Recruitment Plan
Recruitment Plan
Susan Martinez
Human Resource Management 565
H. Glyn Jordan
March 26, 2007
Executive Summary HR personnel in the aerospace and defense industry are faced with a higher demand for aerospace and defense employees that can adequately be met with existing resources, which creates human capital issues related to the strategic goals of his or her organization. A sound recruitment and retention plan can mitigate the issues and challenges that might have negative implications to the organization. A division (sectors) of the aerospace and defense industry provides the HRM with insight to the number of who, what, and where human capital is required. According to the Aerospace and Defense Industry survey results for 2005, the industry believes that there is a 66% current labor shortage, 87.6% believe that the industry will suffer a labor shortage over the next five-years, and 93.7% of the industry perceive a labor shortage within ten-years. In addition, the aerospace and defense industry disciplines, which are perceived to be in the greatest shortage over the next five-years includes aero/mechanical engineers (29.9%), software engineers (28.8%), and skilled trades (21.4%). A sound recruitment and retention strategy will mitigate the HR issues and challenges faced by the aerospace and defense industry, as well as keep the company productive and profitable.
Recruitment Plan The aerospace and defense industry is expected to continue growing, thus a "successful recruitment program is increasingly vital and will require the tenacious preparation of two components: a strategic recruitment plan and an annual recruitment and retention plan" (Hart, 2006, Pp. 1). Major aerospace and defense companies maintains a recruitment plan, which forecasts a minimum of three to five years into the future, and provides copious amounts of facts and data to substantiate the projections. A recruitment and retention plan consists of current
Susan Martinez
Human Resource Management 565
H. Glyn Jordan
March 26, 2007
Executive Summary HR personnel in the aerospace and defense industry are faced with a higher demand for aerospace and defense employees that can adequately be met with existing resources, which creates human capital issues related to the strategic goals of his or her organization. A sound recruitment and retention plan can mitigate the issues and challenges that might have negative implications to the organization. A division (sectors) of the aerospace and defense industry provides the HRM with insight to the number of who, what, and where human capital is required. According to the Aerospace and Defense Industry survey results for 2005, the industry believes that there is a 66% current labor shortage, 87.6% believe that the industry will suffer a labor shortage over the next five-years, and 93.7% of the industry perceive a labor shortage within ten-years. In addition, the aerospace and defense industry disciplines, which are perceived to be in the greatest shortage over the next five-years includes aero/mechanical engineers (29.9%), software engineers (28.8%), and skilled trades (21.4%). A sound recruitment and retention strategy will mitigate the HR issues and challenges faced by the aerospace and defense industry, as well as keep the company productive and profitable.
Recruitment Plan The aerospace and defense industry is expected to continue growing, thus a "successful recruitment program is increasingly vital and will require the tenacious preparation of two components: a strategic recruitment plan and an annual recruitment and retention plan" (Hart, 2006, Pp. 1). Major aerospace and defense companies maintains a recruitment plan, which forecasts a minimum of three to five years into the future, and provides copious amounts of facts and data to substantiate the projections. A recruitment and retention plan consists of current
References: Anselmo, J. C. (2007). VANISHING ACT: Baby Boomer Retirements Could Trigger A&D Engineering Crisis; Aerospace companies aren 't impact on the future of the industry--and the nation, Retrieved March 22, 2007 from =PQD&RQT=309&VName=PQD&TS=1174932146&clientId=13518 Frost & Sullivan (2005) States Aerospace and Defense Industry, Pp. 1, Retrieved March 24, 2007, from Retrieved March 23, 2007 from http://www.rt- image.com/content=8104J05C4876808040 keep, Pp. 1, Retrieved March 24, 2007 from http://0-roquest.umi.com.catalog.kcls.org/pqdqeb?index=12&did Manager, Talent Acquisition (2006). (Para. 3 & 4), Retrieved March 23, Wilson, J. R. (2001). Mergers & Acquisitions: Consolidation continues worldwide, but a new caution emerges, Retrieved March 25, 2007 http://www.csc.com/industries/aerospacedefense/knowledgelibrary/up loads/2035_1.pdf, Retrieved March 23, 2007 from google.com 2005 Aerospace and Defense Industry Survey (2005). Computer Science Corporation, Pp