Answer the 3 questions associated with that case... please!

S.A. Jaguar Nuclear Operating Power Plant: Improving Recruitment and Selection S.A. Jaguar Nuclear Operating Power Plant (Jaguar Power), in operation since 2013, is a 3-unit, 24-hour baseload nuclear power plant. The plant is in a rural town home to 4500 residents. A junior college and two universities are located 12-15 miles away from the plant. Jaguar Power supplies 25% of the state's electric power generation - 831 MW of energy from Units 1 and 2 and 947 MW from Unit 3 . The plant has been a mainstay in the community and operates as a self-contained city with 823 employees at varying levels of experience and exposure to the control tower and the nuclear fission process. Jaguar Power's design is a pressurized water reactor (PWR) Westinghouse design, with original construction costs of $3.2 billion in 2001. The plant's current operating budget of $438 million has a major economic impact on the town. The United States Nuclear Regulatory Commission (NCR) heavily regulates the industry and requires each plant to conduct safety training, assessments, and a series of reviews and tests during annual shutdowns for maintenance. During these mandatory shutdowns, two of Jaguar Power's three units are taken offline for refueling, new staff onboarding, training, and review of all human performance (HP) errors identified. At a recent Human Resources and Training Department meeting, a goal was set to increase recruitment of prospective trainees by 17% in the next year. Due to the type of operations at Jaguar Power and the skill level required, Vice President of Human Resources, Kellie Singer, and her team have had a difficult time recruiting and retaining employees. After repeated job fairs, hosted lunch and learns, and signing bonuses, their bad luck is persisting. It appeared no one wanted to work at Jaguar Power, especially the junior engineers and veterans they desperately sought to attract. Despite all recent efforts, only 2030 recruits attended the Open Job Fair. Most of the attendees were not qualified due to several factors. This has made it difficult for Kellie and her team to decrease the 12% turnover rate in the new hires brought on two years earlier, as well as make progress on meeting higher recruiting goals. As initial efforts directed toward addressing these concerns, management felt it was imperative employees perform community service hours, and that a steady pipeline for recruits be established between the As initial efforts directed toward addressing these concerns, management felt it was imperative employees perform community service hours, and that a steady pipeline for recruits be established between the organization and the local colleges and universities. With such huge efforts directed toward being a positive presence in the community, it baffled Kellie that there were so few people interested in working for an organization like Jaguar Power. It was equally concerning that so few would remain for any significant period of time after being hired or promoted internally. To be successful at performing her job duties, she desperately needed to find answers to these conundrums! Because of the critical importance of recruiting and the company-wide effects of turnover, managers at Jaguar Power need to implement a new mechanism for increasing their applicant pool as well as selecting employees. Kellie, along with the board of directors, decided to restructure their recruiting and selection strategy. Kellie and her team agreed that adding job listings on Internet job boards and websites, such as Indeed.com, should increase their applicant pool. They posted job descriptions and qualifications in electronic format online as the first phase of this project. The number of resumes increased substantially, but the review of each application was consuming a lot of the HR team's time, which in turn, increased the amount of overtime current employees needed to handle other HR-related tasks. Applicants at Jaguar Power must be thoroughly reviewed before selection due to the high-risk nature of the job. The job criteria, personnel psychological testing, and an in-depth background check are all required before an interview is scheduled. All of these steps during the selection process are timeconsuming and require a greatideal of checks-and-balances from multiple HR and administrative personnel to ensure that all hiring procedures have been conducted. Now that recruiting is automated, HR is hoping to utilize these Web-based features within the selection process as well. The Web-based application is still requiring more time from HR, but the network it has provided in finding qualified applicants also has increased. Kellie believes the initial implementation of electronic selection processes has helped solve the original issue of the small applicant pool, but now she must research how this technology can be utilized more efficiently to reduce the overtime while still processing all the applications as well as improving the quality of applicants being identified for in-person interviews. Ineffective recruitment can cause a ripple effect throughout the organization. Hiring an unqualified person is costly, but if the recruitment and selection of employees is properly executed, companies can reduce the selection and development costs and the organization can become productive much faster. Jaguar Power's sales team is a vital component of the plant's success. Kellie's team determined they also needed to hire energy wholesale traders, nuclear physicists, and plant support staff. To conserve staff time, remove selection bias, and improve the quality of their applicant pool, Kellie decided to employ artificial intelligence (AI) to aid them in the process. Applications would be screened using software programed to rank applicants based on the ability of keywords in their resume matching key qualifications placed in the company's database. Also, virtual reality simulators will be utilized to give potential workers a "realistic experience" of the conditions under which they will be working, as well as train current employees in an Utilizing information from HR and her department's recruiting efforts, as well as conducting an internal review, Kellie distributed surveys and conducted in-person interviews with applicants and employees from the past two years. As a result, she was able to unearth practices that suggested why the turnover percentage was so high. But applicants had discovered a way to minimize the likelihood of AI weeding out their application. Several of the previoustapplicants admitted to placing keywords from the job description, that did not easily fit into describing their previous job duties, into the footer of their resume. Those words were typed in white font as to not be easily detected by the human eye but read by AI. Also, while performing community service hours, employees had been talking with students about the great pay but lack of consistent warm water in the showers, unsafe work conditions, confined spaces, baby boomers who do not communicate to the younger workers, and even unhealthy food served in the on-site caf. Review of the internal promotion process revealed department transfers were based on the recommendation of subordinates and not the department supervisors. The combination of poorly executed internal practices and current employees' willingness to share their dissatisfaction of the work environment with members of their strongest source of future applicants must be corrected immediately. Kellie decided to conduct a meeting with her staff to address her findings. You will be present at the meeting and below are the questions she will pose. With the knowledge you have acquired from reading this chapter, what would your response be? Questions 1. Jaguar Power is having a difficult time recruiting and selecting applicants, so they switch to using Web-based job applications. Now they are having a difficult time processing all of the applicants and weeding out the initial unqualified individuals. Natural Language Processing (NLP) is a subfield of AI, which analyzes and processes large amounts of data. It provides a computerized linguistic function by "reading" the data and extracting critical information programmed to help make decisions. How can NLP reduce the manual effort and time constraints currently impacting the HR department? 2. The job requirements are high-risk due to the nature of this type of job. The selection process requires specific criteria, such as psychological testing and in-depth background checks. This is a very timeconsuming and labor-intensive process for both the HR personnel and the applicant. How can technology enhance the accuracy while reducing human intervention during the selection process? 3. The training required to retain employees is specific and high-risk. How can Virtual Reality (VR) provide trainers and trainees a realistic, consistent, and measurable program? How is this likely to