Workforce Planning Task 2.docx TASK2 Workforce Planning: Recruitment and Selection (TASK) To cut down on overtime, the police department needs to hire new officers very quickly. Human Resource
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Workforce Planning Task 2.docx TASK2 Workforce Planning: Recruitment and Selection (TASK) To cut down on overtime, the police department needs to hire new officers very quickly. Human Resource Department needs to hire additional police officers to end overtime; our police force is unhappy with the pay cuts that would result from the lack of overtime capacity. The Human Resources Department recognized three causes of tension in the workforce within the existing police department: competing interests between management and staff, conflicting expectations of overtime and unforeseeable policies. Officers need to work overtime to keep their family's lives and convenience. Cutting off officers ' overtime would contribute to many being unable to pay for Newly acquired loans, debts and additional expenses that may have been incurred. Management needs to reduce overtime pay under the Mayor Directive and to build a more fiscally effective workforce. Officers feel that overtime is a right to their efforts and things they have given up over the past years. Officers see that the new mayor doesnt have their best interests at heart and that the mayor and the city are unappreciated. The Mayor sees the officers taking advantage of the lack of jobs and as the root of his latest political embarrassment. Police department had no knowledge of future policy changes to overtime until the mayor made his statement. They were not told about their union representatives, and they had no time to adapt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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