Assignment 3b: Analysis on the Threats Defense Argument Due in Week 10 and worth 100 points The information you provided in your PowerPoint presentation on Threats to the Global Environment has led to productive debates at the United Nations General Assembly! Hence, they are now asking you to create an additional analysis report to respond to the issues raised in these debates. Your fourth project as a consultant for the United Nations is to develop a report that addresses the issues raised by some of the member states of the United Nations. Step I. Consider the Issues  In Assignment 3a, you were asked to create a PowerPoint identifying the four most critical threats out of eight threats provided in the table below. Energy sources Civil war Globalization Poor health of entire populations Lack of educational opportunities Cultural taboos Inappropriate uses of technology Climate change There are four remaining threats that you did not discuss in your PowerPoint. This assignment will focus on those four. Here are the specific tasks you will complete: · Review the remaining four threats that you did not use in Assignment 3a. · Pick two of the four to focus on in Assignment 3b. · Identify the reasons why you think these two threats are less critical than the four threats you chose for your PowerPoint presentation. Step II. Prepare Your Report The UN has given you the following guidelines. Introduction Briefly introduce the topic of the analysis (about 100-150 words). a. State the topic and intent of the paper. b. Identify the four threats you will discuss in the paper in the order in which they appear in the paper. Section I. Threat 1 a. Write an opening statement describing the perception of the threat. b. Write one page giving three reasons that explain why you saw this threat as less critical than the four you chose for your presentation in Assignment 3a. c. Support these reasons with at least three credible sources. Section II. Threat 2 a. Write an opening statement describing the perception of the threat. b. Write one page giving three reasons to explain why you saw this threat as less critical than the four you chose for your presentation in Assignment 3a. c. Support these reasons with at least three credible sources. Conclusion · Offer a summary (one page or less) of your defense of your choices that the United Nations can use to address their prioritization concerns. Formatting Requirements · Your paper may consist of up to four pages (not including the cover or reference pages). · Create headings for each section of your paper as follows: . Introduction . Threat 1 (include the name of your chosen threat) . Threat 2 (include the name of your chosen threat) . Conclusion · Use and cite four to six credible sources in your analysis. You may use the same source for more than one threat as long as you use a minimum of four different sources. A list of potential resources is available at the end of this course guide. · Make sure your paper ...

1. Assignment 3b: Analysis on the Threats Defense Argument
Due in Week 10 and worth 100 points
The information you provided in your PowerPoint presentation
on Threats to the Global Environment has led to productive
debates at the United Nations General Assembly! Hence, they
are now asking you to create an additional analysis report to
respond to the issues raised in these debates.
Your fourth project as a consultant for the United Nations is to
develop a report that addresses the issues raised by some of the
member states of the United Nations.
Step I. Consider the Issues
In Assignment 3a, you were asked to create a PowerPoint
identifying the four most critical threats out of eight threats
provided in the table below.
Energy sources
Civil war
Globalization
Poor health of entire populations
Lack of educational opportunities
Cultural taboos
Inappropriate uses of technology
Climate change
There are four remaining threats that you did not discuss in your
PowerPoint. This assignment will focus on those four. Here are
the specific tasks you will complete:
· Review the remaining four threats that you did not use in
Assignment 3a.
· Pick two of the four to focus on in Assignment 3b.
· Identify the reasons why you think these two threats are less
critical than the four threats you chose for your PowerPoint

2. presentation.
Step II. Prepare Your Report
The UN has given you the following guidelines.
Introduction
Briefly introduce the topic of the analysis (about 100-150
words).
a. State the topic and intent of the paper.
b. Identify the four threats you will discuss in the paper in the
order in which they appear in the paper.
Section I. Threat 1
a. Write an opening statement describing the perception of the
threat.
b. Write one page giving three reasons that explain why you saw
this threat as less critical than the four you chose for your
presentation in Assignment 3a.
c. Support these reasons with at least three credible sources.
Section II. Threat 2
a. Write an opening statement describing the perception of the
threat.
b. Write one page giving three reasons to explain why you saw
this threat as less critical than the four you chose for your
presentation in Assignment 3a.
c. Support these reasons with at least three credible sources.
Conclusion
· Offer a summary (one page or less) of your defense of your
choices that the United Nations can use to address their
prioritization concerns.
Formatting Requirements
· Your paper may consist of up to four pages (not including the
cover or reference pages).
· Create headings for each section of your paper as follows:
. Introduction
. Threat 1 (include the name of your chosen threat)
. Threat 2 (include the name of your chosen threat)
. Conclusion

3. · Use and cite four to six credible sources in your analysis. You
may use the same source for more than one threat as long as you
use a minimum of four different sources. A list of potential
resources is available at the end of this course guide.
· Make sure your paper contains both in-text citations and a
source list, per SWS guidelines; refer to the Strayer Writing
Standards (SWS) document for reference.
· Include a cover page with your name, the date you submitted
the paper, and your instructor's name.
The specific course learning outcome associated with this
assignment is as follows:
· Examine the factors that account for why the growth in the
world’s population can negatively affect the global society.
Grading for this assignment will be based on answer quality,
logic/organization of the paper, and language and writing skills,
using the following rubric:
Points: 100
Assignment 3b: Analysis on the Threats Defense Argument
Criteria
Exemplary
90-100% A
Proficient
80-89% B
Fair
70-79% C
Meets Minimum Expectations60-69% D
Unacceptable
Below 60% F
Included a counterargument paragraph for each of the two
threats.
Weight: 20%
Provided a well-written counterargument paragraph for each of
the two threats.
Provided a sufficient counterargument paragraph for each of the

4. two threats.
Provided counterarguments of less than a paragraph for two
threats.
Provided a counterargument against only one threat.
Did not provide any full paragraphs or counterarguments.
Included three points supporting the counterargument to each
threat.
Weight: 20%
Included three or more well-thought-out points supporting the
counterargument to each threat.
Included three points adequately supporting the
counterargument to each threat.
Included two points supporting the counterargument to each
threat.
Included one point supporting the counterargument to each
threat.
Did not provide any counterarguments or only completed the
assignment for one threat or none.
Included an opening statement and a conclusion for each threat.
Weight: 20%
Included a well-thought-out opening statement and a
conclusion.
Included a sufficient opening and conclusion for each threat.
Did not fully include an opening statement or a conclusion for
one of the threat paragraphs.
Missed an opening statement and a conclusion for one of the
threat paragraphs.
Did not provide an opening statement or a conclusion for either
paragraph.
Cited at least three credible sources.
Weight: 20%
Met the minimum credible source and proper citation
requirements.
Used 3 credible sources, with a few citation errors.

5. Used at least 2 credible sources and properly cited sources.
Used at least 2 sources but did not properly cite sources.
Used 1 or fewer sources.
Clarity, writing mechanics, and formatting.
Weight: 20%
0–2 errors present.
3–4 errors present.
5–6 errors present.
7–8 errors present.
More than 8 errors present.
Running head: TALENT MANAGEMENT STRATEGY
1
TALENT MANAGEMENT STRATEGY
9
Talent Management Strategy
Every business organization is fully aware of the fact that it
must possess the best talents for it to be competitive and
thriving in a hypercompetitive and complex global economy.
For this reason, every business organization that wishes to
remain relevant in the dynamic business world must focus on
hiring, developing, and retaining talented employees. On top of
these, business organizations must remain alive to the fact that
talent management is a critical component in achieving the best
possible results (Thunnissen, 2016). More importantly, every
business organization must appreciate the fact that talent is a
scarce resource that must be managed effectively to attain a
competitive advantage.
In some cases, such as financial difficulties, business
organizations are forced to reduce their workforce. However,
caution needs to be taken to avoid cutting so deep to the extent

6. that talents will be scarce when their financial positions
rebound. Elsewhere, it must be appreciated that the ability to be
effective in hiring, retaining, deploying and engaging talents at
all is the only real competitive advantage that a business
organization can boast. Having mentioned all these, an
organization such as Wall-Mart Inc. can take advantage of
talent management to attain a competitive advantage. This paper
provides a comprehensive view of how Wall-Mart Inc can take
advantage of the talent management strategy.
Question 1
It is imperative to appreciate the fact that talent management
strategy is one of the best strategies an organization such as
Wall-Mart Inc. can have. The company’s talent management
strategy can be comprised of nine best practices. The first best
practice will be tightly aligning talent strategy with the business
strategy (Thunnissen, 2016). To effectively manage talent, the
business goals and strategies must drive the quality and quantity
of talents that an organization needs. Matching talents to the
needs of the business is vital because the success of a business
hinges on ensuring that the right talents are in the right place
and at the right time. The second-best practice is talent
managers moving from the seat at the table to setting the table.
So that the top leadership should move to get involved in
searching and recruiting the best talents, grooming them, and
constantly reviewing the talent pool (McDonnell, Collings,
Mellahi & Schuler, 2017). In addition to this, the human
resource department will need to step up and play critical roles,
such as working with line managers in developing business
plans that integrate talent plans. This may include advising
talent managers on the ability to meet organizational goals with
talent on board.
The third best practice will be coming up with success profiles
to have a clear definition of what is required to achieve
exceptional performance. The fourth best practice in talent
management strategy will be appreciating the fact that talent

7. pipeline is as strong as its weakest link. This is based on the
premise that the ability of an organization to compete is
attributed to the performance of its key talents as well as the
ability to develop and promote those talents (Boudreau, 2016).
Recognizing this will play a critical role in coming up with a
planned approach of transition where an emphasis is placed on
developing the existing talents rather than engaging in risky
practices of hiring outsiders. The fifth best practice in this
strategy will mining middle-level managers who qualify for
leadership roles and have the potential to advance into strategic
roles. Similarly, the organization can focus on value creators
whose results are of more considerable significance and not
looking for talents outside the organization.
The sixth best practice is considering the difference between
potential, performance, and readiness. This will help in
appreciating the importance of putting more emphasis on
employee training and development to prepare them for senior
positions no matter how long it takes and not to source talents
from outside to fill senior positions that fall vacant (McDonnell
et al., 2017). The seventh-best practice under talent
management strategy is putting the right people in the right
jobs, which enables the organization to appreciate that hiring
the right skills is more efficient than placing a higher priority
on development. The eighth best practice is skills development
and accountability. In this case, the organization will focus on
developing the right skills and providing coaches for support
(Boudreau, 2016). The organization will clarify the role of each
employee so that each one knows what is expected of him. The
final best practice under talent management strategy will be
ensuring that the right expertise is in the right place as regards
talent development so that there is no overreliance on tools such
as talent management software since such tools cannot stand on
their own but with the support of the right expertise.
Question 2
Talent management is comprised of seven key components.
They are strategic employee planning, acquisition or

8. identification and retention of talents, managing and assessing
performance, learning and motivating talent or career
development, and succession planning. Putting all these
components in mind will ensure that the right employees suited
for various jobs are selected (McDonnell et al., 2017). Under
strategic employee planning, the company will develop and
prioritize its organizational and strategic plans. Then followed
by thinking about how to achieve those goals and implement the
plan. Leading to precedes identification of critical roles and
personnel that will take the organization to its desired position.
Once all these have been done, the organization’s talent
management strategy will focus on attracting the right talents to
identify, acquire and retain them. Bringing new talents in an
organization is a good thing; however, recognizing and
developing in-house talents is more effective. Therefore, the
organization can or may hire from within so that the existing
employees do not feel bypassed by outsiders (Khilji, Tarique &
Schuler, 2015). The organization should also focus on best
practices that facilitate the retention of talents now than talent
is a scarce resource that is sought after by many business
organizations. Having considered all these, the organization will
focus on managing and assessing the performance of employees
to ensure that the right talents are placed in the right places.
Ensuring that each role performed by each employee is aligned
with the business strategy of an organization so that it can
achieve its goals. It also ensures that talented employees are
aligned with roles that suit them best.
Apart from this, managing and assessing performance ensures
that the organization develops goals for success and equally
supports employee development, thus moving the organization
forward. The other component is learning and motivating where
an organization implements learning programs and tasks that
support the initiatives and the culture of the organization. It
must be appreciated that employees feel valued and appreciated
when their growth impacts positively the success of the
organization they work for (Khilji et al., 2015). Another vital

9. component is career development. Career development entails
nurturing potential leaders through the provision of professional
development tools that advance their career. The final
component is succession planning, where an organization
ponders on what happens when positions become available since
talents are a scare resource in every business organization.
Doing this ensures that an organization puts in place a plan of
action that will ensure an organization works smoothly when
filling key positions. Preparing the current middle-level
managers to take up strategic roles in the organization instead
of recruiting from outside.
Question 3
It is of no doubt that the talent management process is in itself a
strategy for competitive advantage for any organization
including Wall-Mart Inc. This is because the process identifies
any shortcomings that the organization’s talent management
may be experiencing. As regards Wall-Mart Inc, the company
has had an inadequate approach to talent management. Many
gaps existed that inhibited the organization’s efforts to
effectively identify and develop talents from within as opposed
to hiring from outside (Ozuem, Lancaster & Sharma, 2016).
Additionally, the company had, for many years, downsized its
workforce whenever there were turbulences. Little did the
management realize that doing this would subject the
organization to the talent shortage, especially when best talents
are victims of downsizing. Each time the company lowered its
prices, the competitors followed by doing the same until it
realized that the ability to effectively attract, hire, and retain
and engage highly qualified employees at all levels was the only
practical way an organization could realize a competitive
advantage.
Talent management is an effective way for this company to
realize a competitive advantage because it can identify existing
gaps between the available talents and the talents that an
organization to succeed in a hypercompetitive and complex

10. global economy. Furthermore, talent management strategy
enables many business organizations, including Wall-Mart, to
develop talents as a way of enhancing performance in its current
position as well as its readiness to transition to the next level.
More importantly, the talent management process provides a
competitive advantage because it facilitates the alignment of
individual goals to corporate goals and this plays an essential
role in meeting organizational goals (Khilji et al., 2015). It is
also significant to recognize that the talent management process
is a strategy for competitive advantage for the company in
question because it produces great employees that post superior
organizational performance. Furthermore, talent management
provides an avenue for employee growth and development,
especially when in-house employees are given a priority and
prepared for superior positions in the organization. Acts as a
motivational factor that brings about a competitive advantage
since employees feel engaged at all levels.
Question 4
In the next five to six years, Wall-Mart Inc. will have a
different environment, and several other companies will be in a
hurry scrambling for talents which most likely will be scarce
that it is today. The test and preference of people will have
changed, and technology will equally have changed
significantly. More importantly, employees will have different
goals and aspirations compared to their current position.
Therefore, the company’s talent management strategy should
equally change so that events do not overtake it. Doing this will
enable the organization to align its goals to the changing trends
and fit in the dynamic business environment (Ozuem et al.,
2016).
Additionally, if the company wants to sustain its relevance in
the next five or so years, its leadership must be willing to
appreciate that the employee expectations are changing. For
example, employees are increasingly becoming loyal to their
professions and not the organizations they work for. Equally,
the management of this organization must appreciate the fact

11. that in the next five to six years, employees will be less
accommodative of traditional organizational structures and
authority. Having all these in mind, the organization talent
management strategy should change with time to focus on
building an organizational culture that attracts and retains vital
talents by consistently aligning employee goals with
organizational objectives (Ozuem et al., 2016). Additionally,
the organization must be prepared to move from its current
talent management and realize that talent is a critical resource
in the success of an organization. This plays a major role in
helping this organization to effectively manage its talents so
that any existing gaps are filled.
In conclusion, business organizations must keep abreast with
the fact that talent management is a key ingredient in their
success. For this reason, more efforts should be concentrated on
ensuring that an effective talent management strategy is in place
to attain a competitive advantage. The only true way to attain
competitive advantage is having the ability to effectively
identify, hire, develop, retain, and engage talents at all levels in
an organization.
Reference
Boudreau, J. W. (2016). IBM's Global Talent Management
Strategy: The Vision of the Globally Integrated Enterprise.
SAGE.
Khilji, S. E., Tarique, I., & Schuler, R. S. (2015). Incorporating
the macro view in global talent management. Human Resource
Management Review, 25(3), 236-248.
McDonnell, A., Collings, D. G., Mellahi, K., & Schuler, R.
(2017). Talent management: a systematic review and future
prospects. European Journal of International
Management, 11(1), 86-128.
Ozuem, W., Lancaster, G., & Sharma, H. (2016). In search of
balance between talent management and employee engagement
in human resource management. In Strategic Labor Relations
Management in Modern Organizations (pp. 49-75). IGI Global.

12. Thunnissen, M. (2016). Talent management: For what, how and
how well? An empirical exploration of talent management in
practice. Employee Relations, 38(1), 57-72.