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American Plastics had fared rather worse than its competitors had during the economic downturn. With revenue, quality, and productivity down, management set several goals to reverse the company's fortune. One area in need of improvement was human resources and "Janet," the newly appointed HR Director faced a daunting challenge: to quickly re-invent the Human Resources function, reposition it a strategic partner to the business, and improve employee perceptions of her department. Her predecessor retired after leading a major reduction in force causing a significant exodus of key talent, some unexpected. Janet was charged with finding a way to retain top talent and develop a steady but highly qualified stream of candidates to fill regular as well as critical positions. The CEO agreed with her that differentiating the human resources function was essential for the company's strategic plan to succeed. In her first two weeks on the job, Janet discovered: Job descriptions were inconsistent, long but vague lists of high level "duties and responsibilities" and qualifications Job titles did not reflect the work people did, used instead as a framework for budgeting and compensation as many were doing unique work requiring different knowledge and skills. Aside from providing a coordinating function, human resources had outsourced recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level or criticality of the open position, human resources rarely conducted interviews or assessments before or after handing over the third party resumes to the hiring organization and would get involved again only when a candidate was selected. HR's participation in the onboarding process of new employees was limited to having them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms. Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses. The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them. The Performance Employee Evaluation Program did not align with anything, was viewed by managers and individual contributors alike as a burdensome annual chore that interfered with people's "real jobs." The management of talent is one of a handful of strategic services human resources can offer. The decline of traditional HR functions through automation, self-service, and outsourcing demands a "culture change" within human resources: adopt a business focus by an organization still structured largely around benefits administration, time and attendance reporting, labor cost processing, and similar transactional operations. Write a communications plan not to exceed 1,050 words to support the strategy of American Plast.

Education

paper forms.
Training and Development (T&D) had largely been outsourced
to several companies that provided generic on-line courses.
The recent departure of several mission-critical employees
disclosed no systematic means of capturing expertise from
employees; when they left, their knowledge left with them.
The Performance Employee Evaluation Program did not align
with anything, was viewed by managers and individual
contributors alike as a burdensome annual chore that interfered
with people's "real jobs."
The management of talent is one of a handful of strategic
services human resources can offer. The decline of traditional
HR functions through automation, self-service, and outsourcing
demands a "culture change" within human resources: adopt a
business focus by an organization still structured largely around
benefits administration, time and attendance reporting, labor
cost processing, and similar transactional operations.
Write
a communications plan not to exceed 1,050 words to support the
strategy of American Plastics.
Justify
why they were important for your strategic HRM planning
process.
Recommend
how to address these considerations.
*****Response must be consistent with New APA guidelines
complete with detailed intro and conclusion, subtitles for each
section, in-text citations, as well as reference page. *****

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HRM/498 v5 Signature Assignment: Strategic HRM Planning Scenario HRM/498 v5 Page 2 of 2 Signature Assignment: Strategic HRM Planning ScenarioScenario Janet is the newly appointed HR Representative with Global Plastics, Inc. This organization operates in the United States, Europe, and Asia and has fared worse than its competitors during a recent economic downturn. Janet’s predecessor retired after leading a major reduction in force, causing a significant exodus of key talent. With revenue, quality, and productivity down, management set several goals to address the human resources component of the company’s strategic plan: · quickly re-invent the Human Resources function · reposition it as a strategic partner to the business · improve employee perceptions of her department · retain top talent and develop a steady but highly-qualified stream of candidates to fill regular as well as critical positions In her first month on the job Janet discovered the following issues: · The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them. · HR's participation in the onboarding process of new employees was limited to having them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms. The new employees departed the session with little understanding of the mission and the respective role they each play in supporting and moving the mission forward. · Aside from providing a coordinating function, human resources had outsourced recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level of the open position, human resources rarely conducted interviews or assessments before or after handing over the resumes from the outsourced recruiter to the appropriate hiring department. Human Resources would get involved again only when a candidate was selected. · Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses. The assessment of these courses added little value to the employee’s respective position. · Job titles didn't reflect the work people did, and were used instead as a framework for budgeting and compensation. Many employees were doing unique work requiring different knowledge and skills. · Job descriptions were inconsistent, long but vague lists consisting of high level duties, responsibilities, and qualifications. · The Performance Employee Evaluation Program didn't align with anything, was viewed by managers and individual contributors alike as a burdensome annual chore that interfered with people's "real jobs." · Attracting the top talent remains a continual challenge especially in its overseas operations. The turnover rate remains 20% higher than at Global Plastics US divisions. · OSHA violations c ...

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Can Faculty Teach Moral Development? How can the role of a teaching faculty member assist in the moral development of students? Make sure to support your response with reliable references and realistic examples. · Your initial post (approximately 200-250 words) should address each question in the discussion HRM/498 v5 Signature Assignment: Strategic HRM Planning Scenario HRM/498 v5 Page 2 of 2 Signature Assignment: Strategic HRM Planning ScenarioScenario Janet is the newly appointed HR Representative with Global Plastics, Inc. This organization operates in the United States, Europe, and Asia and has fared worse than its competitors during a recent economic downturn. Janet’s predecessor retired after leading a major reduction in force, causing a significant exodus of key talent. With revenue, quality, and productivity down, management set several goals to address the human resources component of the company’s strategic plan: · quickly re-invent the Human Resources function · reposition it as a strategic partner to the business · improve employee perceptions of her department · retain top talent and develop a steady but highly-qualified stream of candidates to fill regular as well as critical positions In her first month on the job Janet discovered the following issues: · The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them. · HR's participation in the onboarding process of new employees was limited to having them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms. The new employees departed the session with little understanding of the mission and the respective role they each play in supporting and moving the mission forward. · Aside from providing a coordinating function, human resources had outsourced recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level of the open position, human resources rarely conducted interviews or assessments before or after handing over the resumes from the outsourced recruiter to the appropriate hiring department. Human Resources would get involved again only when a candidate was selected. · Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses. The assessment of these courses added little value to the employee’s respective position. · Job titles didn't reflect the work people did, and were used instead as a framework for budgeting and compensation. Many employees were doing unique work requiring different knowledge and skills. · Job descriptions were inconsistent, long but vague lists consisting of high level duties, responsibilities, and qualifications. · The Performance Employee Evaluation Program didn't align with anything, was v.

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A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI. These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.

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Chapter 2 Supplemental Case Xerox Focuses on HR Xerox is a widely known firm worldwide, but it has been through numerous crises in the past decade. In fact, at one point several years ago, there were questions about Xerox surviving as a firm. But no longer. Under the leadership of Anne Mulcahy as CEO, Xerox has rebounded Numerous strategic business and financial decisions had to be made, including reducing the workforce by 30,000. But Mulcahy also stressed that HR had to become a more strategic contributor One of the actions taken was to consolidate a number of HR fu and has added Internet-based systems to make HR services more accessible to nctions from different business into a corporate HR Service Center. This center performs many administrative transactions managers and employees To track employees\' views on the company and HR, employee surveys on the company intranet have been used for several years. Areas at which lower scores were recorded have been addressed by HR staff and other managers. The survey results have led to another primary focus at Xerox: employee retention. With all of the reductions and organizational restructurings, keeping the remaining employees, especially high-potential ones, has been a continuing emphasis. Xerox has invested significant time and resources into training and development of its employees, an important retention factor. Greater use of e-learning, technology, and leadership development have paid off in reducing turnover and convincing employees that career opportunities exist at Xerox. Continuing competitive pressures are presenting new challenges for Xerox and its HR staff. The strategic importance of HR has been demonstrated in the past and looks to be a part of the firm\'s future.4 Questions 1. Discuss the challenges faced by HR management when significant staff cutbacks occur and how they should be addressed 2. Use of technology, employee retention, and HR development have been at the core of HR becoming more strategic at Xerox. Why have those areas been so key? Solution 1. Challenges : A. Need of Restructuring of organization : organization needs to arrange and reallocate current employees. B. Investing time again : organization has to build trust with the employees again as not following up on this can lead to a negative workplace environment. C. An environment of suspense and distrust: employees feel less belonged to organization and doubt that they might get laid off from the job as well. D. Costs to train and develop new employees : since new or existing employees would be required to Take up some jobs, costs are bound to occur..

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Course ScenarioReynolds Tool & DieReynolds Mission Stateme.docx

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COURSE REFLECTION June 11, 2020 How has this course helped you be more prepared for successful leadership? This course has helped prepare me for successful leadership. It has enlightened me about various rights regarding the treatment of students. The learning standards in the course have been helpful. Through the learning standards, knowledge of the freedom of religion and expression was gained. As a successful educational leader understanding that the students have the freedom of religion. Also understanding that students who come from minority groups are likely to be discriminated against or denied their rights. Therefore, advocates for equity in the course of educational leadership and honors diverse views. However, being a successful educational leader understands that children have different learning needs, and this makes them strive to create a strong educational opportunity and provide adequate learning resources. How do you see yourself using the information in this course to support your leadership goals? The course enabled me to learn about how to handle student records. As an educational leader, I am in a better position to safeguard the records of students. Upon completion of the course, one understands how to communicate with parents about the progress of children and their rights. I learned that I should ensure that student records are accessed only for educational legitimate reasons. Researchers are likely to ask for students' records, and this means an educational leader must have a proper understanding of privacy laws. The knowledge acquired about the safety of students was important. It was useful to know that teachers are responsible for the safety of students as they must care for them when they are at school or during school-related events. Regarding school attire, it was good to know that one must create opportunities for open discussion with parents and teachers and even community members to decide on the appropriate attire for students. The information gained in this course will be used to create safe learning environments for children in the future. Students will be protected from harassment, discrimination, and other potential dangers they could face at school. The information will also be used to create adequate policies about various issues such as school uniforms and the level of expression. It will also help to find learning resources for students, especially from the community members. While creating policies regarding various school issues such as student privacy and search, I will use the information acquired from this course. For students with disabilities, adequate learning aids will be provided and they will be treated fairly. Positive relationships will be developed with families and caregivers of the children. There will also be a high level of collaboration and supervision of instruction. How might the information in this course change or add to your own personal definition of leadership (Especially .

COURSE REFLECTIONJune 11, 2020How has this course helped you.docx

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Course Reflection GuidelinesPurpose The purpose of this assignment is to provide the student an opportunity to reflect on selected RN-BSN competencies acquired through the NUR3165 course. Course Outcomes This assignment provides documentation of student ability to meet the following course outcomes: · The student will be able to produce a complete research paper. · The student will identify the research methods, sources and application in nursing practice. Points This assignment is worth a total of 100 points (10%). Due Date Submit your completed assignment under the Assignment tab by Sunday 11:59 p.m. EST of Week 15 as directed.Requirements 1. The Course Reflection is worth 100 points (10%) and will be graded on quality of self-assessment, use of citations, use of Standard English grammar, sentence structure, and overall organization based on the required components as summarized in the directions and grading criteria/rubric. 2. Follow the directions and grading criteria closely. Any questions about your essay may be posted under the Q & A forum under the Discussions tab. 3. The length of the reflection is to be within three to six pages excluding title page and reference pages. 4. APA format is required with both a title page and reference page. Use the required components of the review as Level 1 headers (upper and lower case, centered): Note: Introduction – Write an introduction but do not use “Introduction” as a heading in accordance with the rules put forth in the Publication manual of the American Psychological Association (2010, p. 63). a. Course Reflection b. ConclusionPreparing Your Reflection The BSN Essentials (AACN, 2008) outline a number of healthcare policy and advocacy competencies for the BSN-prepared nurse. Reflect on the NUR3165 course readings, discussion threads, and applications you have completed across this course and write a reflective essay regarding the extent to which you feel you are now prepared to: 1. “Explain the interrelationships among theory, practice, and research. 2. Demonstrate an understanding of the basic elements of the research process and models for applying evidence to clinical practice. 3. Advocate for the protection of human subjects in the conduct of research. 4. Evaluate the credibility of sources of information, including but not limited to databases and Internet resources. 5. Participate in the process of retrieval, appraisal, and synthesis of evidence in collaboration with other members of the healthcare team to improve patient outcomes. 6. Integrate evidence, clinical judgment, interprofessional perspectives, and patient preferences in planning, implementing, and evaluating outcomes of care. 7. Collaborate in the collection, documentation, and dissemination of evidence. 8. Acquire an understanding of the process for how nursing and related healthcare quality and safety measures are developed, validated, and endorsed. 9. Describe mechanisms to resolve identified practice discrepancies .

Course Reflection GuidelinesPurposeThe purpose of this assignmen.docx

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Course Project Examine the statement of cash flows for the companies you selected in Week 1 for the most recent year. Tasks: Summarize your course project to this point. What have you learned about your companies? What are the two largest investing activities and financing activities for each firm? Compare and contrast the investing and financing activities of the two companies. Evaluate the investing and financing strategies of the two firms? Provide a rationale for your opinion as to the effectiveness of each of the strategies. Submission Details: Submit a 3-4 page Microsoft Word document, using APA style. Name your file: SU_FIN4060_W3_CP_LastName_FirstInitial.doc Submit your assignment to the Submissions Area by the due date assigned. .

Course ProjectExamine the statement of cash flows for the compan.docx

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Course: PHYSICAL SECURITY Discussion Question – Primary post due Wednesday by 11:55 pm EST "There are many different types of physical barriers, internal and external to an organization or facility.How can physical aid in the protection of high dollar assets that an organization wants to protect?" "APA Format" "NO PLAGIARISM" Plagiarism includes copying and pasting material from the internet into assignments without properly citing the source of the material. .

Course PHYSICAL SECURITYDiscussion Question – Primary post du.docx

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Course Project Layers of Me” My Humanitarian Professional Pro.docx

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Course Objectives: CLO #1: Assess elements of contemporary leadership theories and models. CLO #2: Analyze qualities and skills of a highly effective, ethical leader. Assignment Prompt: Take both the American College of Healthcare Executives (ACHE) Ethics Self Assessment and the Project Management Institute (PMI) Ethics Self-Assessment . Watch the MindTools video on Values . Instructions: Conduct an analysis of your personal ethical beliefs and values. Use the ethics self-assessments to help determine your strengths, weaknesses, and opportunities. Develop a 3-4 page essay that discusses the results of those assessments, your personal ethical beliefs and values, and your own personal philosophy of ethical leadership. Your essay must be supported by at least 2-3 scholarly sources . .

Course ObjectivesCLO #1 Assess elements of contemporary le.docx

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Course Name Intro to big data.Assignment Big data and CO.docx

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COURSE: MGT211 Using the Internet, and credible electronic search tools, research various options for delivering worker performance training programs in this 21st century. Select a minimum of three training methods (e.g., classroom, directed study, video conferencing, self-paced, computer-mediated, manual, etc.). Using the aforementioned “Guidelines for Writing Papers”, write a 4-5 academic paper that describes a minimum of three methods of today’s training options. Include a minimum of two credible references that were used in your research. Guidelines for Writing Papers Your papers should be: word-processed using Microsoft’s Word (extension .doc or .docx) double-spaced Your papers should have: one-inch margins a font size of 12 a cover page that includes your paper’s title, your name, the date, and the course identification an introduction that states the purpose of the paper, and provides a roadmap of the paper’s contents paragraphs that develop and support your ideas section titles or headings, that help to organize your presentation a conclusion that summarizes the paper a logical flow smooth transitions between ideas in-text citations and a reference (bibliography) page using APA style (no footnotes) No grammatical, punctuation, or spelling errors .

COURSE MGT211Using the Internet, and credible electronic se.docx

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