SHANNON HOVEN RECRUITMENT AND RETENTION FINAL PROJECT EcoClear Inc Workforce Plan

EcoClear Inc Based on providing environmentally friendly water filtration systems Main product is a self cleaning filter that can be used in various pools and water sources Great potential in product so EcoClear is looking into globalizing from Australia to the United States

Needs Workforce labor; entry level  Production labor, limited skills necessary; needed within first 4 months of startup  Recruitment: Online job search databases, technical college job postings

Needs Innovative tech team; degree in related IT field necessary  Product development team, high tech skills needed; needed upon global startup  Recruitment: Online job search databases, college career center alumni search, search within existing company for employees willing to travel

Needs Sales team; professional level, experience necessary  Product sales and promotion, experience is necessary (3-5+ years) in related field; needed prior to startup to spread the name and generate relationships and sales with interested buyers and investors  Recruitment: Online job search database, search within company, special training necessary

Potential Changes and Impacts The movement of employees within the established business setting in Australia may cause some anxiety within the workplace If EcoClear is a big success in the U.S. the company could grow quickly causing instability and a loss of personalization that employees are used to. HR Department changes and expansions globally (more people, more technology, more confusion).

Partnerships and Support Available Pool/Installation Companies Temp and Recruitment Agencies Other filtration companies

Gaps in Employees and Needs Analysis of the current situation in Australia needs to be done to:  Figure number of surplus employees available  Who would be willing to relocate both permanently and temporarily  Are there any referenced employees in the U.S. from Australian employees?

Recruitment and the Hiring Process Once gaps are outlined and current employees reorganized the left over spots need to be filled. By filling the higher knowledge demanding spots internally, costs will be reduced by avoiding the higher price of recruiting and retaining these employees as new hires.

Incentives for both new and current employees are important for retaining staff. * (Money-Zine, 2007)  Bonus programs for sales teams  Life Insurance  Vacation Pay/Holiday Pay  Medical Care  Retirement Plans  Education Assistance Programs  Employee Assistance Programs  Healthcare Reimbursement Accounts  Wellness Programs  Employer Assistance For Childcare  Fitness Centers  Stock Options  Flexible Workplace Retaining Staff

Costs Recruiting new employees  Recruiting, hiring, and training processes Facility costs  Overhead  New buildings  Production facilities (if needed) Retention costs  Incentives programs  Various benefits costs  Extended and maintenance training

References Dubinsky, A.J. & Skinner, S.J. (2004). High performers- recruiting and retaining top employees. Mason, OH: Thomson South- Western. Money-Zine. (2007). Top employee benefits. Retrieved from Job/Top-Employee-Benefits/ Teresko, J. (2009, April 1). What you need to know about workforce optimization. IndustryWeek Magazine. Retrieved from w_about_workforce_optimization_18697.aspx?ShowAll=1 Workforce planning instruction manual. (2010, August 1). Retrieved from