Recruitment & Selection Strategy Landslide Limousines

Recruitment and Selection Strategy Recommendations for Landslide Limousines

HRM 531

February 26, 2015

Recruitment and Selection Strategy Recommendations for Landslide Limousines

Atwood and Allen Consulting is assisting Mr. Bradley Stonefield with human resources practices in the startup of his first-class limousine transportation company, Landslide Limousines. Mr. Stonefield has received information on employment law, compensation and benefits, performance management and employee training. His last request is for recruitment and selection strategies.  Atwood and Allen has created a recruitment and selection strategy specific to the limousine transportation market in Austin, Texas. This plan will allow Mr. Stonefield a means for recruiting the company’s initial workforce and will provide a strategy for hiring additional and replacement employees over the next five years.

Recruitment and Organizational Goals

There are many subjects that must be considered when creating a recruitment and selection strategy. To begin, the company’s organizational goals must be examined. Mr. Stonefield has articulated that he intends to hire 25 employees within the first year, with an employee turnover rate of 10% per year. He predicts an initial net operating loss with revenue of -$50,000 the first year. Mr. Stonefield has set a realistic revenue growth goal of 5% annually, over the next five years. To meet these objectives, Mr. Stonefield will need an effective recruitment and selection strategy that keeps his company’s particular market and budget in mind.

Organizational culture and corporate branding are critical factors that can help attract the right candidates. Steven Hunt, PhD, (2015) of the online recruiting giant Monster.com notes that corporate culture is "Commonly thought of as the way things are done around here” (para. 1) and “…refers to employees’ shared assumptions and norms, as well as tangible aspects of the work environment that influence and reflect these beliefs” (para. 3).  He further outlines that, “From an attraction standpoint, culture is primarily about the brand image a company projects” (para. 7). As discussed in the performance management plan Atwood and Allen provided on February 12, 2015, Landslide Limousines can use the company website to promote its organizational brand (Anthony, Phipps, & Valence, 2015). As a first-class luxury transportation company, excellence, top-notch customer service, and focus on important employee drivers such as morale, loyalty and satisfaction should be considered when projecting Landslide Limousines’ organizational culture. Projecting the desired image will help Mr. Stonefield attract the right kind of candidates for his company.

Demographics in Recruitment

The limousine transportation industry will change, over time, with the fluid demographics of the local area. Landslide Limousine should carefully monitor demographic trends to determine how the recruiting strategy will be affected. Mr. Stonefield should be aware of generational and ethnic surges in the local population. This data will allow him to tailor recruiting efforts to attract the right candidates within these groups. The Texas Workforce Commission website provides a link to SOCRATES 2020, a web-based tool that allows users to perform regional labor market analysis. Using this tool, Mr. Stonefield will search for North American Industry Classification System (NAICS) code 48532 - Limousine Service, within regions 14 – Capital Area and 15 – Rural Capital Area. Atwood and Allen’s initial SOCRATES 2020 search indicated that limousine driver positions are currently staffed at 100% in the Austin, TX area (TWC, 2015). This means that there are little or no job openings in this field. Landslide Limousine will offer 25 vacancies in this market and will likely receive a deluge of applicants. Job description and selection criteria will need to be very strict in order to attract only the most qualified candidates from the potentially large pool in the Austin area. Additionally, the Texas Comptroller of Public Accounts has created the “Workforce – Capitalizing on our Human Assets” report, which offers an abundance of demographic data and workforce projections for the state of Texas. In this report, Ms. Combs (2014) indicates   "Texas has a young and growing population" (p. 4) with a surge in the population of individuals 18 and under from 2000-2010. This surge creates a large pool of potential workers. Landslide Limousine management should use this resource when analyzing projected workforce needs and implementing a long-term recruiting plan for the next 5-years and beyond.

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