Landslide Limousines: Recruitment and Selection Strategies
Recruitment and Selection Strategies for Landslide Limousines Carlos Mata M.D.University of Phoenix/ HRM 531TO: Bradley Stonefield, Customer of Atwood and Allen ConsultingFROM: Carlos MataCC: Traci GoldemanDATE: May 25, 2015SUBJECT:  Landslide Limousines: Recruitment and Selection Strategies A successful business must begin at the bottom, meaning that employee recruitment and selection strategies are the building blocks for Landslide Limousines. The business will be based in Austin, Texas.  Mr. Stonefield plans on hiring 25 employees by the end of the first year. He believes his net revenue for the first year will be a negative $50,000, but predicts that he will see a five percent growth in subsequent years following the first year. The company should have about a ten percent turnover yearly. Landslide Limousines overall organizational goal is to provide outstanding customer service in top of the line limousine accommodations at an affordable rate.  This will set it apart from its competition.  Despite this realistic goal, it will be based on the frontline employees whom dictate that recruiting and selecting exceptional talented employees is an absolute necessity in order for Landslide limousines business model to be prosperous.
Impact of Organizational Diversity/Demographic Changes on Landslide LimousinesAmerica is known as a melting pot, especial in today’s culture, with various changes occurring in the population of Austin. It continues to grow and diversify specifically in terms of its demographics.  Over the next several decades Texass population will increase by over 70% by 2040. Hispanics will outnumber Anglo-Saxon’s due to high birth rates and immigrate rates (Combs, S, n.d.).  As the population continues to skyrocket, Mr. Stonefield will have an abundance of qualified applicants for positions, which also entails more potential clients. This makes it important to concentrate on having a diverse employee base in the office.  Of course, the more diverse an organization is, the more difficult it becomes to manage. However, this will allow for a broad and diverse employee base to recruit and select from.  This will allow Landslide Limousines to contend with other more established companies that may not have a diverse employee base to relate and speak to their potential clients. The focus should be on hiring the most experienced drivers, managers, and customer service representatives. In order to keep turnover at or below the ten percent level, an efficient and effective reward and compensation plan must be utilized. Analysis of Projected Workforce NeedsA good company is only as solid as its shakiest employee. Landslide limousines greatest asset will not be its equipment capital but its employees, especially its’ chauffeurs. They will be the ones providing the service that will entice customers/clients to return for repeat services. Thus, they have the ability to increase or decrease daily revenue opportunities. It is of paramount importance that Mr. Stonefield’s company hire exceptional drivers that will be the face of the company. Again, other employees will be needed besides drivers, a company is only as good as its weakest link. Managers will be necessary to have a clean and efficient scheduling system for its drivers. Further, employees must be hired to help expand the customer base and keep customer data private. Based on the metrics above, Landslide Limousines should hire one new driver when cash flow increases 10%. This will help keep overhead low while increasing revenue margins and keep the predicted grow rate of 5% or higher over the next five years.