Why do i Want i be a Military Officer?

A. Factors that determine the actual wage rate paid to an employee would include: the ability of the industry to pay, demand and supply of labor/skill, the cost of training, the cost of production and doing business, the bargaining power, and government regulations. Referral bonus programs are intended to inspire employees to suggest a qualified candidate for employment. The Employee Referral Plan should specify the rewards for each successful referral and the limitations that apply.

A1. Discuss three factors that are influencing labor demand.

1. The statistical data relating to the population of the city’s current police force: The police officers are ageing, thereby causing the police force to shrink. According to recent data provided, the average age of the city’s officers is 45. This is a job that is somewhat dangerous and requires employees to be physically fit. Most of the officers are approaching retirement age, which is significantly earlier when compared to the retirement age in other industries. Practically, a quarter of the police force will be qualified for retirement over the next few years, and the force is already complaining of being understaffed.

2. Political & financial pressure: The current mayor and taxpayers are determined to reduce overtime pay by recruiting more police officers rather than paying overtime to the few officers working double shifts to reduce costs. 3. General environment: The weather in the northeastern part of the United States is very unstable. The cold weather, harsh winters, warm summers, heavy traffic, and high rate of criminal activity make it hard to attract candidates. This influences demand in such a way that the city is in critical need of police to keep the public safe. To have the city function properly, the most acceptable approach will be to employ more police officers as needed.

A2. Discuss three factors that are influencing labor supply. 1. General population migration: More people are moving out of the state than into it. Most young adults that might be a good candidate for a police officer are likely to look to the southern US for opportunities. This makes the overall pool for all employers seeking new hires smaller and less viable than in those destination states. 2. Overall attitudes towards police officers are less positive than in past years due to social media, journalistic and TV coverage of purported and actual police brutality, and other negative themes. Young adults may be particularly critical of traditional police methods, and we seek to recruit relatively young hires. 3. Physical discomforts of the job itself: The physical environment influences both supply of and demand for labor. The same difficult winters that require police officers to assist in accident investigations and perform welfare checks on vulnerable populations make the work less appealing. The element of danger from exposure to criminal activity creates a need for more police officers, but the subset of the population who is willing and trustworthy to be put in that danger is somewhat small.

B1. Identify three recruitment objectives. 1. To recruit and hire 25 new police officers before the end of the next quarter. 2. To increase the number of external and internal applicants by 20%.

3. To encourage diversity in the police department, we aim at recruiting and hiring applicants from different races, using the demographic split of the city as a guideline. The city’s demographic split is as follows: 40% Black, 40% White, 10% Asian, and 10% Hispanic. B2a. Let’s determine the size of the applicant pool: Military Police (5 applicants, 3 in step 6) – this equates to 3/5*100 =60%; Correction Officer (9 applicants, 1 in step 6) – this equates to 1/9*100 = 11%; Security Guard (14 applicants, 0 in step 6) – this equates to 0/14*100 = 0%; Criminal Justice Graduate (10 applicants, 5 in step 6) – this equates to 5/10*100 = 50%; Other Police Departments (5 applicants, 4 in step 6) – this equates to 4/5*100 = 80%. The combined ratio is 43, 13, equating to 13/43*100 = 30.2%. The targeted goal is 25 candidates with a yield ratio of 30% or .30, hence, 83 applicants need to apply. B2b. I recommend focusing our recruitment efforts on two target groups: 1. Military police officers, and 2. Officers from other Police departments.

B2b1. To justify my recommendation: 1. I singled out other police departments because officers from this group will not require the 12-week training course, as indicated by the recruitment data on the police officers’ memo. 2. I suggest targeting military police officers because they had the second-highest yield ratio and their roles most closely resemble those of actual police officers. Given the similarity in their job requirements, this will lessen the time span between application and hiring a new police officer. B2c. Here are two effective methods for reaching each target group: Group One – Military Police: 1. Electronic job postings, which will save the police department a significant amount of money. Costs of posting jobs and/or searching for candidates on job portals can be up to 90% lower than the costs of using traditional search firms and/or advertising methods (bayt.com). 2. Job postings in Journals for Military Personnel will ensure that our vacancies are seen by the intended audience – military personnel looking for employment after their military careers.

Group Two – Other Police Departments: 1. Electronic job postings. Online recruiting reaches a much larger and more targeted audience than other methods. It not only reaches job seekers anywhere, but also attract candidates with very specific skills (smallbusiness.chron.com). 2. Employee Referral. Employee referrals tend to pass through the hiring process much quicker than typical external candidates. A study by JobVite reveals that, on average, it takes 29 days to hire a referred candidate, compared to 39 days to hire a candidate through a job posting or 55 days to hire a candidate through a career site (business.linkedin.com). C1. I recommend 3 appropriate selection methods for all target candidates: 1. Personality testing 2. Integrity testing 3. Work sample testing. C

Personality testing will allow the department to avoid making job offers to those who are seeking police jobs for negative reasons. Certain positive traits, such as good ethics and professional responsibility, are associated with success in police work and other careers. 2. Integrity testing works hand in hand with personality testing. Police officers are expected to make good decisions when called upon to make decisions impacting health and the lives of citizens. The police department expects police officers to be trustworthy. It is paramount to place authority in good hands. 3. Work sample testing is a test that requires setting up scenarios similar to what the candidate may encounter on the job, with live-action skits and having someone observe the candidate’s reactions.

This will provide valuable information that would not be available with a verbal or written interview. 2. Describe two selection tests. 1. Structured Interview: This ensures that each candidate is presented with the same questions in the same order. This makes it easy for comparisons to be made and to determine the basic qualifications of each candidate. 2. Situational/Behavioral Interview: Creating a scenario for a candidate and watching them think through how they would respond, gives better insight than simply answering straightforward questions.

Identify two background verification checks and when in your selection process you use them. 1. Reference Check/Verification of previous employment: Reference checking is used to determine how well the candidate is able to work well with other employees, how well the candidate did his job and whether his duties and responsibilities match the requirements of the job for which he is being considered. This should be done after interviews and testing, and before a decision regarding employment is made. 2. Criminal Background Checks: A criminal background check is often required in situations where an organization needs to know about major criminal activity, including felony convictions, sex crimes, and fraud, etc. This should also be done after interviews and testing before a decision regarding employment is made.

Discuss four methods for evaluating the effectiveness of recruitment and selection plans. 1. How long do new employees stay? A quick turnover could mean we need to re-check our recruitment methods. Are we hiring the wrong people? Do we need to adjust our onboarding process? Does our training program need to be changed? 2. What is the average fill time? How long does it take from posting the job to filling the vacancy with a job acceptance? Can we shorten the time span? Are we filling the vacancies too quickly and getting the wrong candidates? Did we skip any steps that would increase the likelihood of a successful hire? 3. Average cost per hire: Since we are only hiring for the position of City Police Officer 1, we can easily calculate the average cost per hire. We are looking to save costs. Is there anything we can do to reduce the average cost per hire? Are all of the assessments necessary and giving us the information we require? Can they be replaced with something more efficient? 4. Are the recruitment methods effective? Are we getting the number of applicants we desire? Are the advertisements being seen by the ideal candidates? If not, what other recruitment advertisements are more likely to bring in the desired applicants?

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