The SMC Company

The SMC Company, a manufacturer of ergonomic office equipment is located in a small Midwestern town of 30,000 people with an unemployment rate of 2.2%. The 100 employees of SMC are 90% white, wile the local labor market population is approximately 40% minority. The CEO and five directors are white males, and the only female supervisor works in customer service. There are six departments under the SMC CEO, with the number of individuals employed in each department in parentheses: 1) Human Resources (2); 2) Customer Service (5); 3) Finance/Accounting (7); 4) Manufacturing (65); 5) Operations (10); 6) Marketing/Sales (10). Due to increased demand, SMC Company needs to increase output by 100%. This will require a staffing plan and the development and implementation of recruiting strategies.

Staffing for SMC is made more difficult by the low rate of unemployment in the area, the small population of the town, and, according to Russell (2004, p. 1), a labor market that represents a candidate's market: "In the last two or three years employers could dictate what they needed or were willing to pay, but not it's starting to shift in the other direction." In light of these challenges, the following staffing plan is proposed, for each department, to produce the increased demand required for SMC Company's growth:

HR Finance/Account Manufacturing Operations Mrktng/Sales

A total of 42 new hires will be required to meet the

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an resource pool of minority candidates in the region. SMC is 90% white in employee makeup but 40% of the demographic is minority. This enables an excellent opportunity for recruiting strategies like job fairs, high school recruitment, and others that focus on minority populations. Budgens Supermarkets has one of the highest retention rates of personnel in the industry. The company maintains this success stems from recruiting practices that embrace diversity, something they believe is critical to retention among an "increasingly diverse workforce and population," (Minnow, 2002, p. 29). Minorities and women in positions of supervision are needed at SMC so the corporate culture is one that more greatly mirrors the makeup of the area demographic. Neglecting this resource pool will make finding the best and brightest candidates more difficult for SMC. The use of technology to recruit employees is becoming commonplace among HR professionals. Such technologies that used to be cost prohibitive, selling for up to $100,000, can now be had for $10,000 or less, (Mandell, 1998, p. 16). Such methods of recruiting save money through increased efficiency and greater productivity among recruiters. They also lower costs of hiring outside

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