· From The executive guide to high-impact talent management Power.docx

· From The executive guide to high-impact talent management:
Powerful tools for leveraging a changing workforce, read the
following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and
leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational
talent management in terms of policies and procedures. It will
also explain how HR policies and procedures can add value to a
strategic HR plan.
The development of talent management policies and procedures
is influenced by organizational strategic, operational, and
tactical goals as well as legal directives, management oversight,
and organizational customs. It is up to HR professionals to
make sure talent management is considered in both policies and
procedures and such policies and procedures include purposeful
activity.
In the first assignment of this module, you will discuss the
challenges and opportunities for the implementation and
maintenance of an effective employee training program. In the
second assignment, which will also be the second Required
Assignment of this course, you will explain how you develop a
career development plan for an individual as well as an
organization.
Using the navigation on the left, please proceed to the next

page.
· Incorporate strategic human resource management principles
in the development of programs that meet organizational needs
and enable the organization to maintain a competitive
advantage.
· Recommend talent management strategies that support the HR
strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential
element of the recruitment mix is hiring the right people for the
job. Recruiting people should be a mindful and strategic task for
HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary
and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational
needs analysis, i.e., the skills and talent required to meet
organizational goals.
· Vetting: Qualifications and/or criteria that candidates must
meet free of discriminatory qualifiers.

· Hiring/On-boarding: Orientation to organizational and HR
policies and procedures, enrolling in benefit plans, initial
training, etc.
HR managers must exercise due diligence over all parts of the
recruitment process ensuring compliance with federal, state, and
local laws, alignment with organizational goals, and adherence
to best practices in order to be effective. Another reminder is
that SHRM and ASTD provide best practices and benchmarks
for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is developing a
value-added process to integrate strategic planning. This
process involves getting “the right people into the right seats on
the bus.”
HR managers must develop resources to meet the organization’s
strategic planning goals and objectives. Some practices for HR
managers to consider include the following:
· Regular meetings with leadership and management teams to
obtain information about recruitment needs.
· Attendance at important operational meetings to keep abreast
of organizational goals and strategies, the direction the
organization is taking, and the skills and talent required to meet
these goals.
· Participation in organizational strategic planning sessions to
obtain input on training needs.
page.
Unit 5: Module 5 - Talent Management

Talent Management
Rewards and Motivation
Once talent is recruited, it must be managed. The HR strategy
must include processes and activities for motivating and
rewarding employees and ensuring that their feedback is
included in that process.
Such incentive systems should be designed to reward and
motivate human behavior and include both monetary and
nonmonetary incentives that assist HR managers to acquire and
develop talent. We can refer to it as a “carrot-and-stick”
approach to talent management. The carrot comprises incentives
while the stick is policies and procedures. Incentives are seen as
positive motivators in terms of acquiring and keeping talent in
organizations.
Professional organizations such as SHRM and ASTD provide
best practices and benchmarks for developing rewards and
motivation.
Aligning Personal Goals with Organizational Goals
Talent management is also about making sure key personnel
align their personal goals with organizational goals. That means
coaching and mentoring talent through systematic means.
Coaching and mentoring can be part of a formal structured
program or informally done on the job. HR managers can
provide direction and resources for this process. Such programs
are typically aimed at middle and top managers and executives.
Coaching typically focuses on job performance; whereas,
mentoring focuses on individual development (Clutterbuck,
2009).
Professional organizations such as SHRM and ASTD provide
best practices and benchmarks for talent management in
reference to coaching and mentoring.

Diversity
Finally, HR managers should also ensure that policies and
procedures address formal and informal diversity issues. When
diversity is not present in the workplace, issues arise around
discrimination, fair pay, and affirmative action.
A diverse workplace includes all types of employees such as
those of various races, genders, sexual orientations, ages,
disabilities, and with various religious and political beliefs.
Employees in a diverse workplace need to learn to work with
other employees who are not the same as them.
There are best practices that can be implemented by HR
managers to ensure that diversity is addressed in talent
management programs including management involvement and
formal training programs for managers as well as employees at
large. Professional organizations such as SHRM and ASTD
provide best practices and benchmarks for talent management in
reference to diversity issues.
http://www.entrepreneur.com/article/75340
Clutterbuck, D. (2009). The use of internal resources for
coaching and mentoring.Global Focus, 3, 3–6. Retrieved
fromhttp://search.proquest.com/docview/215481802?accountid=
34899
page.

of 4
Capstone Experience in Integration & Strategy
©2012 Argosy University Online Programs
Interview: Brent Peterson
Initial Steps
Interviewer: I’d like to welcome, Brent Peterson, co-founder
and owner of The Work Itself Group and co-
author of the book Fake Work. Thank you for accepting our
invitation for this interview Brent.
B. Peterson: Well, thank you for inviting me, I really enjoy
talking about strategy and particularly how
people in organizations relate to the strategy.
Interviewer: Great, well we appreciate your professional
perspective, specifically regarding the preparing
for and undertaking of a strategic audit to improve a company’s
performance. One of the first
questions that come to mind is:
When an organization is preparing to undertake a strategic audit
to enhance the company’s
performance, what do you recommend as the initial steps?

B. Peterson: I usually recommend that they do a review of
current status of strategy and
performance. That is, what is the organization currently trying
to achieve? Most
organizations I work with have a strategic plan in place before I
ever meet with them. In the
plan, they attempt to state how to achieve enhanced
performance. To begin without
understanding where the organization is, is a mistake many
consultants make. It is crucial to
understand current strategy with its associated strategic goals.
What I generally find is one of the following:
very well.
performing well in spite of the
strategy.
performing well
anyway.
not performing well.
Understanding how the organization is performing in relation to
its strategy is where I begin.
All four of these general findings lead to a need for higher
performance levels. Even the
organization that is performing well with a super strategy can
always get better.

Generally, about sixty percent of the organizations I work with
have a good strategy but only
about twenty percent of all organizations are performing their
best and achieving their
strategic goals.
This leads to a big problem.
My experience leads me to believe that developing a great
strategy is not the big problem.
The big problem is aligning each employee in the organization
to understand the strategy and
make it part of their daily work. If this does not occur, the
strategy does not work and the
organization does not effectively execute.
I use the following steps to complete the current status review:
Page 2 of 4
2 Interview: Brent Peterson
organization complete my
organizational strategy audit (which is called the fake work
audit). All work being done

in an organization that is not strategically related, we call “fake
work.”
After the current strategy and performance review is complete, I
generally go through the
steps outlined in your course to help develop the strategic plan.
Approach
Interviewer: And how have you approached this in your current
or prior organizations?
B. Peterson: Following are two examples of how I approach
this:
The first example is a large international high tech company
based in Texas.
This company had paid millions of dollars to develop an
excellent strategic plan. However,
their performance was very mediocre based on their strategic
goals. They had a great
strategy that was not working. We helped them understand that
their strategy was great, but
they needed to get their worldwide workforce aligned with the
strategy. Over ninety percent of
the employees who completed our audit could not list a single
strategic goal of the
organization. The goals were simply not translated to the
employees as something important
for them to worry about. If you don’t know the strategic goals
how could you perform them?
We spent most of our time with this company teaching the
leaders how to get alignment and
execution. We spent much our time teaching communication
skills and team alignment

processes to help get alignment and then execution. This
organization made about a fifteen
percent improvement in their strategic goals by simply helping
employees understand the
goals and then align their daily work to the strategic goals.
The gigantic problem here was aligning workers with the
strategy.
Another example is an international division of a music
television organization.
This organization had absolutely no strategic plan. They could
not figure out why their
programming was so poor in the Far East. People were not
watching their programs. Their
programs were US-based with people acting immorally based on
the Far East culture. Body
piercings and tattoos were not acceptable in this culture. There
was no strategy regarding
what the programming should be in the Far East. Not one
employee knew what to do
regarding programming. Without strategy, all programming
seemed to offend viewers. We
helped the company develop a strategic plan and then helped
them implement their plan and
got all employees aligned with the strategy. With new,
strategically based programming,
viewership increased by about fifty percent.
After the strategy was set, aligning the employees with the
strategy was crucial.
Challenges

Interviewer: What do you find are the biggest challenges? And
how have you overcome these?
B. Peterson: Helping organizational leadership understand that
creating strategy is simple compared to
getting employees aligned and executing the strategy.
Leaders in organizations don’t know how to implement their
strategic plan. They print the
organization’s strategic goals on the back of name badges, they
place the strategic goals in
large atriums in the entrance to the workplace, and they e-mail
all employees the strategic
goals. They even instruct all managers that they should review
the strategic goals with their
work teams. However, for a variety of reasons, employees claim
they have never seen the
strategic goals and they do not know what is really expected of
them. They don’t know what
Page 3 of 4
to do.
We overcome this challenge using a team process called The
Work Itself. This process helps
each team member know the strategic goals, understand what

they can do to execute the
goals, and how they can continually follow-up to keep
themselves and their coworkers
focused on the strategic goals.
Work Itself
Interviewer: Brent, how do you guide the process to achieve
the best possible results?
B. Peterson: We use a team process called The Work Itself. This
process helps get all workers involved
with executing the strategic plan. We have discovered that
managers can’t align employees
for execution. Managers must use a process that allows
individuals working with their work
teams to align themselves with the work.
The Work Itself provides a straightforward and practical
approach for accomplishing the most
ambitions strategic goals. This proven process has helped
thousands of people align their
teams to execute organizational strategy. The Work Itself helps:
significantly increase the value of
their contribution by increasing real work and reducing fake
work.
each team member with a
unified strategic focus. It helps each employee discover new
ways to add value to the
organization and to be proud of and satisfied with what they do.
Advice

Interviewer: What advice would you have for companies when
undertaking a strategic audit?
B. Peterson: Don’t give up on your organization’s strategy.
Most audits will point out you are having
difficulty. Determine how best to get your workers aligned with
and executing the current
strategy before trying to develop a completely new strategy.
Remember how the SAE model works: Strategy then alignment
then execution.
To Create Strategic Focus or Strategy:
Strategy is the art of defining tactics the organization is going
to use to complete,
differentiate, create values, and drive growth. Strategy is the
foundation for which business
value is built.
Align: Align teams to drive strategy
Alignment starts with leadership, but must be owned by
individuals at the work level. People
must align their individual tasks through the lens of their team.
Alignment is the challenging
task of identifying the ways which hundreds of employees will
come together through projects
and tasks to execute strategies.
And finally, Execute: Execute work that links to strategy

Execution is the culmination of strategy being translated to the
expected business outcomes.
This is the ultimate goal for strategy in the first place. Simply it
means carrying out desired
and critical work.
Page 4 of 4
4E Model
Interviewer: How have you ensured that the strategic audit
leads to a plan that is executable and will
achieve the results?
B. Peterson: Our research indicates that the only way to make
certain strategy is executed is to continually
follow-up with employees. From our research, we have
developed a model called the 4E
learning and change model.
This model illustrates how organizational change is the result of
understanding how people
learn. Think of it in four stages:
-five percent to the
total learning
impact

erience Stage which also contributes twenty-five
percent to the total
learning impact
learning impact
other stages.
This model illustrates that the first two Es, excite and
experience, help teach the strategy and
its goals. However, of equal importance is the third E, execute.
The E of execute is about
follow-up. Don’t expect to get execution on any strategy
without a strong follow-up strategy.
Interviewer: These are all excellent points about strategic
audits, Brent. Thank you again for your time
today.
B. Peterson: Well, thank you for inviting me, I enjoy doing
these types of interviews and I enjoyed being
with you.
Interviewer: Thank you!
Required Readings
· Becher, J. D. (2005). Operational alignment: Bridging the gap
between strategy and execution.Business Performance

Management Magazine, 3(1), 11. (ProQuest Document ID:
218383095)http://search.proquest.com.libproxy.edmc.edu/docvi
ew/218383095?accountid=34899
· Kaplan, R. S., & Norton, D. P. (2007). Using the balanced
scorecard as a strategic management system. Harvard Business
Review, 85(7/8), 150–161. (ProQuest Document ID:
ew/227841808?accountid=34899
· Roh, J. J., Hong, P., & Park, Y. (2008). Organizational culture
and supply chain strategy: A framework for effective
information flows. Journal of Enterprise Information
Management, 21(4), 361–376. (ProQuest Document ID:
ew/220044319?accountid=34899
· Smith, B. D. (2007). Strategy-making: What works is what
fits. European Business Forum, 28,32–37. (ProQuest Document
ID:
ew/224670404?accountid=34899
· Zagotta, R., & Robinson, D. (2002). Keys to successful
strategy execution. The Journal of Business Strategy, 23(1), 30–
34. (ProQuest Document ID:
ew/202724421?accountid=34899
· Zuckerman, A. (2002). Strong corporate cultures and firm
performance: Are there tradeoffs?Academy of Management
Executive, 16(4), 158–160. (EBSCO AN: 17534385)
http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/
login.aspx?direct=true&db=bsh&AN=17534385&site=ehost-live
.
Unit 4: Module 4 - Module 4 Overview
Module 4 Overview

This module is designed to explore beyond hard scientific
tactics and formulae to examine the human component and its
influence on strategy. It will also help you triangulate both the
qualitative and quantitative elements of developing and
implementing an audit that can serve as the foundation for a
strategic plan.
Economic factors, product and service demand, and application
of proven models can provide a solid foundation for any
strategy; however, understanding the human component of
business and leadership is a critical aspect of organizational
success. You will draw from prior MBA coursework on
leadership concepts and synthesize with materials provided in
this module to gain a better understanding of this aspect of
strategy.
As we further explore developing and executing strategy, a
story comes to mind about making sure you are doing the right
work, at the right time and staying aligned with executing the
strategy.
After a big snowstorm, a man went out to the street to dig out
his car. He spent a good thirty minutes shoveling and started an
initial scraping of snow and ice from the windows when a
woman came outside and gave him a big smile. She walked up
to the car saying, “I am not sure why you did this but I
sincerely thank you and appreciate your hard work.” He looked
at her puzzled and said, “I am not sure what you mean.” She
clicked the keys in her hand and the car he had been shoveling
out beeped. She said, “You just shoveled my car out; thank
you.” The look on his face was priceless.
How often do we jump into work before we ask questions or
make sure we fully understand the desired end result? The
answer likely is, too often. In the anecdotal story, the man was
doing “fake work.” He did not verify he was doing the right
work; he just dove in and started. This happens not just in our
personal lives but all too often in our professional and work
lives.

Business, at its heart, is all about people—individuals and
groups or personal taste and groupthink. There are proven tools
to help assess and evaluate values, culture, and leadership in
organizations. Those tools will be examined in this module.
· Analyze the complexity of ethical situations and corporate
social responsibility and their impact on decision making in
business.
Unit 4: Module 4 - Considering Cultural Norms
Considering Cultural Norms
In addition to reeling in individuals so they do not go down the
wrong path or focus on items that may not be the priorities,
consideration has to be given to the organization’s cultural
norms. You need to ask the following questions:
· Is there a “hurry-up” culture with an over-zealous sense of
urgency that is more about getting it done fast then getting it
done well?
· Is there a culture of “review and refine, review and refine”
before moving forward and making change happen?
· Is the approach methodical and deliberate with an appropriate
sense of urgency?

This question is hard to answer because it requires talking to
people who live and work within the organization as well as
observing the environment over time. That said, most managers,
leaders, and staff-level team members can give you their
perspective, and it is usually an accurate representation. Though
the perspective typically has a slight personal twist to it, that is
to be expected.
“Fake Work”
When one of the authors of Fake Work and strategy and
execution expert Brent Peterson was asked about issues with
organizations implementing strategies, he offered the following:
My experience leads me to believe that developing a great
strategy is not the big problem. The big problem is aligning
each employee in the organization to understand the strategy
and make it part of their daily work. If this does not occur, the
strategy does not work and the organization does not effectively
execute. (Peterson, 2012)
Consider the following steps to complete a current status
review:
· Review all the strategy documents in the organization.
· Interview the entire executive team.
· Randomly have many employees throughout the organization
complete the organizational strategy audit. All work being done
in an organization that is not strategically related is considered
“fake work” (Peterson, 2012).
Peterson, B. (2012, April). Driving business results through
well planned strategy and execution. Presented at a workshop
for the Argosy University College of Business Speaker Series,
Argosy University, Washington, DC.
page.

Unit 4: Module 4 - Implementing the Strategy
Implementing the Strategy
After the current strategy and performance review is complete,
you must proceed through the following steps outlined in this
course to help you develop the strategic plan:
· Environmental scanning/SWOT
· Five forces analysis
· Value chain analysis
· Performance analysis/benchmarking
· Strategic issues
A critical part of the process before finalizing and implementing
any strategy is to ensure alignment within the organization with
management and staff. Ultimately, it is the combination of the
two that executes and delivers the desired results. Without
understanding and aligning with the strategy, the ability to
achieve success is reduced.
Generally, about 60% of the organizations I work with have a
good strategy but only about 20% of all organizations are
performing their best and achieving their strategic goals.
(Peterson, 2012)
Why does this occur? Generally, it is a lack of understanding
and alignment, which creates a focus on “fake work” and
inhibits success.
http://internationalbusinesstips.net/how-to-audit-your-business-
strategy/
Peterson, B. (2012, April). Driving business results through
well planned strategy and execution. Presented at a workshop

for the Argosy University College of Business Speaker Series,
Argosy University, Washington, DC.
page.
Unit 4: Module 4 - Internal Assessment of Strategy
Internal Assessment of Strategy
The focus in this module is on internal assessment and how
employee behaviors align with the mission, vision, and values
as well as executing the strategy that drives the achievement of
goals. It is important to research how an organization’s culture
governs strategy and conduct an internal environmental scan
and organizational assessment for the strategy audit. Access to
an organization’s leadership is important in order to be able to
complete the strategy audit. This is particularly true as it relates
to interviewing leadership and observing behaviors in the
organization that can help you better understand how the culture
impacts the company (both positively and negatively).
page.

AVP Strategy Audit—External Resources
Unit 4: Module 4 - Strategic Goals and Measures
Strategic Goals and Measures
Critical to the strategy audit process is understanding what to
measure and how to measure it based on the mission and goals
of the organization.
Key performance indicators (KPIs) are one such measure that
refer to identified items in the business that are considered
essential to the overall success of the business. KPIs can
include new customer acquisition, customer retention, and new
product development.
Another measure is benchmarking best practices, which you
examined in Module 2. The purpose of benchmarking is to
establish a reflective point to compare against. This is one tool
often used to help organizations to concretely measure the
results of initiatives.
The balanced scorecard is another way to look at KPIs. The
balanced scorecard is based on a prescribed or planned set of
performance objectives that will be measured and evaluated
regularly. The scorecard outlines specific indicators and

measurements that will indicate whether the company is
successful or unsuccessful in progressing toward the prescribed
vision through execution of strategy.
A balanced scorecard presents organizational performance on
four primary groups of measures:
1. Financial
2. Customer (external stakeholder)
3. Learning and growth
4. Internal processl
Business Metrics and Performance
There are pros and cons to using KPIs and the balanced
scorecard approach. In addition, the right metrics and
management adoption or acceptance is critical. At the ABC
eLearning Company, they had the right combination of metrics
and management acceptance. In addition, they offered quarterly
incentives for performance scores of nine or better.
Keep the example of ABC eLearning in mind when you explore
the company you are auditing. It will be important to understand
what business metrics are being used to assess performance and
how management and leadership describe and focus on these in
daily business. The key question you will need to ask is: Do the
metrics tie directly back to the organization’s goals and specific
strategies?
In the assignments for this module, you will discuss key
performance measures and the business culture. Then, you will
conduct a SWOT analysis and develop a balanced scorecard for
your selected business unit.
http://www.huffingtonpost.com/phil-simon/technology-
business-trends_b_1153832.html

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