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    Title:     Strategic Management Plan Part 2 – Employer Considerations and Ethics

    Paper Details    
    Resources: Part I of the Strategic Management Plan
    Create Part II of the Strategic Management Plan, Employer Considerations and Ethics, which is a 1,400 word report Part II of the plan should include:
    A description of the diversity management practices in the public sector and your strategy for effective implementation of these strategies in your state or local government.
    Combine Parts I & II of the Strategic Management Plan.


    Hi I attached this file bellow regarding to this order 568777



Subject Report Writing Pages 12 Style APA


Strategic Management Plan Part 1 – Recruitment and Retention

The state of New Jersey has many challenges ahead. Developing a strategic plan for recruiting and retaining employees is, and must be the State’s top priority to meet those challenges. Paying close attention to detail will pay dividends when it comes to sorting out the top candidates, who all bring special skills and experiences with them from the other sectors.  Here is the State of New Jersey’s Strategic Management Plan. It will consist of new, bold, critical ideas and strategies that will be necessary for combating the challenges New Jersey faces.


The primary purpose of the government

i.Recruitment and Selection

There are many different steps when recruiting. The first thing the agency needs to do is identify the need once this is complete the agency can move on with searching for candidates that will meet the need of the agency. Once the agency has received the application’s the screening process will start. Screening can be done several different ways, some employers have reduced the size of their Human Resources departments, leaving initial resume review to software programmed to look for certain words in resumes. Once a few resumes are selected by the software programs, employers search the Internet to see if there are negative online postings about these job applicants. Applicants whose resumes pass this scrutiny may then be interviewed by company employees over the phone or in person (Job Screening Process, 2017).

Another part of the recruitment process is tested validation; some agency will administer certain tests to see if the candidate can do the job or what they are asking for correctly.  The regulations apply to all employers that use employment tests, and encompass written tests, strength and agility tests, interviews, and virtually any other assessment device or methodology used in making employment-related decisions (Validate Employment Tests to Avoid Lawsuits, 2016). However, agencies are not able to use those tests to discriminate against any of the applicants.

Agencies can have physical examinations done for a certain position, but each employee should undergo the same physical. Certain positions can be physical in nature, and it’s important that an application is able to do what is outlined in the position. Passing a physical can be a condition of employment. A physical examination can be required by a company for new hires if all other candidates for the same job category were also required to have an examination. The results of the exam itself cannot discriminate against the worker, and his or her medical records and history must be kept confidential and separate from their other records (Pre-Employment Physical Exam Requirements, 2017).

  1. Advertising

There are many ways of being able to advertise. Now with social media, this is a way for agencies to promote their jobs over social media. Some social media sites your able to advertise and post information on job openings for free and some can charge a minimal fee. With social media, this reaches quite a few people and many people will see the jobs and feel encouraged to apply. Another popular source of advertising is to place ads in the local newspaper and other newspapers around in your area. Advertising local can be somewhat expensive, but there are people who look to the newspaper for jobs.



iii. Interviewing

Once an applicant or several applicants have been chosen to move forward in for the position, they are asked to come in for an interview either in person or over the phone. However, one agency’s will require an applicant to come in for the second interview if it was done over the phone. With the advancement of technology, interviews can be done over the internet via Skype and other applicants. Interview in some cases is better done in person than via phone or the internet as your ability to see and read the applicant’s body language.

  1. Retention

There are many ways to help in retaining employees. The biggest one being compensation, when compensation is high there are more applicants that will apply especially if there is room to grow within the compensation. When an employee can receive bonuses and or incentives for doing a job or bring on more clients this is another factor that will draw retention and applicants as they want to get those bonuses and incentives. Career advancement is also another good effort in retain as many people want to be able to advance to within their career or position. If this is advance to employees, they will want to work for being able to move up or at least have the chance.






Strategies functions implement to assure appropriate staffing

  1. Planning
    1. Identify HR requirements

One of the functions that may be used to ensure appropriate staffing at the local government is identifying human resource requirements (Cobra Shire Council, 2015). Fundamentally, there are certain tasks at the local government that require specific individuals to fill in order to ensure successful completion. Notably, this refers to both the quantity and quality of human resource. By identifying the needs of the institution, one will be able to determine how many people are needs to fulfill this need.

  1. Seek Budgetary approval

Without a solid budget, it is impossible to hire an adequate and appropriate staff at the local government. Therefore there is a need to seek budgetary approval for the appropriate and adequate staff beforehand so as to be able to execute all the processes of recruitment and selection (Cobra Shire Council, 2015).


  • Selection criteria

The selection criteria established is imperative to the process. Selection criteria refer to the standards that candidates must meet before hiring (Cobra Shire Council, 2015). The criteria may be based on such things as experience, abilities, skills, knowledge, and basic qualifications. For instance, a position of the local government may require individuals with expert research and analytical skills.


  1. Method of recruitment

Selecting the method of recruitment is also strategic to ensure proper staffing. For example, the local government may opt for internal or external forms of recruitment whereby the former recruits from within whereas the latter recruits from without. Depending on the current needs of a certain vacancy, the human resource department may select the most appropriate method of recruitment.

  1. Acquisition
    1. Testing or screen applicants

The acquisition process involves a procedure of testing and screening applicants. In this case, the applicants may be given a test that is based on the particular qualifications and requirements of a specific position. Subsequently, depending on the test results the applicants will be screened, and only the best ones will be selected to proceed to the next stage of recruitment. Aptitude tests are a common method used in recruitment (Gordon, 2013).

  1. Prepare list qualified applicants

The next step after testing and screening is to prepare a comprehensive list of the applicants who qualify to proceed to the interview stage. Normally, numerous applicants apply for a single position. Therefore, the process of testing and screening is mandatory in order to shorten the list and only remain with the qualified individuals (Goodman et al., 2015).

  • Interview the most qualified

Subsequently, the most qualified applicants are often called for an interview with some of the members of the organization. The interview process is largely subjective depending on the preferences of the interviewers and the disposition of the interviewees (Naff et al., 2013).

  1. Background and reference checks

Many individuals often fail during the interview process. However, those who thrive are subjected to the background and reference checks. In this stage, the institution will conduct a background check on the individual and determine whether one’s references are valid and reliable (Goodman et al., 2015).

  1. Select the most qualified candidate

Following the background and reference checks, the most qualified candidates are selected to fill the vacant positions at the institution.

  1. New hire orientation and training

The hiring orientation and training processes are the final stages of this process. This is whereby the new candidates undergo an orientation into the company as well as relevant training on some of the basic elements of the company and their particular workstations.



An organization goes through the process of assessing the training needs by analyzing the key indicators for employee performance to bridge the gap between efficiency and productivity of the organizational inventory such as business mission, job descriptions, employee skill level, behaviors, and technology changes.  The training helps identifies workplace culture and expectations by examining the weak spots and implement training strategies to improve those areas to meet the organizational objectives and goals.



  1. Orientation


The Human Resource (HR) management plays a vital role in new hire orientation program which gives them information about the organizational culture and values by using a set of administrative and operational process to integrate an employee through a series of timely events.  Additionally, the orientation helps prepare them for their job position as efficiently and effectively as possible.  New hire orientation is the first step towards the process of employee socialization and adjustment into the workplace environment (Roberts, 2012). 

The crucial part of the integration process is the assimilation as it assists new hires to acquire the necessary knowledge, values, and social skills to associate with others and fit it quickly.  The design and concept of orientation program provide the necessary employee requirements and address any questions or concerns a new hire may have towards the organization and job.  Also, provides a detailed overview of how the employee fits into the structure of the organization.  It will outline the organizational policies, rules, and procedures as well as job specifications, compensation, and benefits. 

It is an essential part of properly introducing new hires to expectations and offers the opportunity to address any potential issues.


  1. On-the-job


On-the-job training is a method which allows managers to teach an employee to perform a new job or task in the organization.  It gives the employee opportunity to learn as they go.  The training structured to give non-experience workers the knowledge and skills to necessary to fill the vacant position immediately.  Management receives immediate feedback on job performance as well can make a change if the task not performed to standard.  On-job-training can create disadvantages if not address adequately with non-experience worker slowing down productivity and disrupting the workflow efficiency.

 Additionally, the training teaches the employees how to maximize their abilities to perform various jobs over time and develops a more accurate skill set.  For example, when an employee leaves for sick, vacation, promotion or termination they can quickly and easily move into the position in return continually operates without disrupting the department output. 


iii. Development


There are a variety of development methods utilized to develop an employee.  Mentoring involves experienced coach or trainer to oversee the activities of employee learning by providing advice and instruction on how to perform the job or task with much more effectiveness.  It helps to give an employee time to grow so by receiving one-on-one personalized training from an expert who has already acclimated or transition from the job helps in the employee development. 

The fast-paced technological environment has changed so much, and employee’s needs solution to either create or sustain their knowledge, competency, and technical applications (sfuhrsa, 2014). 

For any organization, it is critical to remain competitive and updated. Only by designing a comprehensive training plan for employees can they receive the latest skills and experience in their field.  However, training development program is costly for time and money.  Managers can maximize value for the organization by using a formal process to evaluate one’s performance and progress.  It provides many benefits and tracks development process as it increased efficiency and interface between both the manager and employee.


Succession Plan

There are many areas to focus on when it comes in creating this strategic plan. To boost public sector recruiting, and more importantly, retaining and developing employees, are deciding to focus on candidates who are all capable to grow into leadership positions. We will work endlessly, on finding those who lead.  In order to do this, we will focus on five key factors, which if followed according to the plan, will be the method moving forward, in changing public perception of the public sector’s recruiting process. These steps are how we build a new, stronger, more effective public sector workforce in the State of New Jersey.

  1. Radically Embrace Millennials

Research shows that these employees are a lot more likely to incorporate work into a twenty-four-hour schedule than ever before.  The Millennial generation will make up fifty percent of the workforce and up to seventy-five percent in 2025.  These numbers are too large and too important to ignore. We will focus heavily on this demographic as we work towards new technologies and new forms of completing the tasks at hand.





  1. Expand Succession Planning

We will start our expansion of the development plan as soon as the employee walks through our doors for their time.  New plans should regenerate throughout the employee’s maturation. After the new wave of employees, who have been groomed into new roles, the targeting stage begins again. To help in that process, this plan will consist of believers who may aid, tutor, and guide newer employees throughout their new occupations.  Targeting new talent is key, and it will be one of our main focal points.

iii. Go Beyond Formal Leadership Development

MicroLearning has proven to be an effective strategy when it comes to training. The ability to produce diminutive, usable content at the precise moment will be an expectation of new employees.  One of the most effective ways to find new leaders is by letting them learn from each other’s strengths and weaknesses.

  1. Capture Knowledge Now

We must acknowledge talent when we see it. Spotting out those individuals, who go above and beyond the norms of what is asked of them, will help us construct leaders who become influential to their peers. Let’s find out where the talent is before someone else does.





  1. Implement Unified Talent Management

We must combine recruiting, development, performance, and collaboration in a big pot and mix it all around until we produce the best possible candidates for managerial and other leadership positions. Development within the department is also a strategy that will be used in finding new managers.

It is essential to review all aspects of the employee recruitment, and retention process as an organization will discover the value and benefits of the administrative and developmental system.  The strategic management plan helps save time in recruitment processes, and help defines the procedures necessary to maintain consistency and productivity with the current employees.  HR managers describe the recruitment and retention as a progressive process which they based their decision on the organization’s purpose, goals, and benefits of the overall effectiveness of not hiring or selecting people for the wrong position and wasting department revenue. 



Cobra Shire Council. (2015). Recruitment policy. Retrieved from http://www.cobar.nsw.gov.au/images/files/PoliciesPlans/Recruitment_Policy__-_Adopted_May_2015.pdf

Duce, J. (2016). Succession Planning in the Public Sector. Retrieved from



Dobberowsky, S. (2016). Succession Planning in the Public sector. Not Impossible! Retrieved from


Goodman, D., French, P. E., & Battaglio Jr, R. P. (2015). Determinants of local government workforce planning. The American Review of Public Administration45(2), 135-152.

Gordon, G. L. (2013). Strategic planning for local government. ICMA Publishing.

Job Screening Process. (2017). Retrieved from http://work.chron.com/job-screening-process


Naff, K. C., Riccucci, N. M., & Freyss, S. F. (2013). Personnel management in government: Politics and process. CRC Press.

Pre-Employment Physical Exam Requirements (2017). Retrieved from



Stacey Roberts, http://smallbusiness.chron.com/importance-selection-recruitment-orientation-

process-17372.html http://sfuhrsa.com/the-strategic-importance-of-recruitment/

Validate Employment Tests to Avoid Lawsuits (2016). Retrieved from 

https://www.shrm.org/resourcesandtools/hr-topics/talent acquisition/pages/validate-employment-tests-avoid-lawsuits.aspx

Wilkerson, B. (2007). Effective Succession Planning in the public sector. Retrieved from






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