Workforce Utilization Analysis 

Student Name

HRM-FPX5025 Assessment 1

Developing an Effective Workplace

Capella University 

Date:

Analysis of Workforce Utilization at CapraTek: Identifying Adverse Impact and Recommendations for Diversity and Inclusion

This report conducts a comprehensive analysis of the workforce utilization at CapraTek, a well-established computer component manufacturer in Georgia. The aim is to identify potential adverse impact and areas of underutilization or overutilization of specific groups within the workforce (Overview, 2019). By examining stock statistics, flow statistics, and concentration statistics derived from the EEO-1 report, this analysis provides valuable insights into the company’s diversity and inclusion practices (Phillips & Gully, 2015). Based on the findings, recommendations are presented to address areas of concern and promote a more equitable and diverse workforce.

Introduction:

CapraTek, with nearly 1,000 employees, is required to submit an annual EEO-1 report by May 31st to comply with federal regulations. This report provides a compliance survey that categorizes company employment data by race/ethnicity, gender, and job category (Phillips & Gully, 2015). By analyzing the stock statistics, flow statistics, and concentration statistics derived from this report, we can gain a deeper understanding of CapraTek’s workforce composition and identify any potential disparities that require attention.  (Avoiding Adverse Impact in Employment  Practices, 2019)

Workforce Utilization Analysis:

1. Stock Statistics:

Stock statistics, also known as utilization analysis, compare the percentages of men, women, and minorities in specific employment categories with the relevant labor force. (EEO-1 FAQ, 2019) The analysis reveals that males hold the highest percentage of employed individuals (82.05%) in the unskilled laborer category, while Hispanics or Latinos represent the lowest percentage (8.46%) of the currently employed workforce  (Phillips & Gully, 2015). The recently hired category shows 23 recent hires as Black or African American, indicating a diverse recruitment approach. Additionally, the analysis identifies 110 Black or African American applicants and 140 female applicants, highlighting the diversity of the candidate pool.

2. Flow Statistics:

Flow statistics focus on the selection rates of protected groups to determine significant differences. By calculating selection ratios, we can identify the highest and lowest percentages of employees within each category and group. The analysis reveals that females have the highest selection rate in the unskilled laborer category, while the white race holds the highest selection rate in the skilled laborer category. This information sheds light on the hiring patterns and potential disparities in recruitment processes.

3. Concentration Statistics:

Concentration statistics help identify the groups that are most concentrated within specific job categories. The analysis reveals that currently employed males and the white race are the most concentrated groups in both the unskilled and skilled laborer categories at CapraTek. This information indicates the need for a more diverse representation of employees in various job roles.

Recommendations:

Based on the findings from the utilization analysis, the following recommendations are proposed to address areas of concern and promote diversity and inclusion within CapraTek’s workforce:

1. Diversity and Inclusion Marketing Campaign:

CapraTek should invest in a marketing campaign that highlights the company’s commitment to diversity and inclusion. Partnering with organizations focused on specific groups and subgroups can help attract a more diverse applicant pool. Participation in career fairs at local community colleges and universities can also help identify talented individuals from underrepresented backgrounds.

2. Clear Job Descriptions and Compensation Information:

Thorough and inclusive job descriptions should be developed to attract applicants from diverse backgrounds. Additionally, providing transparent information on compensation and benefits, including training and development opportunities, can enhance the attractiveness of open positions.

3. Internal Promotion and Training Programs:

CapraTek should review and implement programs to train and develop unskilled laborers for internal promotions to skilled positions. This strategy would encourage job development, employee growth, and improve the representation of underrepresented groups in higher-level roles.

4. Salary Range Adjustment:

Increasing the salary range for both unskilled and skilled laborers can help attract a larger pool of applicants. Competitive compensation packages will further contribute to diversifying the workforce and attracting qualified candidates.

Conclusion:

By implementing the recommended strategies, CapraTek can proactively address areas of adverse impact, promote diversity and inclusion, and enhance the overall composition of their workforce. Achieving a more equitable and diverse workforce will not only improve the company’s reputation but also foster innovation, creativity, and better problem-solving capabilities. It is crucial for CapraTek to continuously monitor and assess their diversity and inclusion efforts to ensure long-term success and organizational growth.

References 

Avoiding Adverse Impacts in Employment Practices. (2019). SHRM. Retrieved from  https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/  

avoidingadverseimpact.aspx 

EEO-1 FAQ. (2019). EEOC.gov. Retrieved from https://www.eeoc.gov/employers/eeo1survey/  faq.cfm#About 

Overview. (2019). EEOC.gov. Retrieved from https://www.eeoc.gov/eeoc/index.cfm Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Boston, MA: Pearson