User:Anabiyaa Ali/sandbox

Legalities Of Recruitment: Workforce Utilization
Workforce utilization is simply a way of identifying whether or not the composition of the workforce—measured by race and sex—employed in a particular job category in a particular firm is representative of the composition of the entire labor market available to perform that job. To see what considerations this implies, let's consider this situation: There is a town in which the percentage of qualified arc welders is 10 percent female and 15 percent African American. Now let's say that a firm in this town needs and has no staff 20 arc welders, of whom none are female and three are African American. If the representation of workforce reflects the representation of the qualified arc welders in the town, we should expect to find 20 × 0.15 = 3 African-American arc welders, and 20 × 0.10 = 2 female arc welders. Yet no female arc welders are employed at the firm. Now can you begin to see what workforce utilization is all about? One of the main thing that must be considered in workforce utilization is the available legal market, which the courts refer to as the "relevant labor market." In practice, some courts have defined the relevant labor market for jobs that require skills not possessed by the general population as those living with a reasonable commuting or recruiting area for the facility who are in the same occupational classification as the job in question. With employers and job seekers making increasing use of the internet and related technologies, however, labor market information is now more widely available, workers are more mobile, and relevant labor markets are geographically large. In computing workforce utilization statistics, begin by preparing a table, such as table 1, which examines the job group "managers." (Similar analysis must also be done for eight others categories of employees specified by the EECO.) This table shows that of 90 managers, 20 are African American and 15 are female, respectively. Hence, for workforce representation to reach parity with labor market representation, 0.30 × 90, or 27, of the managers should be African American and 0.10 × 90, or 9 should be female. The recruitment goal, therefore, is to hire seven more African American to reach parity with the available labor force. What about the six excess female managers? The utilization analysis serves simply as a "red flag," calling attention to recruitment needs. The extra female managers will not be furloughed or fixed. However, they may be given additional training, or they may be transferred to other jobs that might provide them with greater breadth of experience, particularly if utilization analyses for those other jobs indicate a need to recruit additional females. At this point a logical question is, how large a disparity between the composition of the workforce employed and the composition of the available labor market constitutes a prima facie case of unfair discrimination by the employer?

Table 1:
AFRICAN-AMERICAN AND FEMALE UTILIZATION ANALYSIS FOR MANAGERIAL JOBS