Staffing Plan for Cement Enterprise and Ready Mix (CEMIX) Company in UAE

Staffing Plan for Cement Enterprise and Ready Mix (CEMIX) Company in UAE

            Cement Enterprise and Ready Mix (CEMIX) is a company that deals in the production, sale, and distribution of ready to use cement and aggregate. The firm was started in the United Arab Emirates in 2002 after an established research that reported a growing market demand for ready mix concrete and aggregate (CEMIX, 2014). The company grew to be one of the largest providers of readily mixed concrete products in UAE by using sophisticated satellite equipment. It supplies its product in Abu Dhabi and the rest of the world for commercial, industrial, and residential purposes. The organization has modern laboratories and expansive logistics that offer multiple solutions to their clients in the construction industry. Similarly, it is known for its efficient, skilled, and energetic workforce to make its operations and service delivery effective and match up to clients’ demands. This paper is an analysis of staffing plan for CEMIX, and it details how the firm goes about the forecasting method and techniques used to staff employees in order to hire the best-qualified candidates.

Mission and Vision Statement for CEMIX

            The mission of Cement Enterprise and Ready Mix is to exceed the expectations of the customers by providing them with high quality products in a timely manner according to their project requirements, coupled with professional customer services (CEMIX, 2002). The company’s vision is to design a niche as an efficient and leading supplier of readily mixed concrete and aggregate in the United Arab Emirates and provide quality products for their customers as they continue to invest and use the latest technology. They observe their core values of providing the best to their customers using the latest technology, deliver their products on time even to those clients in remote places, produce high quality goods and services, seek continuous improvement in their operations, and adhere to environmental safety standards as per UAE requirements.


Overview of the staffing plan

            Every organization relies on the human resources to ensure that all the work is done. Through effective human resource development, CEMIX Company is able to hire the best workers to help it meet its goals, objectives, and achieve the mission and vision for the clients. The firm has attained a cutting edge, competitive advantage and expanded its operations globally through hiring the best-qualified employees (McDaniel & Gitman, 2008). The best method to use for employing the most qualified candidate relies on the type of staffing plan and future forecasting methods that the firm has in place. Consequently, the firm can use several methods to hire, fire, promote, and retain their workers in order to ensure that their operations are successful in the region.

            The cement Enterprises and Ready Mix company uses the flow modeling method of staffing their employees. It is a sophisticated strategy used in forecasting factors such as employee recruitment needs and setting affirmative action goals. By using the flow modeling-staffing plan, the CEMIX Company is able to set goals on one side and consider hiring their employees on a given side (McDaniel & Gitman, 2008). In this case, the managers in the firm are able to treat each activity as a single entity in order to come up with the most effective results.

The word flow used in the methods describes the movement of employees in, across, and out of the organization. It makes it possible for the company to know the number of employees to be employed (flow into) the organization (Shipps, 2007). In many cases, CEMIX usually try to reduce employee turnover by providing the best motivational techniques such as proper pay packages, health covers, appraisals, and other work friendly offers. Using these techniques does not only ensure that the workers stay within the organization but enable the firm to realize its goals.

The movement of employees across the organization refers to the process of workers changing departments due to skills or distribution of labour requirement. This method might also follow when a member of staff gets a promotion to a higher rank or even demoted to a lower position within the organization. On the other hand, staff members may opt out of the firm in search of greener pastures, after they have been fired, or due to retirement age factor (McAfee, Fottler & Nkomo, 2007). In this case, the flow modeling method enables managers at CEMIX to have a clear view of the intended movement in employees and plan for appropriate actions to take in order to fill the vacant positions. This strategy also allows managers to consider factors such transfer of employees to other branches as well as temporary out sourcing of services from outside the firm.

Main techniques used in employment

 Forecasting methods

Managers at CEMIX are able to forecast the future movement of employees (the Y variable) in relation to the past flow of workers (the X variable) using the flow modeling technique (Rabin, 1994). They can assess information on past movements by using objective historical or subjective estimate data to come up with the expected transition of staff members within the firm. From their information, the managers in this firm rely on the assumption that the movement of employees in the firm is directly proportional to the movement of employees out of the organization. This means that the leaders in the company are able to know the number of human resources to hire by looking at the number leaving the company due to retirement, transfer or termination and promotions to other posts within the firm. For example if twenty employees move across and out of the firm, then the same number of employees will be hired into the company (Hernandez, 2008). The managers in the firm prefer the flow modeling technique of staffing  as they find it effective in ensuring total staffing for their human resources and it gives them the information on who to promote to various posts as well as those to take to other departments.

CEMIX managers employ current and future forecasting methods to determine the number of staff members they will need to hire in their company. For example, they used current forecasting techniques to estimate the number of human resources employed in job categories such as managerial, technical, clerical service, and professional job positions (Pane, Caruth & Caruth, 2008). From this estimation, they can know those employees who will maintain their position, those who will be transferred to other departments, and the staffs who will leave the company due to other reasons.

On the other hand, future forecasting enables them to know the number of people to hire and the skills that each person must possess in order to fill the vacant positions left due to lateral, vertical, horizontal, and business moves in the firm. The managers of the firm normally use supply-forecasting method, a technique that allows them to estimate the number of employees that will join the firm in future (Pane, Caruth & Caruth, 2008). They can use skills inventory to find out the types of skills that the new employees must have so that they can fill the vacant positions adequately.

Outside candidates

The managers of the company recognize the fact that they need to fill the vacant positions by getting staff from outside the firm. This means that they must come up with methods for hiring these human resources. The company uses a procedure that involves advertising the vacant position both internally and externally (McAfee, Fottler & Nkomo, 2007). They then organize a date to review all the applicants’ resumes and organize an ample time for interviews. The interview process is conducted by the managers and other qualified professionals in the firm. During this process, the managers must ensure that they hire the people with the right skills. They must ensure that they acquire individuals with the right knowledge for the job.

Internal candidates

The company find it easy to source for internal staff members since they already know each employee, their capabilities, knowledge, and skills they posses. In order to recruit internal clients, they attempt to offer promotional opportunities to the best-qualified current employees, unless otherwise stated (Shipps, 2007). They can also fill internal vacant positions by transferring employees from one branch to the next. This enables them to transfer knowledge and ensure that only the best candidates get to lead their different branches.

Succession Plan

The CEMIX Company has a succession plan that allows internal members to be promoted to higher posts. The management of the company tries as much as they can to ensure that they retain their employees by promoting them from time to time. They also recognize their skills, knowledge, and talents in order to allow the promotions (CEMIX, 2007). The mangers of the company only outsource people for their succession plan upon realizing that there is not current employee with the required skills. In many instances, the organization has procedures to be used in succession plans. For example, they ensure that the existing employees are given the first opportunities to assume higher leadership positions before they can decide to hire any person from outside the companies. Managers also get top managerial jobs and other leadership positions that are above their ranks (Pane, Caruth & Caruth, 2008). They organization may as well decide to take a temporary personnel as they source for the right candidate outside their company or from other branches.

Issues Identifies During the Interview

While interviewing managers at CEMIX companies, it was evident that they had a clear strategy of staffing plane. However, their method of human resource development was not up to speed with several procedures in this field. They lacked proper selection criterion despite the fact them most of their new employees were hired after thorough interviews (CEMIX, 2007). Human resource development should not be a continuous procedure to ensure that the company gets the best results from their employees.

For an organization to achieve the best result results from its employee, they must have a plan for training their works on a regular basis. However, CEMIX did not have a proper employee training in place. They did not mention any procedure that entails weekly or monthly training of employees in order to improve their skills. Just like many other institutions in the UAE, gender imbalance was still an issue in the firm. This was notable by looking at its leadership structure. On e would find out that I (McAfee, Fottler & Nkomo, 2007) hold almost all managerial and top positions. On the other hand, this firm has proper organizational culture in place but these cultures do not play important roles in ensuring the balance between men and women roles in the firm.

Recommended Course of Action

CEMIX Company has a proper ways of staffing their employees and even retaining them, therefore, in order to achieve even better innovative competitive advantage, the need to develop their human resources effectively (Aswathappa, 2005). They should ensure that they train their employees on a regular basis to equip them with modern skills and knowledge in carrying out their duties. They should encourage their employees to attend such trainings in order to be more effective at work. Finally, the firms should embrace gender equality in order to be more competitive and profitable.


Human resource development is the most important feature of an organization. Without the department, no one business activity can be conducted, and the firm might become extinct. Hence, CEMIX needs to ensure that their human resources are well taken care of. They should be trained on a regular basis to ensure their effectiveness within the firm. The firm must follow their flow modeling technique of staff planning so that they can hire employees who are skilled enough to offer effective labor in the organization. This sophisticated method offers important forecasting knowledge required for managers with the responsibility of selecting and recruiting staff for the company.


Aswathappa, K. (2005).Human Resource and Personnel Management. New York NY: Tata McGraw-Hill Education

Bogardus, A. (2006). Human resources jump start. New York, NY: John Willey & Sons

Hernandez, R. (2009). Strategic human resources management in Health Services Organizations. Belmont, CA: Cengage Learning

McAfee, B., Fottler, M. & Nkomo, S. (2007).Human resource management applications: cases, exercises, incidents, and skill builders. Belmont, CA: Cengage Learning

McDaniel, C & Gitman, L. (2008). The Future of Business: The Essentials. Belmont, CA: Cengage Learning

Pane, S., Caruth, G. & Caruth, D. (2008). Staffing the contemporary organization: A guide to planning, recruiting, and selecting for human resource professionals third edition. USA: Green Wood Publishing Group

Sharma, P. (2002). Modern methods of school organization. New Delhi, India: Sarup & Sons

Shipps, B. (2007). Information technology staffing strategies: on the road to “agility”. New York, NY: ProQuest

Rabin, J. (1994). Handbook of public personnel administration. New York, NY: CRC Press.