Human Resource Plan

Resource PlanDavid DavisColorado State University Global CampusDr. Karen FergusonORG 522-117 April 2015

Resource PlanDavid DavisColorado State University Global CampusDr. Karen FergusonORG 522-117 April 20151RUNNING HEAD: RESOURCE PLANNING

Getting it rightPro PayPhoneGSA VehiclePay/Housing1 Recruiter$450.00$40.00$50.00$5,378.23Total Yearly$71,018.761 Manager$450.00$40.00$50.00$6,219.43Total Yearly$81,113.161 Supt.$300.00$40.00$50.00$7,008.45Total Yearly$88,781.40Initial YRTraining Pay/HousingRecruit$38,898.00$7,710.00Total$48,608.00190 Recruits Yearly$10,584,9004 Recruiters Yearly$284,075.04Est. Per Recruiter$35,000.00

To RetainStatusCountSaving/LossFirst Term Airman 0-6 Years62$3,013,696.00Mid Term Airman 7-12 Years53$2,576,224.00Career Airmen 13-20 Years55$2,673,440.00Retriment Eligible 20 plus years29$1,409,632.00Total$6,853,728.00

To Recruit

Getting it right for our Colorado Air Guard is more than a manning document or who will be the next supervisor or superintendent. It involves professional development, and culture change. I will speak to the professional development and the ultimate proposed change later. Right now I would like to speak to the numbers before you on the slide. On the right is a conglomeration of pay for each position in the recruiting and retention organization in Colorado. Also, the pay and training cost for one recruit initially. In the end we spend close to ten and a half million dollars for one hundred and ninety new recruits. We spend around two hundred eighty four thousand for the recruiting staff. That is roughly thirty five thousand dollars estimated per recruiter to recruit relationship. On the other side we have retention. In fiscal year 2015 between the first and mid term and career airman there are a possible one hundred seventy that would have their service contracts expire and another twenty-nine that are eligible to retire. In all a sum total to the taxpayer of six million eight hundred fifty three thousand dollars estimated loss that is need of being saved through the unit career advisor program (UCA). Moreover, each person saved with a renewed contract would be one less person a recruiter would have to recruit to saving at minimum forty eight thousand dollars in initial basic training and technical school costs. This in turn would help our attrition rates, retention rates, re enlistment rates, and readiness issues in our units. Bottom line this strength would add to our endurably of our Colorado Air Guard and propensity of new missions and positions added to our roles.RUNNING HEAD: RESOURCE PLANNING2

Human Resource PlanForecast for Workforce One yearJob Category and LevelCurrent WorkforceRequirementsAvailabilities(based on projected turnover)Reconciliation and GapsAction PlanningProduction Recruiter4400Use horizontal org chart to prepare

Recruiting and Retention Managers3311Use horizontal org chart to prepareRecruiting and Retention Superintendent1111Use horizontal org chart to prepare

Totals8822

Our vision in recruiting and retention is to train and inspire technically proficient recruiters to enlist and retain the best and brightest wingmen thereby sustaining the combat capability of the Colorado Air Guard (Davis, 2014). To accomplish this vision we must get it right when it comes to hiring and alignment. When hiring Airman to be recruiters we must utilize the force management plan aligning with the Air Force Classification Directory and the National Guard Bureau functional manager (NGB A1Y, 2015). This will ensure that we abide by instruction and look into the characteristics of our new recruiter and retainer, and their personal characteristics. Some of those personal characteristics we need to find in our new hires are the ability to listen, empathy instead of passing judgment, emotionally intelligent, persuasive, communicator, and integrity (Long, 2011). Picking and keeping the right recruiter and retainer is vital to our success. Recently SMSgt Davis sat with NGB A1YO and reviewed the human resources plan. We currently have eight total positions on the Colorado Air Guard manning document (NGB A1Y, 2015). We have been authorized to keep the eight and that our team would no longer receive any other extra assets (NGB A1Y, 2015). In the next twelve months we have the possibility of losing two currently assigned members due to turnover. This will have a trickle effect up and down the team. Under our current alignment there is only one of the three recruiting and retention managers with the ability to apply according to current position descriptions and NGB A1YO (NGB A1Y, 2015). Moreover, two of the recruiters are eligible for the managers position that could be available if the superintendent position was hired internally from a current manager. However, the recruiter will require 8 to 12 months before they started to fit into the job due to the lack of empowerment they currently have in the organization. So while we are staffed at the correct amount of people to do our jobs we cannot full fill our vision under the current structure in our team.RUNNING HEAD: RESOURCE PLANNING3

OrganizationCurrent VerticalProposed Horizontal

Currently, our organizational structure resided on the left of your screen. This is very traditional vertical armed forces model. In this model there is no way to get the experience and professional growth needed to meet our organizations vision. Which is why you as a stakeholder are vital to allowing and encouraging change. You wield three things needed to ensure this is successful. The first of those is reflected in their ability to influence the firms endurance based on ownership and access to resources otherwise known as power (McManus & Webley, 2013). The second legitimacy lends to the expected and accepted social structures and behaviors of the stakeholders (McManus & Webley, 2013). Finally, is the stakeholders urgency, which refers to how each of them is managed and to what extent before the relationship with them is possibly fractured (McManus & Webley, 2013). Urgency also refers to the importance and relevance of the stakeholders claim so there is a proper amount of attention put to each claim (McManus & Webley, 2013). The change we need to have a successful fulfillment of the vision is flattening our organizational chart and broaden the scope with shared responsibilities.The change will be flattening or making horizontal the chart look similar to the one on the right. The superintendent (RRS) still at the top as a advisor, resource manager, and subject matter expert. In this chart the RRS is the main Job Qualification Standards (JQS) trainer for all personal. While the team can still learn form each other in formal and informal manner the RRS will be the formal trainer and documenter. The RRS will supervise the Recruiting and Retention Mangers (RRMs) and allow them to accomplish RRS tasks on a schedule throughout the year in preparation of turnover and empowerment. Next, the RRMs will each split up office supervisor and retention tasks as they are currently. Regarding the office supervisor duties each RRM will have at minimum one recruiter to supervise under the performance evaluation cycle. They will take over key pieces of retention tasks to keep our retention rate and re enlistment rate high in the green NGB color-coding. One major piece of this is the RRMs use of the recruiters on drill weekend to visit assigned units and spearhead the units career advisor program. Ergo, the recruiters job will still be to recruit with the added unit career advisor program on drill weekends.Organizational change will allow the superintendent the ability to engage each RRM on many different levels and how they synergistically work with the superintendent position. Even more all RRMs will have the eligibility to apply for the RRS position when vacated. They will receive supervision and retention to their resume congruently under this plan. More importantly the hiring officials can see internally if there is a best fit not only of the RRS position but also between each recruiter and RRM. Propelling us to meet our mission statement of filling the Colorado Air Guard overall manning effectively (Davis, 2014). Finally, the recruiters would be able to have diversity in supervision and be integrated into recruiting and retaining in the units with the UCA program. This will assist recruiters in professional development and readiness for the RRM position.RUNNING HEAD: RESOURCE PLANNING4

FactorsPositives ChangeInternal/External HiresReduces Single Point FailurePreparationTaxpayer cost savingsReadinessEmpowerment/ownershipNegatives (staying the same)Change Internal/External HiresSingle point failure

There are both positive and negative factors involved regarding our situation. In this instance the positives of the change would be that change would occur. Our organizational would be strengthened by reducing single point failures doing away with current stove piping. Preparation of our Airman to assume their next job through empowerment and ownership of their whole job concept. This will allow all the internal hires to have the diversity and training needed to be valuable internal hires. Finally, it will save the taxpayer several thousand if not millions of dollars and reduce time and inefficiencies strengthen our retention agenda. The negatives of staying the same would be that there will continue to be single point failures. With currently only one of the three RRMs eligible to apply for the RRS position without making an exception or stretching past qualifications to try and make eligible someone who is not.RUNNING HEAD: RESOURCE PLANNING5

ConclusionGetting it right

The Plan

Restructure

Factors

(GOANG.com,2015)

To save money and provide for our Wing and Air Guard mission our State must meet standards. To do this we must get it right for our origination starts with preparation and internal training for the future. Currently we are exasperating our recruiting staff with the issuance of more and more added to their weekly and yearly goals. To avert this, save money and experience we must place a large emphasis on retention. By restructuring the recruiting and retention staff into more of a horizontal model tasks and responsibilities will be more evenly distributed. Allowing us time to put emphasis on both recruiting and retention. This will assist every stakeholder on base from Commander to Airman Basic. And prepare our internal people with professional development to meet our own vision statement. While there are some negatives to the change the positive factors including empowerment and ownership of job will be crucial to our success. Thank you.RUNNING HEAD: RESOURCE PLANNING6

ReferencesDavis, D. L. (2014). Colorado Recruiting and Retention Strategic Plan FY 15. Aurora: Unpublished.Long, K. (2011). A life Devoted to Service. A Forum on Public Policy , 1-16.McManus J., &. W. (2013). An ethical perspective of stakeholder salience. Management Services , 32-36.NGB A1Y. (2015). Manning and Cost. Andrews AFB: Unpublished.