGraw Hill LLC

Ethical Issues in Staffing

Issue 1

MDN, Inc., is considering two employees for the job of
senior manager. An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Raoul, works for a competitor and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to promote Julie? Why or why not?

Issue 2

Do organizations have an ethical obligation to have a succession plan in place? If no, why not? If so, what is the ethical obligation and to whom is it owed?

© McGraw Hill LLC

End of Main Content

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

Because learning changes everything.®

www.mheducation.com

## image4.emf

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## image7.emf

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## image1.png

## image2.png

**HRM637PPTCh5.pptx**

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**HRM637PPTCh7.pptx**

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