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Write a 2–3 page memo analyzing a U.S. state of your choice as a possible location for a new manufacturing plant. 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. 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 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.

To: Mr. David Hague
Vice President (Operations)
Capra Tek
New York.
CC: Ms. Anna George
Managing Director
Capra Tek
New York.
From: Esther Dain
Date: 3nd February 2014
Subject: Regarding construction of manufacturing plant in Oklahoma and work force planning for production unit.
This is to inform you that the proposed site for the new manufacturing plant could be in Oklahoma. Various researches and analysis has been undertaken in this regard and considering the economic, demographic and employment trends in Oklahoma, which underscores to proceed with construction of plant in the state.
Considering the gender statistics, Oklahoma has 52 percent of young females in the age group of 20-29. This is more than the whole US state. In the case of males, it is around 57 percent in the age group of 20-29 which is also more than whole of the US. Capra Tek could utilize the availability of more number of young males and females in Oklahoma for planning it’s work place in future.
Further, with regard to age distribution in various sectors, production sector holds a better picture which employs around 44 percent of people in the age group of 25-44 and 45 percent of people in the age group of 45-64. This shows the availability of skilled labor in Oklahoma compared to other states.
Arkansas which is also in the South Central region of the US, has a less number of employable young force, which is 48 percent in the age group of 20-29. In the case of males, it is around 55 percent in the 20-29 age group. While the availability of skilled labor force is also much lesser in Arkansas which is 36 and 40 percent respectively in the age group of 25-44.
Further it is estimated that the production lines of Capra Tek plant requires approximately 500 employees by the end of three phases, 150 employees for Phase 1, 100 employees for Phase 2 and 250 employees for Phase 3.
Every candidate will have to pass through a three round selection process. The first stage is an initial screening based on matching of skills and experience. Candidates who clear the first round will go through a second round of face-to-face interview with General Manager of Productions department. The candidates will be assessed based on knowledge, skills and experience. The selection stage also requires a medically fit certificate from a registered physician. Candidates who qualify all the three rounds will be given offer letters and the plant requires a total of 500 employees to be recruited for the production unit by the end of phase 3. All the selected candidates will have to attend a six-week training at the onsite too. The recruitment team have to screen at least 1000 candidates considering the hired-joinee ratio of previous years.
Considering the availability of skilled employees and employable young people in Oklahoma, the plant will definitely able to meet the work force requirements of the production unit.
With these aspects in the work force planning, Capra Tek could also continue to develop its elements in work force culture to become the employer of choice. Capra Tek’s policy of Equal employment opportunity will set the platform for both the male and female skilled employees to find equal opportunities of getting employed.
The Open Door policy of the company will help to establish transparent and flexible bottom-up communication paths. Capra Tek feels that its employees should be free and encouraged to speak openly to their supervisors, or other managers and directors about significant matters. This policy is essential for dealing with concerns or issues and gaining insight into potential problems.
Capra Tek also has a violence in the workplace policy which aims to provide a safe workplace free from violence, intimidation, harassment or any other form of disruptive behavior. The company also expect that all employees conduct themselves in a professional manner and in accordance with good business practices. The purpose of this policy is to provide employees with guidelines on managing actual or potentially violent situations. It aims to make all employees aware of the potential for violence in the workplace, to increase their capacity to recognize and act on early warning signs of potential violence, as well as to understand how to respond to any incidents of this nature.
I assert that these policies could be further developed by including sub-policies. These elements of work place culture of Capra Tek would definitely earn it a reputation of employer of choice not only in Oklahoma but also in the whole of US.
Let me conclude by stating that Oklahoma is the ideal location for the new manufacturing plant. Further, by developing the various policies Capra Tek could easily become an employer of choice too.
Thanking You
Michelle Stuart
 
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  1. Write a 2–3 page memo analyzing a U.S. state of your choice as a possible location for a new manufacturing plant. 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. 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 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.
  2. Scenario 2 Dubai government has signed an agreement for construction of a 228,000 sq. ft. electronics and specialised waste recycling plant at Dubai Industrial Park by December 2018. The construction will cost 3m AED and ongoing operating costs are estimated to be 500k AED annually. The facility wll serve as the region’s largest centre of expertise for electronic waste management. The plant will recycle the entire range of end-of-life electrical and electronic equipment ranging from consumer and industrial to commercial and military appliances, such as air conditioners, batteries, IT equipment, household appliances, military avionics and mobile phones. Phase 1 of the plant will comprise state-of-the-art equipment to process 50,000 tonnes of electronic waste annually Phase 2, which will go live at the end of the second year of operation and cost another m AED for construction, will increase capacity to 75,000 tonnes annually. Each tonne generates 50 AED of revenue through resale or reuse. The cost of capital is 10%. https://d2vlcm61l7u1fs.cloudfront.net/media%2F288%2F28807b88-1364-42b6-8128-29d4bb274d3e%2Fphp8TxYZA.png
  3. Scenario In Assessment 4, you developed a job analysis for CapraTek’s regional sales representative positions. Based on that job analysis, you will interview candidates. Before you can do so, you must develop interview questions based on the required knowledge, skills, and abilities (KSAs) and required experience for the CapraTek position. Requirements As a member of CapraTek’s human resources team, you believe the best way to develop the interview plan and select the best candidate is to include a variety of question types. Create a PowerPoint presentation deck containing the following elements, one question per slide. Ensure that your slides are uncrowded, visually appealing, and easy to read. •4 structured interview questions. •3 semi-structured interview questions. •2 behavioral interview questions. •2 situational interview questions. In addition, include the following: •Explain why the questions are appropriate for CapraTek’s position and do not request illegal information. Place your explanation in the slides’ notes area. •Describe which question type(s) relates to the KSAs or required experience for CapraTek’s position. •Include a title slide and (if needed) a resources slide.
  4. When Hewlett-Packard’s (HP’s) Services division decided to focus more on external IT consulting, Ron Kempf, the director of project management competency and certification at HP, brought together the firm’s various stakeholders to conduct a needs assessment to determine what type of training would be needed to achieve the new goal. HP’s decision to expand its consulting and integration business meant that 2,500 client-focused project managers and support staff around the world would need to improve their skills. Based on the cost of training and the resources it could provide, ESI International was chosen to train Kempf’s division so employees could achieve the “project management professional” designation. The designation has become a standard in the industry, and clients ask for the certification when requesting project bids. As a result, HP needed its project managers to be certified in order for the company to be competitive. Kempf worked with ESI to provide training in various formats in order to meet the needs of the worldwide workforce. The training methods included using HP’s knowledge management system, networking participants so they could learn from each other, e-learning, self-paced instruction, and formal training conducted at a “project management” university. The training initiative, which has been refined as needed over the years, has been very successful. Kempf credits it with boosting HP’s profit margins and keeping projects within budget. Now, however, HP needs to decide on the “next steps” to ensure that it doesn’t lose its competitive edge since many other companies have the same certifications for their project managers. Also, about 20% of the first group of employees who were trained will retire in five years. Answer the following questions by applying the concepts learned in Chapter 8. Also, conduct literature reviews on the subject of discussion and use to support your case study answers: Discuss the role that a needs assessment played in planning the training program for project management staff. What are the issues HP now faces? What role, if any, will training need to play in addressing those issues? How would you begin the process of creating a new training plan? Who should be involved? What would be the desired outcome of this training? HP is a very large company. How might the planning process for training be different if HP were a much smaller company?