The Leader - September 2007 - (Page 27) loca tIoN velocI ty: G o o d to day, but W hat abo ut to mo rro W ? FI G . 2 loca t IoN v e loc I t y me tr Ic high ideal level low es ow on ce s s s s s s y it ab il st co gn iz ed ho t ce on ce nd nd er er nd er ti oi en en ti ti re re re ni ad oy oy oy es ra pl pl pl nt pr ng pr tu sh /t /t /t em em em te te or ry co ce st of st ch es es co ra ra ry ng ng on st co pp er g di ti .o fi du du gh ag in -c iz oy er ov af pe an et us ns w in hi pl .e .r rn xp ls ho w em tr cu in m rr en st g in e c co tu oa if do il /e sk br ec w sp ic ne if rating. Categories to rate include competitive demand, qualified worker availability, labor cost, future wage escalation, work force quality (e.g., basic skills attainment), and turnover. Among the specifics that should be quantified to the best possible extent are: demand n Historical/current labor market competitors n New/emerging competitors n Extent of hiring activity (recent & projected) availability n Trends in applicant flow (including future outlook) n Forces replenishing labor supply (e.g., population growth, high school/college graduates, downsizing companies) n Changes in recruiting tactics necessary for successful staffing commute patterns sp ec Traffic levels n Changes in commute times n Commuting as a cause of turnover n Commute distance (e.g., 30 minutes) generating over 2/3 of hired workers n Best geographic sector of area from a labor draw perspective quality n Basic skills attainment n Problem solving skills n Computer literacy n Work ethic n Productivity turnover n Rate (involuntary turnover) n Positions most affected n Main reasons n Success of mitigation efforts cost n Effective start rate necessary for generating a large applicant pool n Past/projected changes in start rate n of fi ce /i nd ic Salary ranges and progression time therein n Annual salary increases n Likelihood of future adjustments beyond normal merit increase n Recommended posture in the local wage tier (e.g., 75th percentile) necessary to enjoy a successful staffing experience n Need for incentive (pay for performance) compensation n Benefits most coveted by the local work force keys to “employer-of-choice” n Above market compensation n Specific benefits n Job challenge n Career advancement n HR practices (e.g., alternative workweek, personal leave bank, flextime) n On-site amenities (e.g., health/fitness) n Company reputation (including corporate giving, civic involvement, and “green” initiatives) n th e le ade r 27 september / october 2007 re d cy sp ot
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.