Hiring Memo:
As you have been made aware (or soon will be), we are in a position where we need to re-evaluate our hiring techniques and tactics for the City Police Officer I position. This is an entry-level position that has a lot of opportunity for growth and development for the right candidate. In our efforts to find the right people for the job(s) we have identified many factors to assist us in doing so and they will be outlined throughout this memo. To begin, we have identified one our main issues surrounding the dismal candidate pool; the lack of available quality candidates in the labor supply versus the demand that we have. With further analyzation of the supply versus demand imbalance we have identified the three main factors
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Our current workforce is aging and steadily approaching retirement status.
II. The union contract that we have in place has negotiated promotions from within written in to it. This requirement presents us with a greater need to replace our entry-level positions on a more frequent basis.
III. A lack of quality candidates partnered with the poor image of our police department and state in general. Strong candidates want to work for a preferred employer and not feel as if they are wasting their talents in an entry-level position that asks a lot of from them but does not give as much in return. With the potential of high turnover rates, the new hires that we bring in will stay in the entry-level position for more time than they anticipated or terminate their employment due to lack of growth.
Our supply (or lack thereof) of quality candidates is being influenced by the following:
I. The job offers that we currently have available are not attractive to the kinds of candidates that we are seeking. For this reason, they feel pushed to apply in different industries or neighboring states.
II. The out-migration of our state is one of the highest in the nation. People of all ages are moving to pursue lesser expensive ways to educate and support
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Also, this information will be a great baseline when we look at increasing the numbers of applicants needed should we have more than the anticipated turnover in our current workforce.
Although each of the groups had the least amount of applicants (5 per group) their previous experience and knowledge of the position provided us with the most qualified and viable candidate groups (MP: 3 and OPD: 4).
During the application process we utilized multiple recruitment methods, however, there were a couple of methods that proved to be more effective based on the target audience.
When pursuining the Military Police candidates we found that using online sources such as job posting sites specifically for military personnel and journals for military personnel allowed us to present our positions directly to candidates.
For our candidates who were looking to join us from Other Police Departments we had several options surrounding how to reach them. The two most effective methods turned out to be employee referrals and activites that were held by our police associations and/or unions. The informality of the activites made the candidate feel more at ease to discuss their plans for the future and allowed hiring managers to get more insight on the