Please Reply to the following 2 Discussion posts-Requirement APA forma.docx

Please Reply to the following 2 Discussion posts:
Requirement
APA format with intext citation
Word count minimum of 150 words per post
References at least one high-level scholarly reference per post within the last 5 years in APA
format.
Plagiarism free.
Turnitin receipt.
DISCUSSION POST # 1 Reply to Elaine
A 19-year-old college student is asking for contraceptives.
Q3. Â According to Rosenthal & Burchum (2019), the key factors in determining contraceptive
measures are safety, efficacy, and patient preference. A thorough history should determine
aÂ patient's eligibility and risk factors. This includes a history of deep vein thrombosis,
pulmonary embolism, stroke, high blood pressure, cardiovascular disease, diabetes, migraines,
systemic lupus, irritable bowel syndrome, gallbladder disease, length of the menstrual cycle,
irregular or heavy bleeding, patient and family history of breast cancer, in addition to lifestyle
question such as the history of smoking, desiredÂ method, pills compliance, and sexual activity
(CDC, 2022; Kaunitz, 2021). For example, many health conditions would eliminate certain oral
contraceptives as options, while multiple sexual partners or a history of pelvic inflammatory
disease would eliminate intrauterine devices.
For the patient in this case study, I would recommend starting with the NuvaRing. NuvaRing is a
combined estrogen and progestin vaginal ring that is inserted monthly and provides continuous
hormonal release with a one-week break during week 4 in which it is removed (Kaunitz, 2022;
Rosenthal & Burchum, 2021). It contains 2.7mg of ethinyl estradiol and 11.7mg of etonogestrel.
The NuvaRing has a similar mechanism of action to combined oral contraceptives (COC).
â€œThe chief mechanism of action is the inhibition of gonadotropins and prevention of ovulation
along with effects on cervical mucus and endometrial histologyâ€• (Wieder & Pattimakiel,
2010, p. 403). The most common side effects of the NuvaRing are similar to that of COC
including nausea, vaginitis, headache, and weight gain but to a less degree than with COC. There
is an increased risk for serious venous thrombotic events as with COC but according to Wieder
& Pattimakiel (2010), there is no significant increase in blood pressure in studies assessing
patients using the vaginal ring.
DISCUSSION POST # 2 Reply to Astrid

Q5. The patient is concerned because her mother and sister developed fractures in their
legs and vertebra after menopause. She wants to know what medication and other advice
will prevent osteoporosis. You discuss bisphosphonates. How are they used in the
prevention and treatment of osteoporosis?
Osteoporosis is a condition in which bone mineral density and bone mass decrease, resulting in
weakened and brittle bones (Rosen, 2022). With osteoporosis, the body breaks down bones faster
than builds new ones. Bisphosphonates are used to prevent bone resorption and osteoporotic
fractures. They inhibit bone resorption by reducing the number and activity of osteoclasts once
incorporated into bone. Rosen (2022) also states that alendronate, sold under the brand names
Fosamax and Binosto, is one of the bisphosphonates that is shown to increase bone mineral
density and decrease the risk of vertebral fractures in postmenopausal women. Food decreases
the absorption of oral bisphosphonates (Rosenthal & Burchum, 2021). Coffee, orange juice,
calcium, magnesium, and iron also decrease the absorption and bioavailability of
bisphosphonates. Therefore, they must be taken first thing in the morning, on an empty stomach,
with a full glass of water.
Furthermore, vitamin D deficiency and inadequate calcium consumption are prevalent in
osteoporosis patients (Rosen, 2022). Therefore, individuals taking bisphosphonates should take
calcium and vitamin D supplements. However, calcium, other mineral supplements (e.g.,
magnesium, iron), and antacids can interfere with the absorption of oral bisphosphonates and
should not be taken for at least two hours after bisphosphonates. In addition, performing regular
weight-bearing exercises, consuming a healthy diet, and avoiding alcohol and smoking are
lifestyle measures that can promote bone health (Rosenthal & Burchum, 2021).
Downloaded by Faculty Strayer on 7/18/2015.
Â©2014 by the Kellogg School of Management at Northwestern University. This case was
prepared by Guilherme Riederer â€™13, Nathan Tacha â€™13, and Rodrigue Ulrich Nselel
Awanda â€™12, under the supervision of Professor Karen Cates. Cases are developed solely as
the basis for class discussion. Cases are not intended to serve as endorsements, sources of
primary data, or illustrations of effective or ineffective management. To order copies or request
permission to reproduce materials, call 847.491.5400 or e-mail [emailÂ protected] No part of
this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or
transmitted in any form or by any meansâ€”electronic, mechanical, photocopying, recording, or
otherwiseâ€”without the permission of Kellogg Case Publishing.
KAREN CATES AND GUILHERME RIEDERER â€™13 5-313-501
The Perils and Pitfalls of Leading Change: A Young Managerâ€™s Turnaround Journey
Daniel Oliveira felt like he was on top of the world and was having a great night at the 2006
Clothes & Accessoriesâ€™ Annual Retreat party celebrating store manager promotions. The air
crackled with excitement: twenty new store managers had been promoted that day, company
sales were soaring, and future prospects were bright.

Just one year ago, Oliveira had been in his final year of business school in SÃ£o Paulo, looking
for the perfect job after graduation. His top choice was a position in an extremely selective
management-training program at leading fashion retail company Clothes & Accessories. After a
grueling selection process, he was awarded one of twenty positions out of 10,000 applicants.
As part of the highly respected training program, Oliveira was assigned to a city in the northeast
of Brazil called Recife. The Recife store was one of Clothes & Accessoriesâ€™ largest stores in
terms of both size and revenue, with more than 350 employees, a healthy culture, and an
effective manager. Over the next year, Oliveira gained experience in all aspects of the business:
he unloaded trucks, served as a cashier, led small departments, and acted as a store supervisor.
He even assumed a temporary store manager role when the full-time manager took a month-long
vacation. By working through each role and working side-by-side with the employees, he had
earned both the respect and the friendship of employees of all ranks in the store.
Because of his successful performance as a trainee, Oliveira was promoted to full-time store
manager and given a new assignment: leading and managing the turnaround of a store that had
been experiencing declining performance. He was excited and honored to be given such a
challenge.
At the Annual Retreat just before starting his new job, Oliveira grabbed a caipirinha1 from one
of the open bars and decided to meet his future manager, Francisco Prado. Oliveira found Prado
after a quick scan of the room and walked over to introduce himself and express gratitude for
being given such a wonderful opportunity. Quick-witted and very direct, Prado did not care for
small talk. Without wasting any words, Prado advised Oliveira to speak with one of the former
store managers he had led some years ago, Douglas Fischer.
1 Caipirinha is a famous Brazilian drink.
PERILS AND PITFALLS OF LEADING CHANGE 5-313-501
2 KELLOGG SCHOOL OF MANAGEMENT
Like Oliveira, Fischer had been a very young store manager with a gregarious personality and a
thirst for challenge. After a long conversation about different topics, Oliveira asked him for his
best piece of advice. Fischer responded without hesitation: â€œThe first and most important
thing you have to do is to get to know your people. Get closer to your team before you try to
change anything. Donâ€™t fall into the same trap I got caught in!â€•
Oliveira reflected on Fischerâ€™s words for a while, remembering his recent successes with the
employees at the Recife store during his training assignments. That store had done very well
during the month he had managed it, so he was confident in his abilities to manage people,
especially at a smaller store.
Clothes & Accessories and the Fashion Industry in Brazil

A European company that launched its Brazilian operations in the 1970s, Clothes & Accessories
was the national leader in the fashion retail industry, holding a considerable lead over the
competition. Its strong brand and economies of scale had driven the growth of the Brazilian
fashion industry during the 1990s. Overall revenues, number of stores, and same-store sales were
soaring. It was a golden age for the company.
The last two decades had been fantastic for the fashion retail industry in Brazil. The stable
economy and increasing access to credit after mid-1990s economic reforms had helped the
Brazilian middle class grow in both size and buying power. The poorest classes, which
previously had spent all of their income on basic needs, were now able to move up to the middle
class, increasing their consumption of discretionary products and services. The apparel and
fashion industry benefited greatly from this change in consumption patterns.
Significant economic growth and an evolution of the middle class seemed especially evident in
VitÃ³ria, a mid-sized city in the southeastern state of EspÃrito Santo (Exhibit 1). The growing
utilization of all city ports and the large investments from major corporations, such as Vale do
Rio Doce and Petrobras, had increased the populationâ€™s buying power and demand for
consumer products and services.
The Honeymoon Phase
Initial Excitement
Oliveira had been assigned to manage the Clothes & Accessories store located in the heart of
downtown VitÃ³ria. The store was the companyâ€™s ninth location in Brazil, built in 1983, and
staffed with more than a hundred employees. Since the late 1990s, the storeâ€™s performance
had been steadily declining, and it had dramatically worsened in the last five years. Clothes &
Accessoriesâ€™ leadership expected Oliveira to not only stop the declining performance, but
also to increase performance to the levels of other stores with better locations.
To Oliveira, only twenty-two years old at the time, this looked like a career-making dream and
the path to success within the company. Oliveiraâ€™s confidence in his abilities was based on
his excellent performance evaluations during his training. In addition, Prado was known for
being
5-313-501 PERILS AND PITFALLS OF LEADING CHANGE
KELLOGG SCHOOL OF MANAGEMENT 3
a great mentor and catalyst of personal development. Prado was also on the fast track for future
top-management responsibilities.
Oliveira was excited about moving to VitÃ³ria. Passionate about extreme sports, he arrived a few
days before his start date to explore the city and found perfect weather, amazing beaches, and

natural places to explore. VitÃ³ria offered amazing opportunities for parachuting, scuba diving,
and rock climbing.
Pandoraâ€™s Box
The morning Oliveira arrived at his new workplace, he was welcomed by one of his future direct
reports, Roberta Santos. She showed him to his new office and informed him that the outgoing
manager, Sara Carvalho, was late due to a flight delay. Not knowing where to start, Oliveira
decided to wait for Carvalho.
Carvalho arrived an hour later, apologized for her delay, and then outlined the two-day transition
plan. She had prepared a transition â€œpackageâ€• that included several reports and documents,
including ready deliverables for short-term deadlines. The transition schedule started with the
â€œmicro-market presentationâ€•: walking around the area outside the store. In the middle of
the walk she said, â€œAs you can see, downtown VitÃ³ria is in decline: several governmental
institutions and offices have moved away; the transit population has been reduced; the market is
against usâ€”and the company is not recognizing that. We are always being compared to the
growth of stores that are not facing the same external problems.â€•
During the walk Oliveira saw vacant buildings that seemed to support what Carvalho was saying.
He decided to focus on factors inside the store before worrying about the issues outside the store.
After their walk, they discussed the storeâ€™s human resources. With the organization chart
(Exhibit 2) and the supervisorsâ€™ performance appraisals in hand, Carvalho started describing
the two supervisors. â€œRoberta Santos is the store apparel supervisor. She has ten years of
experience, all of it here at this store. She knows everything there is to know about operating this
store. She is really good at managing her team, and everyone loves her. I usually donâ€™t stress
over her team at all because she always handles it. She is also a very nice person.
â€œMaria Almeida is the store financial services supervisor. She has eighteen years of
experience at Clothes & Accessories, spread across several different stores. She is very
knowledgeable and committed to the company. She will always be there for you when you need
her. She is a bit old to seek career advancement and can be rather tough to deal with at times, but
I think you should use her experiences and her tough personality to keep the team on track!
â€œI also consider the two department leaders to be crucial assets to the store. Mariana
Rodrigues, from the ladies department, and Laura Lima, from the service department, are very
experienced; both have more than ten years at Clothes & Accessories. They are key people for
store operations. Mariana is a very nice, friendly person, and Laura is very aggressive but
efficient.â€•
During these first couple days, Oliveira watched vigilantly for operational improvement
opportunities that he could leverage as he worked to turn the storeâ€™s performance around.
The

store was not crowded at all, but the few people he saw inside the store were always standing in
either fitting room or cashier lines. He noted that the store showcase was not clean and was badly
merchandised, and the indoor mannequins were always dressed without any accessories. Clearly
there was room for operational improvements. Oliveira was even more bothered to see that none
of the employees were smiling, so he concluded that there was an enormous opportunity to
improve the working environment.
The Downward Spiral
Initiating Change
After the two fast-paced transition days, Oliveira was finally ready for his role. On the way to the
store, he remembered the conversation he had had with Fischer, especially his advice on
â€œgetting to know your people first.â€• He understood the importance of having a connection
with his employees and spent the first week meeting with each person individually, inquiring
about basic information such as their name, experience, and role at the store.
After several weeks, he had met all of his employees and knew everyoneâ€™s name by heart.
He knew it was time for the next steps and decided to move on: I know everyone and they know
me, so I can start changing things, right?
He then set up a meeting for Monday morning with his store management teamâ€”Santos,
Almeida, Rodrigues, and Lima â€”to talk about his vision and strategies for changing the store to
improve performance.
Oliveira spent the entire weekend preparing for the meeting. His proposal included the
implementation of an â€œurgency codeâ€• to both cashier and fitting room staff (i.e., everyone
should stop their work and help these departments whenever a customer line had more than three
people) and an immediate reallocation of personnel to increase the visual merchandising team in
order to improve the showcase and mannequinsâ€™ presentation (including the use of
accessories). He also intended to change some department operations from the current system of
planning and designating functions by people to hourly-based activities planning.
He had well-reasoned arguments about what changes were needed and how to implement them,
but his enthusiasm was met with bored stares, a sort of resignation to his plans. The meeting was
tough for Oliveira, but he felt reassured that everyone would go along with the changes, even if
they did not yet share his enthusiasm. To keep everyone on track, Oliveira decided to establish a
weekly meeting with his management team, even though it would mean changing some
individual schedules.
A Vicious Cycle

Oliveira was confident that his proposed changes would generate better results, so he decided to
personally check on the departments to see the implementation progress. As he visited each
department, he was surprised to find that none of the changes had been made. He thought that it
might be because the management team was too busy with other things to guide the changes. To
help out, he took it upon himself to work with each departmentâ€™s employees to guarantee that
changes were implemented. After a few days, he was feeling very productive and figured that
working alongside the employees during implementation was a good way to relate with them, as
he had during his year of training.
A week after his first check-up, he went back to each department and found that the new policies
had stopped being implemented. When he asked each department leader or supervisor what had
happened, the reply was always the same: â€œOh, sorryâ€”I will do it right now!â€•
Feeling that successful implementation depended on his personal attention, he decided he would
have to be everywhere at once. Oliveira started to work sixty to seventy hours a week.
Once a month, Oliveira flew to Belo Horizonte, the capital of a neighboring state, to meet with
Francisco Prado and the other store managers in Pradoâ€™s region (Exhibit 3). In those
meetings, the ten store managers discussed the main challenges and best practices across the
entire organization. The manager with the best results in each key performance indicator (KPI)
shared how he or she had achieved the storeâ€™s success. Oliveira did not speak up because of
his storeâ€™s continuing poor performance, but the lessons from the other managers were a
source of new ideas for change in his store.
When Oliveira returned from his trip, he found that almost every improvement in his store had
been reversed. He felt that he had too many ideas and too few arms to ensure that they were
properly, and permanently, implemented. He was discouraged by the consistency with which the
staff would revert back to old procedures as soon as his back was turned. People seemed to be on
board with his proposed changes during the meetings, but then did not follow through.
He tried to discover the source of the problems by talking with the supervisors. They claimed
they did not know why improvements were failing and made excuses. He seemed to be stuck in a
vicious cycle: New ideas were discussed, implemented with Oliveiraâ€™s close supervision, and
later scrapped while he was supervising an implementation in another department. Was this a
consequence of the storeâ€™s location, as Carvalho had complained during the transition?
Changes were slow to happen, if at all, and the staff seemed disinterested. The steady decline in
the storeâ€™s performance continued, and even worsened. He decided to address the issue
directly with his people.

A Reality Check
After another unsuccessful Monday meeting, he invited Rodrigues, the operational leader of the
ladies department, to have coffee at a popular downtown cafe. He worked up the courage to ask
her why she thought his ideas were struggling to gain traction.
After a long pause, she took a deep breath and replied: â€œIâ€™ll be honest with you. The
people in this store do not respect you. In fact, I have never seen a manager so thoroughly
rejected. I believe that this is the main reason for the troubles.â€•
At a loss for words, Oliveira thanked her for her candid comments. Filled with disappointment
and self-doubt, he went home to reflect. He recognized that he had a problem on his hands, but
did not see an easy solution.
His much-needed vacation was only a week away, and instead of trying to solve the entire
motivation problem before he left, he slowed down and tried to refocus and ensure that some sort
of progress was made during his month-long absence.
Judgment Day
After his first vacation as store manager, Oliveira returned to VitÃ³ria feeling relaxed and ready
to work. He had plenty of new ideas for driving employee involvement.
Just as he placed his luggage on the bed, his phone started to ring. It was Prado: â€œTudo bom,
Daniel? I just called to say that I will be at your office tomorrow morning. We need to talk.â€•
The next morning, Oliveira had barely had a chance to turn on his computer before Prado
appeared.
â€œDaniel,â€ he began, â€œone week ago I received a call from one of your store supervisors
asking me to come to your store, saying it was a matter of utmost importance. When I got here,
the supervisor and two other team leaders quit to go to our competitor. When I asked why, they
were direct and clear: â€˜Because we donâ€™t believe in our manager. How can a young guy
with no experience at all say that what I was doing for the last ten years was wrong?â€™â€•
Oliveira listened in stunned silence, afraid that he was about to be fired.
Surprisingly, his boss continued: â€œNow that you have made a mistake, go fix it. I trust that
you can handle it without any support or resources from the other stores. As difficult as it may

be, enjoy this recovery. Every executive will have to pass through a restructuring sooner or later.
Try to learn from it, and give me a call whenever you need advice.â€•
Without another word, Prado left the room. Oliveira looked out the window at the partially
cloudy day and wondered what to do now.
Exhibit 1: Map of Brazil
Source: http://www.infoplease.com/atlas.
Exhibit 2: Store Basic Organization Chart
Storeï¿½Manager Danielï¿½Oliveira
Apparelï¿½ï¿½Supervisor Robertaï¿½Santos
Ladiesï¿½Departmentï¿½ï¿½ Operationalï¿½Leader Marianaï¿½Rodrigues
Servicesï¿½Departmentï¿½ï¿½ Operationalï¿½Leader
Lauraï¿½Lima
Financialï¿½Servicesï¿½ Supervisor
Mariaï¿½Almeidaï¿½
Exhibit 3: Clothes & Accessoriesâ€™ Operations Department Organization Chart
Viceï¿½Presidentï¿½ofï¿½ Operations
Directorï¿½ofï¿½ Operationsï¿½1
Regionalï¿½Manager Franciscoï¿½Prado

Storeï¿½Managerï¿½ Danielï¿½Oliveira
Storeï¿½Managerï¿½2
Storeï¿½Managerï¿½3 Storeï¿½Managerï¿½4
Regionalï¿½Managerï¿½ 2
Directorï¿½ofï¿½ Operationsï¿½2
 Footer
Assignment: Diagnosing Change
This week has two parts.
Part One: Using the Perils and Pitfalls of Leading Change Handout (attached), analyze the
change that was implemented by Daniel Oliveira. Synthesize the change based on Kotterâ€™s
eight steps for leading change. Determine if Oliveira followed the Kotter model. Select one of
the steps to assess and determine if Oliveira accomplished this step. Why was this an important
step? Comment on how following the model may have made his change successful. Write a
1â€“2-page response.
Cite at least one reference.
Part Two: Write a 4â€“6-page paper in which you use the Selecting a Company assignment
(attached).
Describe the company in terms of industry, size, number of employees, and history.
Analyze in detail the current HR practice, policy, process, or procedure that you believe should
be changed.

Formulate three valid reasons for the proposed change based on current change management
theories.
Appraise the diagnostic tools that you can use to determine an organizationâ€™s readiness for
change. Propose two diagnostic tools that you can utilize to determine if the organization is ready
for change. Defend why you believe the diagnostic tools selected are the best choice for
diagnosing change in the organization.
Using one of the diagnostic tools you selected, assess the organizationâ€™s readiness for
change:
Provide results of the diagnostic analysis.
Explain the results.
Use at least 4 references
Interpret whether or not the organization is ready for change. Substantiate your conclusion by
referencing current change management theories.
Rubric
Describe the company in terms of industry, size, number of employees, and history.--
Levels of Achievement:
UnacceptableÂ 0Â (0.00%)Â points
Needs ImprovementÂ 15.75Â (11.25%)Â points
CompetentÂ 17.85Â (12.75%)Â points
ExemplaryÂ 21Â (15.00%)Â points
Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.--
Formulate three valid reasons for the proposed change based on current change management theories.--

Appraise the diagnostic tools that you can use to determine an organizationâ€™s readiness for change.
Propose two diagnostic tools which you can utilize to determine if the organization is ready for change.
Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the
organization.--
Using one of the diagnostic tools you selected, assess the organizationâ€™s readiness for change. Provide and
explain the results of the diagnostic analysis.--
Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing
current change management theories.--

Clarity or coherence in presentation and writing mechanics.--
Met formatting requirements, including one page summary for presentation option--
image1.wmf
Selecting a Company
1
Managing Organizational Change
1/16/2023
Selecting a Company
Introduction
First Independence Bank (FIB) is a community development financial institution and a minority-
owned bank based in Detroit, Michigan. Founded in 1970, First Independence Bank provides a
full range of banking and financial services to individuals, families, and businesses in the Detroit
metropolitan area (First Independence Bank, 2022). As a leader in community development

banking, FIB is committed to providing financial products and services in a socially responsible
manner that promotes economic development and promotes financial literacy. The mission of
FIB is to foster economic self-sufficiency and wealth in the communities it serves by providing
access to capital and financial services.
Assessment of Current Human Resource Programs, Policies, Procedures, and Initiatives
FIB has a strong focus on providing excellent customer service and a commitment to meeting the
needs of its clients, employees, and the community. FIBâ€™s human resources department is
responsible for developing and employing policies, procedures, and initiatives related to
recruiting, hiring, training, and employee relations. FIB has a comprehensive human resources
manual which outlines its policies and procedures. In addition, FIB offers a comprehensive
benefits package, including health, dental, and vision insurance, as well as a 401(k) plan (First
Independence Bank, 2022). FIBâ€™s human resources department is also responsible for
developing and maintaining employee engagement and development programs. These curricula
include professional development courses and workshops, career coaching, and mentorship
programs.
FIB is dedicated to cultivating a workplace that is diverse and inclusive. To support this goal, the
bank offers diversity and inclusion training for both management and staff and is invested in
promoting a culture of respect and inclusion. The bank has instigated an Affirmative Action
Plan, which outlines its commitment to equal opportunity and non-discrimination in
employment. FIB is committed to creating a safe and equitable work environment for all its
employees, regardless of race, gender, age, sexual orientation, ethnicity, or disability.
Additionally, FIB encourages the development of individual capabilities and seeks to create an
atmosphere of trust and collaboration among its diverse workforces. By actively supporting and
promoting diversity within the workplace, FIB recognizes the pertinence of embracing
differences and celebrating individual strengths. The bank is committed to promoting a diverse
and inclusive workplace that fosters respect, growth, and collaboration.
Hypothesize the Changes that Require Improvement
FIBâ€™s current human resources curriculums, policies, procedures, and initiatives are
effective; however, there is opportunity for development. One area that could benefit from
improvement is the bankâ€™s recruitment and retention strategy. FIB is one of the only black-
owned banks in the Detroit area. Itsâ€™ employee base is made up of almost all African
Americans. FIB should consider implementing a diversity and inclusion recruitment strategy,
which would focus on recruiting and retaining talented individuals from diverse backgrounds.
This could include recruiting at job fairs and other events that target underrepresented groups, as
well as diversifying the pool of job candidates (Griffin, et al., 2020). Additionally, FIB should
contemplate fulfilling initiatives that promote retention, such as offering flexible work
arrangements, more generous leaves of absence, more attractive vacation policies, and the
creation of a mentorship program.
FIB should also consider revising itsâ€™ policies and procedures related to employee
engagement and development. Currently, FIBâ€™s strategies regarding employee engagement

are limited to professional development courses and workshops, career coaching, and mentorship
programs. However, FIB should consider offering additional initiatives, such as team building
activities, employee recognition programs, and leadership development programs. These
initiatives would help to foster a culture of engagement and collaboration, and would promote
employee satisfaction and loyalty (Chanana, 2021).
Conclusion
In conclusion, First Independence Bankâ€™s current human resources programs, procedures,
processes, and initiatives are effective; however, there is room for enhancement. FIB should
ponder executing a diversity and inclusion recruitment strategy, as well as initiatives that
promote employee engagement and development. These changes would help to nurture a culture
of respect and inclusion and would promote employee gratification and allegiance. With these
changes, FIB would be better positioned to attract and retain talented individuals from diverse
backgrounds, and to promote economic development and financial literacy in the communities it
serves.
References
First Independence Bank. (2022, January 11). About us: First Independence Bank . First
Independence Bank |. Retrieved January 6, 2023, from
https://www.firstindependence.com/about/presidents-message/
Griffin, K., Bennett, J., & York, T. (2020). Leveraging promising practices: Improving the
recruitment, hiring, and retention of diverse & inclusive faculty.
Chanana, N. (2021). Employee engagement practices during COVIDâ€•19 lockdown. Journal
of public affairs , 21(4), e2508.

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