Overview Write a 2–3 page memo analyzing a U.S. state of your choice as a possible location for a new manufacturing plant. Note: Complete the assessments in this course in the order in which they are presented, beginning with Assessment 1. Multiple demographic changes within the American labor force are impacting employee-employer relationships and cultures within companies. Planning to meet workforce demands requires both a labor market analysis and statistical information. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: · Competency 1: Describe how hiring practices support an organization's strategy.  . Assess elements of CapraTek's workplace culture that could be developed such that it becomes an employer of choice. · Competency 2: Assess approaches for recruiting, selecting, and retaining talent.  . Identify the number of production employees to recruit and hire for CapraTek. . Describe how employment and demographic trends for a selected state impact CapraTek's workforce planning. · Competency 5: Communicate in a manner that is scholarly and professional.  . Communicate in a professional manner that is appropriate for the intended audience. Context The following is one way to estimate the number of sales representatives needed next year: · If the current number of sales representatives is 300, and the expected sales increase is 15 percent, then 300*.15 = 45 additional sales representatives, or a total of 345 are needed. · If you factor in the estimated number of current sales representatives retiring (5 reps) and the estimated voluntary turnover rate (300*.10 = 30 reps), then you can add together 45 + 5 + 30 to estimate 80 total sales representatives. · However, if 80 sales representatives go through the training, and 5 percent do not complete it, then an additional 4 sales representatives will need to be hired (80*.05 = 4). · The total number of new sales representatives to hire is 84 (80 = 4). Note: There are several places where you can do your estimations, and by using different assumptions you could produce slightly different results; however, the number of sales representatives to be hired should be very close to this example. Use this approach in this assessment. The Assessment 1 Context document contains additional information about workforce planning. Questions to consider To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. · To what extent do trends affecting workforce planning (such as increasingly diverse populations, aging workers, uneven geographic growth, and changing governmental economic policies) impact an organization's ability to forecast its workforce needs? Required Resources The following resources are required to complete the assessment. Library Resources The following.

1. Overview
Write a 2–3 page memo analyzing a U.S. state of your choice as
a possible location for a new manufacturing plant.
Note: Complete the assessments in this course in the order in
which they are presented, beginning with Assessment 1.
Multiple demographic changes within the American labor force
are impacting employee-employer relationships and cultures
within companies. Planning to meet workforce demands requires
both a labor market analysis and statistical information.
By successfully completing this assessment, you will
demonstrate your proficiency in the following course
competencies and assessment criteria:
· Competency 1: Describe how hiring practices support an
organization's strategy.
. Assess elements of CapraTek's workplace culture that could be
developed such that it becomes an employer of choice.
· Competency 2: Assess approaches for recruiting, selecting,
and retaining talent.
. Identify the number of production employees to recruit and
hire for CapraTek.
. Describe how employment and demographic trends for a
selected state impact CapraTek's workforce planning.
· Competency 5: Communicate in a manner that is scholarly and
professional.
. Communicate in a professional manner that is appropriate for
the intended audience.
Context
The following is one way to estimate the number of sales
representatives needed next year:
· If the current number of sales representatives is 300, and the
expected sales increase is 15 percent, then 300*.15 = 45
additional sales representatives, or a total of 345 are needed.
· If you factor in the estimated number of current sales
representatives retiring (5 reps) and the estimated voluntary

2. turnover rate (300*.10 = 30 reps), then you can add together 45
+ 5 + 30 to estimate 80 total sales representatives.
· However, if 80 sales representatives go through the training,
and 5 percent do not complete it, then an additional 4 sales
representatives will need to be hired (80*.05 = 4).
· The total number of new sales representatives to hire is 84 (80
= 4).
Note: There are several places where you can do your
estimations, and by using different assumptions you could
produce slightly different results; however, the number of sales
representatives to be hired should be very close to this example.
Use this approach in this assessment.
The Assessment 1 Context document contains additional
information about workforce planning.
Questions to consider
To deepen your understanding, you are encouraged to consider
the questions below and discuss them with a fellow learner, a
work associate, an interested friend, or a member of your
professional community.
· To what extent do trends affecting workforce planning (such
as increasingly diverse populations, aging workers, uneven
geographic growth, and changing governmental economic
policies) impact an organization's ability to forecast its
workforce needs?
Required Resources
The following resources are required to complete the
assessment.
Library Resources
The following e-book from the Capella University Library is
linked directly in this course:
· Arthur, D. (2012). Recruiting, interviewing, selecting, and
orienting new employees(5th ed.). New York, NY: AMACOM.
. Chapters 1–2.
Internet Resources
Access the following resources by clicking on the links

3. provided. Please note that URLs change frequently. Permission
for the following links have either been granted or deemed
appropriate for educational use at the time of course
publication.
· Fortune.com. (n.d.). 100 best companies to work for.
Retrieved from http://fortune.com/best-companies/
SHOW LESS
Suggested Resources
The following optional resources are provided to support you in
completing the assessment or to provide a helpful context. For
additional resources, refer to the Research Resources and
Supplemental Resources in the left navigation menu of your
courseroom.
Capella Resources
Click the links provided to view the following resources:
· Assessment 1 Context.
Library Resources
The following article from the Capella University Library is
linked directly in this course:
· Gerard-White, T. (2013). Markerstudy Group puts the fun into
insurance. Human Resource Management International
Digest, 21(5), 22–25.
Course Library Guide
A Capella University library guide has been created specifically
for your use in this course. You are encouraged to refer to the
resources in the BUS-FP4045 – Recruiting, Retention, and
Development Library Guide to help direct your research.
Internet Resources
The resources listed below are relevant to the topics and
assessments in this course but are not required. Please note that
URLs change frequently. Permissions for the following links
have either been granted or deemed appropriate for educational
use at the time of course publication.
· Miles, S. A., & Bennett, N. (2009). The changing employer-
employee relationship. Retrieved from
http://www.bloomberg.com/news/articles/2009-03-31/the-

4. changing-employer-employee-relationship
· Ohio Department of Administrative Services, Equal
Opportunity Division. (2014). State of Ohio 2015–2017
affirmative action plan. Retrieved from
http://www.das.ohio.gov/Portals/0/DASDivisions/EqualOpportu
nity/pdf/AAEEO_2015-2017_AAP_PPT_FINAL_9.17.14.pdf
· Schawbel, D. (2013). How to make Fortune's list of top
companies to work for. Retrieved from
http://www.quickbase.intuit.com/blog/how-to-make-fortunes-
list-of-top-companies-to-work-for
· Shrestha, L. B., & Heisler, E. J. (2011). The changing
demographic profile of the United States. Retrieved from
http://fas.org/sgp/crs/misc/RL32701.pdf
· Spark, D. (2012). 14 "must-adopt" recruiting techniques for
hiring millennials. Retrieved from
http://www.insights.dice.com/2012/05/23/hiring-millennials-
tips/
· Tishman, F. M., Van Looy, S., & Bruyère, S. M.
(2012). Employer strategies for responding to an aging
workforce. Retrieved from
http://www.dol.gov/odep/pdf/NTAR_Employer_Strategies_Repo
rt.pdf
· Toossi, M. (2002). A century of change: The U.S. labor force,
1950–2050. Retrieved from
http://www.bls.gov/opub/mlr/2002/05/art2full.pdf
· U.S. Census Bureau. (2013). Metropolitan and micropolitan
statistical areas main. Retrieved from
http://www.census.gov/population/metro/
· U.S. Census Bureau. (2013). Metropolitan and micropolitan
statistical areas of the United States and Puerto Rico. Retrieved
from
http://www.census.gov/population/metro/files/metro_micro_Feb
2013.pdf
VitalSource e-Books
The resources listed below are relevant to the topics and
assessments in this course and are not required.

5. · Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J.
(2019). Staffing organizations (9th ed.). New York, NY:
McGraw-Hill Education.
. Chapters 1 and 3.
. Available in the courseroom via the VitalSource Bookshelf
link.
Assessment Instructions
Note: Complete the assessments in this course in the order in
which they are presented, beginning with Assessment 1.
Preparation
To prepare for this assessment, complete the following:
· Read Chapters 1 and 2 of Arthur's Recruiting, Interviewing,
Selecting, and Orienting New Employees e-book, linked in the
Resources.
· Browse Fortune.com's "100 Best Companies to Work For" list,
linked in the Resources.
· Read the scenario below.
Scenario
CapraTek, a fictitious technology company, has a long history
as a leader in the design and manufacture of computer server
components and continues to provide innovative solutions to
industry needs. They are currently leveraging this culture of
innovation to expand into emerging wireless technologies. As
part of that diversification, CapraTek is developing advanced
smart-home technology.
Last month, CapraTek announced that it will begin developing a
wireless system providing seamless integration of newer home
electronics and appliances capable of being controlled
electronically. Security, heating and cooling, lights, locks,
telephone, home entertainment, computers, and gaming devices
all controlled through a single wireless device and a simple
Web-based interface—"It's better than a butler, it's Alfred!"
Alfred! will be produced in a new manufacturing facility
currently in the planning phase. Groundbreaking on the new
facility is planned within the next six months with full
operations to be accomplished in three phases over the next two

6. years. Distribution of the Alfred! device and components will
be through existing distributors and retail outlets.
As part of the human resources team, you have been asked to
support locating and staffing this new manufacturing facility in
order to meet CapraTek's strategic growth needs. The plan is for
Phase 1 to be needed in one year and Phases 2 and 3 at one-year
intervals after that. Here is some data you have uncovered when
looking at similar CapraTek facilities opened within the past
five years:
· Phase 1 = 140 production employees.
· Phase 2 = An additional 80 production employees.
· Phase 3 = An additional 120 production employees.
CapraTek's facilities management has informed you that the
initial training will take place on-site, and staff from other
CapraTek locations will conduct the training over
approximately a six-week period. Past experiences suggest that
only one in five employees interviewed will be both qualified
and willing to accept the job, and 20 percent of those hired will
not complete the training.
Requirements
Select a U.S. state to analyze as a possible location that will
support CapraTek's hiring projections for the new facility.
(Normally, this duty is not an HR function.) Using the described
CapraTek hiring scenario, write a 2–3 page memo to CapraTek's
VP of operations in which you include the following:
· Identify the number of production employees to recruit and
hire. Note: This is to include the number of applicants needed to
meet Phases 1, 2, and 3 as well as the number of hirings needed
to meet production of the new product.
· Describe how employment and demographic trends for your
selected state impact CapraTek's future workforce planning.
· Assess elements of CapraTek's workplace culture that could be
developed for it to become an employer of choice. Include at
least three elements and support your answer from readings and
other credible sources.

7. Instructions:
This week you will submit your Individual Draft for review to
take you and your team one step closer to your final Team
Project. Your draft should reflect the progress you have made in
completing each milestone related to the Course Project in the
earlier weeks, synthesize ideas you and your team members
have developed, and highlight the key areas of analysis you
have identified throughout the course.
Individual drafts should be four to five pages in length and
follow APA standards. Your draft must also include a brief
paragraph that explains your part of the Team Project and where
your draft will fit into the final paper. This is an individual
assignment.
Content
Criteria
Points
Draft Introduction
The introduction is clear and provides an overview of
key issues addressed in the section. The topic of the draft is
situated within the team thesis and ethical context.
15
Structure
The section is organized logically and has a clear development
Trajectory that begins with foundational materials. The
structure
of the draft is in alignment with the team outline and achieves
a level of consistency with the team documents.
20
Evidence and Topic Development
Concrete and detailed evidence is used to support claims and
develop the topic. Evidence is used in a variety of ways and is
appropriate to the context.

8. 35
Analysis and Critical Thinking
Thoughtful analysis is performed to help situate the evidence
within the team argument and provide engagement with the
topic.
35
Style and Format
Conventions are consistent and unified. The formatting adheres
to APA standards. Citations are complete and properly
formatted.
10
Reflection
Framing questions have been addressed, and there is a clear
understanding of the role that the draft will play in the final
Course Project.
Print
Planning an Organization's Staffing Needs Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Identify the number of production employees to recruit and hire
for CapraTek.
Does not identify the number of production employees to recruit
and hire for CapraTek.
Identifies the number of production employees to recruit or hire
for CapraTek.
Identifies the number of production employees to recruit and
hire for CapraTek.
Identifies the number of production employees to recruit and
hire for CapraTek and explains rationale to support the
numbers.

9. Describe how employment and demographic trends for a
selected state impact CapraTek's workforce planning.
Does not identify how employment and demographic trends for
a selected state impact CapraTek's workforce planning.
Identifies, but does not describe, how employment and
demographic trends for a selected state impact CapraTek's
workforce planning.
Describes how employment and demographic trends for a
selected state impact CapraTek's workforce planning.
Compares how employment and demographic trends impact
CapraTek's workforce planning in a selected state and another
state.
Assess elements of CapraTek's workplace culture that could be
developed such that it becomes an employer of choice.
Does not identify elements of CapraTek's workplace culture that
could be developed such that it becomes an employer of choice.
Identifies, but does not assess, elements of CapraTek's
workplace culture that could be developed such that it becomes
an employer of choice.
Assesses elements of CapraTek's workplace culture that could
be developed such that it becomes an employer of choice.
Assesses elements of CapraTek's workplace culture that could
be developed such that it becomes an employer of choice;
includes credible literature to support ideas.
Communicate in a professional manner that is appropriate for
the intended audience.
Does not communicate in a professional manner that is
appropriate for the intended audience.
Communicates in a manner that is professional but not
appropriate for the intended audience.
Communicates in a professional manner that is appropriate for
the intended audience.
Communicates in a professional manner that addresses the
intended audience and is free of grammar and mechanical
errors.

10. PRINT
ASSESSMENT 1 CONTEXT
A key question in workforce planning is whether the
organization has the right people in the right place at the right
time doing the right thing at the right price. Workforce planning
is the process organizations use to analyze their talent needs
and determine steps to prepare for future requirements.
Common questions used to analyze planning in the
organization’s workforce include:
· What are the HR talent requirements for the next one, two, or
five years?
· Will the organization's future managers come from internal or
external sources?
· What changes does the organization see impacting its
workforce needs?
· Are there any specific local issues such as very high housing
costs or long commutes to consider?
· What about national or international events, such as
impending war, a high or low stock market, a recession, or
consumer confidence in organizations?
The process of workforce planning includes the following steps:
· Forecasting the composition of the workforce in the future.
· Conducting a gap analysis to estimate the difference between
the current staffing need and the projected future staffing need.
· Deciding how to close any gaps that have been discovered.
· Determining whether the staffing needs will be met by
recruiting new employees, training and developing current
employees, or outsourcing workers.
Job design and job analysis are instrumental in ensuring that
employees will be doing the right thing, in the right way, to
achieve overall company goals. A well-written job description
ensures that an organization is legally compliant in all
employment characteristics. This compliance is especially
important in terms of the Americans with Disabilities (ADA)
Act and can be a protection from charges of discrimination for

11. the company. Job analysis is fundamental to many human
resources (HR) functions because job requirements are used in
all aspects of employment including recruitment, selection,
orientation, compensation management, training and career
development, promotions, and performance reviews.
The future of an organization depends on its talent. Workforce
planning ensures an organization has the right numbers of
employees at each level. Basing HR practices on an effective
job description will contribute to the quality of a company's
employees.