| Course | MT203 Human Resource Management |
|---|---|
| Unit | Unit 3 |
| Paper type | Recruitment plan |
| Length | About 870 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for MT203 Unit 3
Eighteen Helpers Before the First Opening: A Unit 3 Recruitment Plan for a Pool Service Company
[Student Name]
Purdue University Global
MT203: Human Resource Management
Unit 3 Recruitment Plan
[Instructor Name]
[Date]
Bluebonnet Pool Care, its branches and every figure are composite and illustrative; bracketed figures stand where the company's records would supply the numbers; the sources cited are real.
The Vacancy
Bluebonnet Pool Care needs [18] seasonal helpers across its Fort Worth, Arlington and Keller branches. Helpers ride with technicians during pool openings in March and April, when covers come off, equipment restarts and green water has to be cleared, and many stay on as trainee technicians for the summer. Pay is [$16.50 to $18.00] an hour, with about [28] weeks of work and a [$300] bonus for finishing the season. The job analysis from Unit 2 sets the requirements: lifting 50 pounds repeatedly, working in heat above 100 degrees by June, and a clean driving record for those who will later drive a route.
Why the Usual Audience Fails
Last year the company posted on a general job board in late February and hired mostly college students. Half of them left in early May for finals and summer plans elsewhere, just as the route load peaked. Breaugh (2008) argued that recruitment works best when employers first decide whom they want to reach and then choose methods that reach them, rather than starting with the channel. Bluebonnet started with the channel.
Audiences and Channels
Five groups are available from March and able to do the work.
The first is last year's helpers and technicians who left in good standing. About [14] are eligible for rehire, and each already knows the routes and the chemicals. The channel is a personal call from their former route supervisor in January, followed by a text with the start date. Zottoli and Wanous (2000), reviewing recruitment source research, found that employees hired through referrals and rehire tend to stay longer, which they linked partly to more accurate expectations about the job.
The second is adults looking for daytime work while children are in school, often parents who can work from 8:00 to 2:30. The channel is the school district's community bulletin and two parent groups on social media, with a posting that offers a shift ending before school pickup.
The third is recent veterans and those transitioning out of nearby military installations, who are used to physical work outdoors. The channel is the regional workforce board's veteran services office and its monthly hiring event.
The fourth is students in community college programs with afternoon and evening classes. The channel is the career office at two campuses, with a posting offering morning shifts.
The fifth is current employees' referrals. A [$200] bonus paid after the referred helper completes ninety days rewards employees for recommending people who stay, not just people who apply.
The students were never the problem; asking them to work through May was.
The Posting
The posting is written for the people above and describes the job honestly. It reads, in part: "Pool Season Helper, March through September. You will ride with an experienced technician, lift chemical pails of up to 50 pounds, and work outside in Texas heat by June. Shifts run 7:30 to 3:00, Monday to Friday, with some Saturdays in March and April. Pay is $16.50 to $18.00 an hour, plus a $300 season bonus. No experience needed; we train you, and many helpers move into technician roles."
The heat and the lifting appear in the first lines on purpose. A helper who quits in June because nobody mentioned the heat costs the company the recruiting and the training. Premack and Wanous (1985), pooled the field experiments on job previews and concluded that telling applicants about a job's drawbacks as well as its advantages reduce turnover somewhat by lowering inflated expectations.
Timeline
In January, route supervisors call eligible former employees. In the first week of February, the posting goes live on the school bulletin, parent groups, the workforce board and the community college career sites, and the referral bonus is announced. Group interviews run every Tuesday in February at the Fort Worth shop. Offers go out within a week of each interview. Helpers start on March 2 with two days of chemical safety and ride-along training before openings begin.
The Tuesday group interviews use three questions from the Unit 2 job analysis, about heat, lifting and handling a customer who is home, plus a short demonstration of carrying a tablet pail from a truck to an equipment pad. The demonstration is not a test anyone fails for being slow; it lets applicants feel the weight before they accept.
Budget and Measures
The plan costs about [$4,200]: [$1,500] for job board and social media posts, [$1,200] for expected referral bonuses, [$900] in supervisor time for calls and interviews, and [$600] for the hiring event table and printed materials. Success means [18] helpers hired by March 15, at least [14] still employed on June 1, and at least [6] moving into technician roles by July. The company will record which channel produced each hire, so next year's plan can drop the channels that do not produce helpers who stay.
References
Breaugh, J. A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103-118. https://doi.org/10.1016/j.hrmr.2008.07.003
Premack, S. L., & Wanous, J. P. (1985). A meta-analysis of realistic job preview experiments. Journal of Applied Psychology, 70(4), 706-719. https://doi.org/10.1037/0021-9010.70.4.706
Zottoli, M. A., & Wanous, J. P. (2000). Recruitment source research: Current status and future directions. Human Resource Management Review, 10(4), 353-382. https://doi.org/10.1016/S1053-4822(00)00032-2
MT203 Unit 3 instructions, in plain terms
The third unit asks for a plan to fill one or more openings, and most prompts want more than a list of job boards. Expect to describe the vacancy, identify the people most likely to be qualified and available, choose channels that reach each group, draft the posting itself, set a timeline and state a budget with measures. Many sections teach that recruitment should start from the audience, not the channel. Realistic job previews are a frequent topic, so a posting that states the hard parts of the job tends to be rewarded. Requirements should come from the job analysis in Unit 2 if your section links the two. Pay ranges are increasingly expected in postings, and some states require them. Plan on about four pages, with Breaugh or similar recruiting studies cited in APA 7, and keep the drafted posting short enough to read on a phone.
How the MT 203 Unit 3 example is put together
The plan opens with the vacancy: eighteen helpers, three branches, pay, about twenty-eight weeks and a season bonus, with requirements taken from the Unit 2 analysis. A short section explains last year's failure and uses Breaugh's point that employers should decide whom they want before choosing methods. Five audiences follow, each with a channel and a reason it fits, and Zottoli and Wanous support the rehire calls. A highlighted line says the students were never the problem; the May finish was. The posting is drafted in full, with lifting, heat and shift times first, and Premack and Wanous on job previews explain why. A further section builds the job analysis into Tuesday group interviews with a pail-carrying demonstration. The timeline runs from January calls to a March 2 start, and the budget of about $4,200 sits beside three measures and a channel record for next year.
Where the points sit in the MT203 Unit 3 rubric
Recruitment plans in MT 203 are usually scored on audience analysis, channel fit and the posting itself. A plan that names who is available at the right time, and why, earns more than one that lists popular job sites. Each channel should match where its audience already looks, and graders notice when a channel is chosen only because it is common. The drafted posting is often weighted heavily, since it shows whether the writer can turn the job analysis into words that attract the right people and discourage the wrong ones. A realistic preview, with the hard parts stated plainly, demonstrates the research in practice. A timeline with dates and a budget with figures show that the plan can be carried out. Measures should include retention, not just hires. Breaugh, Zottoli and Wanous, and Premack and Wanous need complete APA 7 entries.
Common MT203 Unit 3 mistakes, and how to avoid them
The most common problem with recruitment plans is starting with channels, such as posting everywhere, without asking who is actually available. Another is a job posting that lists the company's virtues and hides the hard parts of the job, which brings applicants who quit early. Some plans set a target number but no date, or a date with no plan for the weeks before it. Others measure success only by applications received. Referral bonuses paid on the hire date, rather than after a retention period, reward the wrong outcome. If the job you are recruiting for is seasonal, ask what else your audience is doing during those months, since that is often where the plan succeeds or fails. Describe the opening and when you need people, and our writers can help you choose audiences, match channels and draft an honest posting for that job.
Get an MT203 Unit 3 example written to your instructions
Which vacancy should the plan fill? A seasonal role, a single hard-to-fill position or the job in the Unit 3 prompt all work; attach the rubric and any details about the location. In 24-48h a plan returns organized by audience, with the posting drafted in full. A first request is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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MT203 Unit 3 questions, answered
Does the posting need to include pay?
Many sections expect it, and several states now require a pay range in job postings, with more considering similar rules. The example states an hourly range and explains in a margin note why: seasonal applicants compare offers quickly, and a posting without pay loses them to one that shows it. The rules differ by state, so the example flags the question for whichever state a case uses.
Where can I find a free MT203 Unit 3 sample paper?
The full MT203 Unit 3 recruitment plan is on this page. It targets eighteen seasonal helpers for a pool service company, organizes channels by audience, drafts a realistic posting, sets a timeline and budget and includes margin notes.
Why does the sample plan avoid relying on college students?
Because pool openings begin in March while classes are in session, and last year half the student hires left in early May. The plan recruits people free from March instead, such as parents, veterans and former helpers.
Why describe the heat and lifting in the first lines of the posting?
It works as a realistic job preview. Applicants who know about 50-pound pails and July heat before applying are less likely to quit in June, which would cost the company its recruiting and training.
Why is the referral bonus paid after ninety days?
So employees are rewarded for recommending people who stay, not just people who apply. A bonus on the hire date would encourage referrals of anyone willing to start, including those likely to leave after a few weeks.