Invincibility Systems (IS) is a cutting edge aerospace and defense equipment company that employs 17,000 people. The stakeholders in the company are all the past, present, and future employees, board members, customers, vendors, suppliers, competitors, citizens, and potential adversaries. Board members make decisions about the company and its leaders. The customers are most likely the United States government or government affiliates. The suppliers and vendors are the companies or individuals who sell materials, goods, or services to IS. The competitors are any company that sells similar products. The citizens are the people who indirectly pay for the products through tax dollars and receive the benefit of the use of the products for protection. And finally, the potential adversaries are those individuals and/or governments who are effected by the use of the products.
Hiring good employees is important to IS. Since they were concerned about their high training costs and employee turnover, the company felt the need to hire a statistician and a Human Resource’s Planner to collect and analyze data to help predict human resource needs and to improve recruiting. They used a statistical method called regression analysis to make their recruiting efforts more efficient. Once IS was able to gather data from the regression analysis, they were able to determine that the young and single demographic was difficult to retain within their organization.
IS discovered this trend and was faced with the decision of either focusing on training and development, or steering away from hiring individuals in that demographic all together. The problem is that the process could be considered discriminatory. If IS chooses not to consider employing people based on their age or marital status, they could face legal issues. Bateman and Snell (2011) “One common reason employers are sued is adverse impact – when a seemingly neutral employment practice has a disproportionately negative effect on a protected group” (p. 367). IS could potentially address the legal issues by carefully implementing nondiscriminatory hiring practices. IS must be willing and able to interview and hire people from many different demographic groups.
Another problem is that IS is relying on computer-generated data versus social interaction and true observation to formulate an opinion about the young and single demographic. Instead of relying on computer-generated data to plan, recruit, or discriminate, IS should consider focusing more attention on developing and training their employees. In Proverbs 22:6 (KJV) Solomon says “Train up a child in the way he should go, even when he is old he will not depart from it.” If IS used this scripture as a foundation for training its employees, it is possible that the company could do a better job of retaining employees from all different demographics. Since the company invested so heavily into the regression analysis system, it is possible that they could continue to use the data to formulate better training programs for their employees.
Bateman and Snell (2011) defines training as “teaching lower-level employees how to perform their present jobs” (p. 370). Once the regression analysis data is gathered, it could be used to formulate a needs assessment to determine which training is necessary. Next, specific training programs would need to be developed. Then, decisions would need to be made to determine where the training would be provided. And, finally, the effectiveness of the training would need to be evaluated. The most obvious results of this process would employee effectiveness and employee retention.
Bateman, T.S. & Snell, S.A. (2011). Managements: Leading and collaborating in a competitive world, (10th edition). New York, NY: McGraw-Hill/Irwin.
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