Riordan Manufacturing Staffing Strategies Paper

Introduction

Founded in 1991, Riordan Manufacturing, Inc. is an industry leader in the field of plastic injection molding. With a current total workforce around three hundred employees and a turnover rate that increased from 3.7% in 2002 to 8.8% in 2004, it is obvious that Riordan's three recruiting team members are very busy. This paper will evaluate the staffing strategies currently used by Riordan's recruiters for efficiency and legal compliance. In addition, the paper will consider what staffing needs Riordan may have in the future to determine if their current strategies can be used or if they will need to evolve based on the growth of the company.

Riordan Introduction

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Riordan Recruitment Strategy

Riordan's management team realizes that the company's most important asset is their employees. HR's proactive approach to recruiting the best and brightest candidates will help to provide future leaders for the company as they continue to grow. Riordan currently uses the following methods for their staffing needs:

1. Analyze every position within the company and establish future needs based on retirement age of the incumbent and future growth impacts.

2. Analyze the diversity of the positions within each occupational group. Although the company does not have an affirmative action plan, it would be prudent to establish the fact that diversity helps the company grow.

3. Develop a mentor program by first selecting and training veterans of the company and then pairing with protйgйs that are company fast-trackers.

4. Using the established job analysis on file to develop job postings for internal and external candidates.

5. Establish relationships with the employment contacts with all colleges within the area to establish communications of company job needs.

6. Develop newspaper articles detailing future job opening, include company benefits and adding educational reimbursement for certain situations.

7. Meet with company's Information System's manager to create web announcements of job openings.

8. Create an employee pool with the applicants submitting for consideration for job openings.

9. Conduct background check immediately following accepting application from an applicant that there is an interest in.

10. Conduct interviews of applicants passing background checks.

11. Narrow candidate pool to three candidates and submit names to the department heads for final selection.

12. Hire and provide orientation for new hires.

13. Monitor the process. (Sullivan, 2006)

The process above provides the steps needed to recruit proactively which will better serve the company now and as they grow. At this time HR makes recommendations based on attrition, correcting the imbalance of diversity within the corporate office. All other areas of the company show a very strong make-up of diverse groups. Diversity within a company will provide benefits for years to come due to the addition of collaborative groups made-up of people from all walks of life. (Calleja, 2007). As Riordan moves forward as a leader in the industry, forward thinking recruitment strategies will be the foundation for its success.

Riordan Hiring Strategy

Riordan has a formal job-posting process in the company when there are openings. At Riordan, job postings are a way to inform employees of openings and to identify qualified and interested applicants who might not otherwise be known to the hiring manager. However, the company does not pay for relocation from one facility to another unless the position has budgeted for relocation as part of the hiring process. In the past two years, two managerial positions have been filled by internal candidates. There is currently no formal succession planning process. The company uses contract workers for some engineering work, international sales and IT support in China.

Riordan is a small employer in both Pontiac and Albany and sometimes has trouble attracting the types of employees it would like. The effective use of having three recruiters has helped Riordan tremendously by having one professional recruiter at the corporate level and one hourly recruiter at each of its sites in Pontiac and Albany. These recruiters are able to recruit based on the areas that they serve. The use of job posts for outside candidates for both hourly and professional positions, the use of contractors (in engineering, international sales and IT support in China) and temp agencies for certain positions. It also has had some difficulty attracting employees in San Jose although its reputation is somewhat better there. Average turnover rates are low; most employees have been with the company for longer than two years. Riordan's turnover report shows that there as been a large increase in voluntary separation from 2002-2004 due to attrition, moving parts of the company from Michigan to China and because employment with Riordan is based on mutual consent, either employee or Riordan have the right to terminate the employment relationship at will at any time, with or without cause or advance notice.

The selection process used by Riordan are through applications, resume reviews, face-to-face interviews with the HR recruiter, and face-to-face interviews with hiring managers (In the case of production teams, these are group interviews with team members.) The company does not conduct reference checks and does not use any form of testing, other than testing all prospective employees for drugs using standard testing methods. The company has no federal contracts and does not have any affirmative action plans or goals.

In order to provide equal employment and advancement opportunities to all individuals, employment decisions at Riordan will be based on merit, qualifications and abilities. Riordan does not discriminate in employment opportunities or practices on the basis of race, color, religion, sex, national origin, age, disability or any other characteristic protected by law. Riordan will not discriminate against any qualified employee or applicant because the person is related to or associated with a person

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