Provides administrative support to the department;
coordinates schedules, meetings, travel,
conferences, etc.; maintains records and fi les; orders supplies;
provides clerical support such as copying,
fi ling, mailing, etc.
Compensation or Benefi ts
Possible job titles: Compensation manager, benefi ts manager,
compensation analyst or specialist, benefi ts
specialist
Roles/responsibilities
- Conducts job analysis and develops job descriptions.
- Designs and administers pay structures (pay grades and pay
ranges) and variable pay programs.
- Conducts salary surveys and participates in salary budgeting.
- Designs and administers benefi ts programs.
- Ens
Assignment 1IV. Total Rewards Strategy [Describe the stra.docxsherni1
Assignment 1
IV. Total Rewards Strategy
[Describe the strategy for total rewards for the company. Along with specific ideas for what benefits and compensation structure will exist, provide support for your rationale and decisions using current scholarly theory in the field.
· Review the company strategy to lead, meet, or lag the market for total rewards and key positions.
· Review the decision to base wage on internal structural equity or external market equity.
· Review the decision mix between base wage and incentive wage.
· Develop a mix of employee benefits that differentiates in the market.
· Linkages to performance management or motivation theories.] Sections to include:
Meet, Lead, or Lag?
Equity Strategy
Wage Incentives Method
Linkage to Performance Management
This section will be about 3-5 pages. Include at least two outside references
Use APA 6th formatting and style for citations and references. Font should be 12 point and Times New Roman or similar.
Assignment 2
VI. Performance Management Strategy
· [Review appraisal strategies and mechanisms to evaluate performance.
· Review feedback methods to ensure continual information sharing versus annual events.
· Explain policies on performance improvement needs, discipline, and terminations.
· Explain linkages to T+D, total rewards, talent management, and HRIS strategies; consider reviewing High Performance Work Systems, or other systems theories on performance management.] Sections to include:
Performance Appraisal Method
Feedback Methods
Policies on Performance Improvement, discipline or Termination
Linkage to T&D, Total Rewards, Talent Management, and HRIS
This section will be about 3-5 pages. Include at least two outside references
Use APA 6th formatting and style for citations and references. Font should be 12 point and Times New Roman or similar.
References
[Have at least 10 scholarly sources. Strive for two each week of Weeks 2, 3, 4, 5, and 6. Use APA formatting. For HRIS, you might prefer to use white paper or vendor schematics and specifications, instead of scholarly sources. Scholarly articles that are peer reviewed from journals in the field of HRM are preferred; white papers from HBR and similar review journals are find; avoid Wikis, blogs, and other non-authored sources.]
Document Work Log
To assist in assessing the contributions made by the individual team members, the team must complete the table below and include this in the final project submission.
Section
Team Member—Primary
Team Member—Secondary
Executive Summary
Company Background
HR Strategy
Staffing Strategy
Total Rewards Strategy
Training and Development Strategy
Performance Management Strategy
HR Information Systems
Presentation
Synthesis and Editing
STRATEGIC
HR MANAGEMENT
by Don McCain, Ed.D.by Don McCain, Ed.D.
Strategic HR Management
Motors and More Inc.—
A Progressive HR Case Study
2
Pr
og
re
ss
iv
e
H
R
Motors and ...
How do you get greater productivity out of your already existing workforce? The answer is education and learning. Learning is the equivalent of a software upgrade for the human mind, which makes your workforce capable of doing more tasks, or tasks faster because more people have the required skills to do different tasks. Deploying a Business Learning System therefore creates flexibility and is a great moral booster, and helps employee retention and succession planning alike. The presentation explains how to deploy a BLS, and why you should. If you like what you see, than don't be afraid to contact me at honestvalu@gmail.com, to either deploy a BLS at your work, produce a educational presentation for your company training needs, or other educational, promotional, or Consulting needs. Remember... We always give you an Honest Value!
Assignment 1IV. Total Rewards Strategy [Describe the stra.docxsherni1
Assignment 1
IV. Total Rewards Strategy
[Describe the strategy for total rewards for the company. Along with specific ideas for what benefits and compensation structure will exist, provide support for your rationale and decisions using current scholarly theory in the field.
· Review the company strategy to lead, meet, or lag the market for total rewards and key positions.
· Review the decision to base wage on internal structural equity or external market equity.
· Review the decision mix between base wage and incentive wage.
· Develop a mix of employee benefits that differentiates in the market.
· Linkages to performance management or motivation theories.] Sections to include:
Meet, Lead, or Lag?
Equity Strategy
Wage Incentives Method
Linkage to Performance Management
This section will be about 3-5 pages. Include at least two outside references
Use APA 6th formatting and style for citations and references. Font should be 12 point and Times New Roman or similar.
Assignment 2
VI. Performance Management Strategy
· [Review appraisal strategies and mechanisms to evaluate performance.
· Review feedback methods to ensure continual information sharing versus annual events.
· Explain policies on performance improvement needs, discipline, and terminations.
· Explain linkages to T+D, total rewards, talent management, and HRIS strategies; consider reviewing High Performance Work Systems, or other systems theories on performance management.] Sections to include:
Performance Appraisal Method
Feedback Methods
Policies on Performance Improvement, discipline or Termination
Linkage to T&D, Total Rewards, Talent Management, and HRIS
This section will be about 3-5 pages. Include at least two outside references
Use APA 6th formatting and style for citations and references. Font should be 12 point and Times New Roman or similar.
References
[Have at least 10 scholarly sources. Strive for two each week of Weeks 2, 3, 4, 5, and 6. Use APA formatting. For HRIS, you might prefer to use white paper or vendor schematics and specifications, instead of scholarly sources. Scholarly articles that are peer reviewed from journals in the field of HRM are preferred; white papers from HBR and similar review journals are find; avoid Wikis, blogs, and other non-authored sources.]
Document Work Log
To assist in assessing the contributions made by the individual team members, the team must complete the table below and include this in the final project submission.
Section
Team Member—Primary
Team Member—Secondary
Executive Summary
Company Background
HR Strategy
Staffing Strategy
Total Rewards Strategy
Training and Development Strategy
Performance Management Strategy
HR Information Systems
Presentation
Synthesis and Editing
STRATEGIC
HR MANAGEMENT
by Don McCain, Ed.D.by Don McCain, Ed.D.
Strategic HR Management
Motors and More Inc.—
A Progressive HR Case Study
2
Pr
og
re
ss
iv
e
H
R
Motors and ...
How do you get greater productivity out of your already existing workforce? The answer is education and learning. Learning is the equivalent of a software upgrade for the human mind, which makes your workforce capable of doing more tasks, or tasks faster because more people have the required skills to do different tasks. Deploying a Business Learning System therefore creates flexibility and is a great moral booster, and helps employee retention and succession planning alike. The presentation explains how to deploy a BLS, and why you should. If you like what you see, than don't be afraid to contact me at honestvalu@gmail.com, to either deploy a BLS at your work, produce a educational presentation for your company training needs, or other educational, promotional, or Consulting needs. Remember... We always give you an Honest Value!
Robert L. Mathis I John H. Jackson I Sean R. Valentine .docxSUBHI7
Robert L. Mathis I John H. Jackson I Sean R. Valentine
Book reference
Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2014). Human resource management (14th
ed.). Stamford, CT: Cengage Learning.
258
Training Human
Resources
learning Objectives
After you have read this chapter, you should be able to:
1 Define training and discuss why a strategic approach is
important.
2 Identify three types of analyses used to determine training
needs.
3 Specify how to design and evaluate an orientation program.
4 Explain different means of internal and external training
delivery.
5 Describe the importance of e-learning as part of current
training efforts.
6 Provide an example for each of the four levels of training
evaluation.
.. HEADLINE
Tuition
Reimbursement for
New Skills Training
A mazon.com started a program that allows full-time employees to enroll in college courses of their choice. The
policy, called the Amazon Career Course
Program, was developed to enhance workers'
skills and provide individuals the opportunity
to study in academic areas that suit their per-
sonal preferences. The company pays for 95% of tuition, textbooks, and asso-
ciated fees up-front for enrollment in accredited programs that provide
occupational certificates and associate degrees. Amazon will pay for both tradi-
tional on-campus classes and online distance courses, but individuals must be
employed by Amazon on an hourly basis in the United States and have worked
a total of three consecutive years to sign up for tuition reimbursement.
In addition, Amazon will only provide financial support to individuals who
enroll in courses that prepare them to work in high-demand, well-compensated
fields such as medical technology, computer design, and aircraft repair. Paying
for expenses up-front opens doors for Amazon workers who cannot afford the
tuition, books, and fees associated with getting an education.
The motivation to provide such a program is driven by the notion that Ama-
zon can help employees plan and train for their future professional pursuits.
Amazon also wanted to provide an innovative program to employees when
many ot her companies were scaling back on benefits, thus enhancing the firm's
ability to effectively recruit and keep good talent. Indeed, career advancement is
a key concern of employees and has a place in both attraction and retention.
The program can also foster the idea that Amazon cares about employee
well-being because individuals get to choose the job skills they would like to
acquire or develop. However, companies should also consider the costs asso-
ciated with tuition reimbursement and the possible resulting turnover and
make sure such a program will work for them.1
259
260 SECTI ON 3
Training
Process whereby people
acquire capabi lities to
perform jobs.
W Define trai ning and
discuss why a strategic
approach is important.
Training, Development, ...
Mu0017 – talent management and employee retentionStudy Stuff
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
NCV 4 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The following data reflect the frequency with which people voted.docxoreo10
The following data reflect the frequency with which people voted in the last election and were satisfied with the officials elected:
Satisfied
Voted
Yes
No
Yes
48
35
No
33
52
(a) What procedure should we perform? (b) What are H0 and Ha? (c) What is fe in each cell? (d) Compute . (e) With α = .05, what do you conclude about the correlation between these variables?
ASSESSMENT CONTEXT
Human Resource Management (HRM) is concerned with organising and looking after people in the workplace. On a day-to-day basis this includes recruitment, selection, training and development and assessing staff performance. An important part of HRM is workforce planning. This involves getting the right people in the right place at the right time. It also involves identifying the numbers of people required to enable the business to operate at full efficiency. These people need to have the right skills to do the job. Recruitment and selection are the most critical and significant human resources functions. Unless the organization has the best available employees, it will not be able to grow and flourish in the market. The drive and motivational levels of the employees need to be high to enable the company to attain its goals. All the steps of the recruitment and selection processes are equally important in attracting and retaining the right talent. A major part of management's job is ensuring that good policies and procedures are in place to ensure the successful recruitment and induction of high quality employees.
TASK 1. Analyse Strategic & Operational plans and policies
For this task, you are required to study the following 2 documents and answer the following questions: Search for this and answer the Q1, Q2, Q3 (I, ii, iii)
a) Tourism Australia enabling strategy (An extract from the Tourism Australia Corporate Plan 2016 – 2017)
b) Tourism Australia Recruitment Policy
Q1) Outline the recruitment and selection process for Tourism Australia. How does the Recruitment Policy ensure that suitable candidates are attracted to Tourism Australia?
Q2) What policies and procedures are in place to ensure that all shortlisted candidates are treated equally and that the selected candidate is likely to share Tourism Australia’s culture and values?
Q3) Explain the purpose of the following documents listed in the forms section at the end of the Recruitment Policy:
i) Behavioural Questions Manual
ii) Interview Guide Template
iii) Selection Assessment Form
TASK 2 Develop recruitment and selection policies and procedures and supporting documents
A job description should detail the purpose, tasks and responsibilities of the job. It is of great importance both in the recruitment process and the subsequent management of safe practice following appointment – for example it can help with induction and training. On the other hand, a clear and comprehensive job specification is the key tool for successful recruitment. The job specification enables the organisation to profile ...
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Strategic human resource management in a changing environmentManoah Baal
Strategic human resource management in a changing environment Chapter 02. A class discussion in Human resource management The process of hiring and developing employees so that they become more valuable to the organization
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
You are a project manager and believe that your initiative would be .docxadampcarr67227
You are a project manager and believe that your initiative would be more successful if you had a change manager on your team.
Describe
an actual project you have been part of (not necessarily the leader).
Develop
an argument to your manager on the importance of change management.
Describe
the role of a change manager and how it will benefit the project.
Write
a 1,050- word paper using a minimum of two peer-reviewed sources.
Format
your paper consistent with APA guidelines.
.
You are a project manager at a food agricultural organization and yo.docxadampcarr67227
You are a project manager at a food agricultural organization and you are assigned to review nutritional policies.
1). Write the nutritional policies
2). Identify five stakeholders and their roles in the implementation of the nutritional programs at the community level.
.
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Robert L. Mathis I John H. Jackson I Sean R. Valentine .docxSUBHI7
Robert L. Mathis I John H. Jackson I Sean R. Valentine
Book reference
Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2014). Human resource management (14th
ed.). Stamford, CT: Cengage Learning.
258
Training Human
Resources
learning Objectives
After you have read this chapter, you should be able to:
1 Define training and discuss why a strategic approach is
important.
2 Identify three types of analyses used to determine training
needs.
3 Specify how to design and evaluate an orientation program.
4 Explain different means of internal and external training
delivery.
5 Describe the importance of e-learning as part of current
training efforts.
6 Provide an example for each of the four levels of training
evaluation.
.. HEADLINE
Tuition
Reimbursement for
New Skills Training
A mazon.com started a program that allows full-time employees to enroll in college courses of their choice. The
policy, called the Amazon Career Course
Program, was developed to enhance workers'
skills and provide individuals the opportunity
to study in academic areas that suit their per-
sonal preferences. The company pays for 95% of tuition, textbooks, and asso-
ciated fees up-front for enrollment in accredited programs that provide
occupational certificates and associate degrees. Amazon will pay for both tradi-
tional on-campus classes and online distance courses, but individuals must be
employed by Amazon on an hourly basis in the United States and have worked
a total of three consecutive years to sign up for tuition reimbursement.
In addition, Amazon will only provide financial support to individuals who
enroll in courses that prepare them to work in high-demand, well-compensated
fields such as medical technology, computer design, and aircraft repair. Paying
for expenses up-front opens doors for Amazon workers who cannot afford the
tuition, books, and fees associated with getting an education.
The motivation to provide such a program is driven by the notion that Ama-
zon can help employees plan and train for their future professional pursuits.
Amazon also wanted to provide an innovative program to employees when
many ot her companies were scaling back on benefits, thus enhancing the firm's
ability to effectively recruit and keep good talent. Indeed, career advancement is
a key concern of employees and has a place in both attraction and retention.
The program can also foster the idea that Amazon cares about employee
well-being because individuals get to choose the job skills they would like to
acquire or develop. However, companies should also consider the costs asso-
ciated with tuition reimbursement and the possible resulting turnover and
make sure such a program will work for them.1
259
260 SECTI ON 3
Training
Process whereby people
acquire capabi lities to
perform jobs.
W Define trai ning and
discuss why a strategic
approach is important.
Training, Development, ...
Mu0017 – talent management and employee retentionStudy Stuff
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
NCV 4 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
The following data reflect the frequency with which people voted.docxoreo10
The following data reflect the frequency with which people voted in the last election and were satisfied with the officials elected:
Satisfied
Voted
Yes
No
Yes
48
35
No
33
52
(a) What procedure should we perform? (b) What are H0 and Ha? (c) What is fe in each cell? (d) Compute . (e) With α = .05, what do you conclude about the correlation between these variables?
ASSESSMENT CONTEXT
Human Resource Management (HRM) is concerned with organising and looking after people in the workplace. On a day-to-day basis this includes recruitment, selection, training and development and assessing staff performance. An important part of HRM is workforce planning. This involves getting the right people in the right place at the right time. It also involves identifying the numbers of people required to enable the business to operate at full efficiency. These people need to have the right skills to do the job. Recruitment and selection are the most critical and significant human resources functions. Unless the organization has the best available employees, it will not be able to grow and flourish in the market. The drive and motivational levels of the employees need to be high to enable the company to attain its goals. All the steps of the recruitment and selection processes are equally important in attracting and retaining the right talent. A major part of management's job is ensuring that good policies and procedures are in place to ensure the successful recruitment and induction of high quality employees.
TASK 1. Analyse Strategic & Operational plans and policies
For this task, you are required to study the following 2 documents and answer the following questions: Search for this and answer the Q1, Q2, Q3 (I, ii, iii)
a) Tourism Australia enabling strategy (An extract from the Tourism Australia Corporate Plan 2016 – 2017)
b) Tourism Australia Recruitment Policy
Q1) Outline the recruitment and selection process for Tourism Australia. How does the Recruitment Policy ensure that suitable candidates are attracted to Tourism Australia?
Q2) What policies and procedures are in place to ensure that all shortlisted candidates are treated equally and that the selected candidate is likely to share Tourism Australia’s culture and values?
Q3) Explain the purpose of the following documents listed in the forms section at the end of the Recruitment Policy:
i) Behavioural Questions Manual
ii) Interview Guide Template
iii) Selection Assessment Form
TASK 2 Develop recruitment and selection policies and procedures and supporting documents
A job description should detail the purpose, tasks and responsibilities of the job. It is of great importance both in the recruitment process and the subsequent management of safe practice following appointment – for example it can help with induction and training. On the other hand, a clear and comprehensive job specification is the key tool for successful recruitment. The job specification enables the organisation to profile ...
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Strategic human resource management in a changing environmentManoah Baal
Strategic human resource management in a changing environment Chapter 02. A class discussion in Human resource management The process of hiring and developing employees so that they become more valuable to the organization
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
You are a project manager and believe that your initiative would be .docxadampcarr67227
You are a project manager and believe that your initiative would be more successful if you had a change manager on your team.
Describe
an actual project you have been part of (not necessarily the leader).
Develop
an argument to your manager on the importance of change management.
Describe
the role of a change manager and how it will benefit the project.
Write
a 1,050- word paper using a minimum of two peer-reviewed sources.
Format
your paper consistent with APA guidelines.
.
You are a project manager at a food agricultural organization and yo.docxadampcarr67227
You are a project manager at a food agricultural organization and you are assigned to review nutritional policies.
1). Write the nutritional policies
2). Identify five stakeholders and their roles in the implementation of the nutritional programs at the community level.
.
You are a nursing educator and you are given an assignment to teach .docxadampcarr67227
You are a nursing educator and you are given an assignment to teach a RN/LPN NCLEX review course.
Please develop a complete review course power point presentation with detail speaker notes that will be used to teach the review in its entirely. You want student to pass the nclex exam on the first try. please rearrange order and at to it as you deem fit if I left out some thing (please insert pictures and diagram to enhance lecture) Please be very creative and colorful (Presentation to be shown to a large audience. Please be very detail but highlighting the most important detail.
The power points must include elements as follow:
1. nclex question types
2. steps of question analysis
3. critical thinking and rewording
4. how to dissect nclex question
5. what are considered hig level questions
6. deciding what is important
7. looking for patterns and relationships
8. identifying the problem
9. transferring knowledge from one situation to another
10. applying knowledge
11. discriminating between possible choices and/or course of action
12. evaluating according to criteria established
13. eliminating incorrect answer choices
14. strategies for alternate formate question: select all that apply
15. solving alternate formate questions: select all that apply.
16. prioritization
17. delegation
18. safety and infection control
19. maslow's hierarchy of needs
20. how to approach psychosocial condition question
21. how to answer psych questions
22. how to identify psych diagnosis and nursing care of the psychiatric patient
how to answer health promotion and maintenance question
23. tips on how to pass nclex exam
24. hot spot questions and how to solve them
25. fill in blank question and how to solve them and select all that apply
drag and drop question and how to solve them
26. tips on how to analyze a question
27. NURSING LAB VALUES TO KNOW
28. NURSING DRUGS TO KNOW AND LEVELS
INFORMATION ON THE FOLLOWING(with nursing most important intervention and things to watch for/ complication problems up each system)
Care of the pediatric patient
Care of OB (maternity) patient
Care of a pre-op patient
Care of a patient post op
Care of a respiratory patient
Care of a cardiac patient
Care of a gastro/intestinal patient
Care of caner patient
Care of urinary system patient
endoceine system
liver
pancreas
nutritional problem
chronic neurological problems
stroke
intracranial problems
muscle skeletal problems
emergency, terrorism and disaster nursing
fluid and electrolytes
the different in IV solution
Administering Blood
Conscious sedation
Reproductive system
nutrition for a newborn
drug calculation
Immunization when due and side effect
Kidney disorders and care of a renal patient with labs
Diabetes management
spinal cord injury
musculoskeletal problem
alzheimer's disease
ABG interpetation
drug calculation
oxygen supplement and delivery system
integumentary system
bur.
You are a paralegal working at law office of James Adams, Esq. On No.docxadampcarr67227
You are a paralegal working at law office of James Adams, Esq. On November 10, 2010, Adams is assigned by the court to represent John Edwinson, against whom a paternity petition has been filed. There is a hearing scheduled for march 13, 2011. Edwinson is not a cooperative client. He frequent misses appointment at the law firm office. Frustrated, Adams sends Edwinson a short letter on March 1,2011 that says, " Due to your noncooperation, I am withdrawing from the case as your representative effective immediately." Any ethical problem
.
you are a paralegal working at the law office of Smith & Smith. The .docxadampcarr67227
you are a paralegal working at the law office of Smith & Smith. The office represents David Gerry in a divorce action against his wife, Lena Gerry. One of the disputes is how to divide business assets acquired during the marriage. In an effort to pressure Lena to divide the assets in his favor, David tells his attorney to request sole physical and legal custody of their children even though David has no desire to raise the children. He knows, however, that Lena is terrified at the thought of losing sole custody herself. David wants his attorney to engage in extensive discovery (depositions, interrogatories, etc.) On the custody issue for the sole purpose of wearing Lena down in hope that she will reduce her claims on the business assets. Any ethical problems?
.
You are a police officer who has been selected to participate in a p.docxadampcarr67227
You are a police officer who has been selected to participate in a public relations task force to address a growing problem: the negative public perception of the police.
The media has been tough on departments around the city, and the police chief wants to address the issue head on. You just completed the first task force meeting, and the facilitator wants you to present information and recommendations regarding how to change the public’s perception.
Create
an 8- to 10-slide Microsoft® PowerPoint® presentation in which you:
Explain how an inductive fallacy (e.g., generalizations, weak analogy) or a fallacy of language (e.g., confusing explanations) may affect the public perception of the police.
Provide a categorical claim related to the negative public perception of the police.
Create a visual showing a categorical relation that is negative between the police and the public.
Provide recommendations and examples about what the department can do to:
Change the perception
Develop a positive relationship with the public.
Include
comprehensive speaker notes.
Cite
at least 1 reference to support your assignment.
Format
your citations according to APA guidelines
.
You are a newly-minted, tax-paying and law-abiding, permanent res.docxadampcarr67227
"You are a newly-minted, tax-paying and law-abiding, permanent resident of Canada.
In the context of the Canadian multicultural society, you are involved in your community, holding a volunteer office (e.g. VP, Secretary etc.) in your community association.
At the last community meeting several members raised the issue of whether what is going on the Canadian political scene, such as:
the Jody Wilson- Raybould, former federal Justice Minister and Attorney General, story
the Bill Morneau, former federal Minister of Finance, story, and especially
the Julie Payette, former Governor General of Canada, story
are indicative of changes, in the Canadian society, which will impact the country and its communities.
You were asked to write a report, of maxim 8 pages
( .... your community members appreciate effective communication)
, addressing issues such as:
what Julie Payette's case says about employee-employer relations in Canada?
what Bill Morneau's case says about ethics in Canada?
what Jody Wilson-Raybould's case says about globalization, global competition, competitiveness and ethics in Canada?
Your community is generally optimistic about the state of affairs in Canada, and about the future of the country which depends on its functioning democracy.
Are there warning signs and "red flags" to watch for by engaged members of the Canadian society?"
.
You are a new university police chief in a medium-sized city, an.docxadampcarr67227
You are a new university police chief in a medium-sized city, and today is a huge football game. You have received information from a patrol sergeant that one of your male officers is at the football stadium working overtime and wearing an earring and sporting a new, visible and rather risqué tattoo on his lower front arm. The sergeant says that both are highly visible, and that a rudimentary dress code exists in your agency but does not cover earrings. You are aware that the other officers are anxiously watching the situation to see what you do. What are you going to do? Explain yourself.
.
You are a native speaker of French living in a mainly English speaki.docxadampcarr67227
You are a native speaker of French living in a mainly English speaking part of Canada. You would like to send your children to a French school, but none is available. Remembering how the Gaulois culture and language progressively disappeared in what is now France, you would like to alert the French speaking population and its leaders to the importance of having a Francophone system of education
400-500 words
double spaced
tiems new roman
I need by nov 19th at 4pm
.
You are a new high school teacher, and have been captured at the end.docxadampcarr67227
You are a new high school teacher, and have been captured at the end of Open House by a parent who is upset about one of your classroom procedures. You have tried to explain the value of the procedure; however, the parent continues to adamantly disagree and hold you hostage after everyone has left. What do you think would be the best course of action?
.
You are a member of the Human Resource Department of a medium-sized .docxadampcarr67227
You are a member of the Human Resource Department of a medium-sized organization that is implementing a new inter-organizational system that will impact employees, customers, and suppliers. Your manager has requested that you work with the system development team to create a communications plan for the project. He would like to meet with you in two hours to review your thoughts on the KEY OBJECTIVES OF THE COMMUNICATIONS PLAN. What should those objectives be?
.
You are a network analyst on the fly-away team for the FBIs cyberse.docxadampcarr67227
You are a network analyst on the fly-away team for the FBI's cybersecurity sector engagement division. You've been deployed several times to financial institutions to examine their networks after cyberattacks, ranging from intrusions and data exfiltration to distributed denial of services to their network supporting customer transaction websites. A representative from the Financial Services Information Sharing and Analysis Center, FS-ISAC, met with your boss, the chief net defense liaison to the financial services sector, about recent reports of intrusions into the networks of banks and their consortium.
He's provided some of the details of the reports in an email. "Millions of files were compromised, and financial officials want to know who entered the networks and what happened to the information. At the same time, the FS-ISAC has seen extensive distributed denial of service disrupting the bank's networks, impacting the customer websites, and blocking millions of dollars of potential transactions," his email reads.
You realize that the impact from these attacks could cause the downfall of many banks and ultimately create a strain on the US economy. In the email, your chief asks you to travel to one of the banks and using your suite of network monitoring and intrusion detection tools, produce two documents—a report to the FBI and FS-ISAC that contains the information you observed on the network and a joint network defense bulletin to all the banks in the FS-ISAC consortium, recommending prevention methods and remediation against the types of malicious traffic activity that they may face or are facing.
Network traffic analysis and monitoring help to distinguish legitimate traffic from malicious traffic. Network administrators must protect networks from intrusions. This can be done using tools and techniques that use past traffic data to determine what should be allowed and what should be blocked. In the face of constantly evolving threats to networks, network administrators must ensure their intrusion detection and prevention systems are able to analyze, monitor, and even prevent these advanced threats.
In this project, you will research network intrusion and prevention systems and understand their use in a network environment. You will also use monitoring and analysis technologies in the Workspace to compile a Malicious Network Activity Report for financial institutions and a Joint Network Defense Bulletin for a financial services consortium.
The following are the deliverables for this project:
Deliverables
•Malicious Network Activity Report: An eight- to 10-page double-spaced Word document with citations in APA format. The page count does not include figures, diagrams, tables, or citations.
•Joint Network Defense Bulletin: A one- to two-page double-spaced document.
Step 1: Create a Network Architecture Overview
You travel to the various bank locations and gain access to their networks. However, yo.
You are a member of the senior management staff at XYZ Corporation. .docxadampcarr67227
You are a member of the senior management staff at XYZ Corporation. You have historically been using a functional structure set up with five departments: finance, human resources, marketing, production, and engineering.
Create a drawing of your simplified functional structure, identifying the five departments.
Assume you have decided to move to a project structure. What might be some of the environmental pressures that would contribute to your belief that it is necessary to alter the structure?
With the project structure, you have four projects currently ongoing: stereo equipment, instrumentation and testing equipment, optical scanners, and defense communications.
Draw the new structure that creates these four projects as part of the organizational chart.
Text
Title:
Project Management
ISBN: 9780134730332
Authors: Pinto
Publisher: Pearson
Edition: 5TH 19
.
You are a member of the senior hospital administration. You become a.docxadampcarr67227
You are a member of the senior hospital administration. You become aware of a problem involving a long-time and well-respected employee, as well as the supervisor of said employee.
The employee in question is a social worker; a very competent and very conscientious professional. His wife has recently suffered a stroke with significant residual neurological deficit. This has resulted in the necessity that the social worker take days off to care for her; come in late or leave early to take her to medical, physical, or occupational therapy appointments; etc.
It is thought that, because of these demands on his time—and the taxing emotional overlay of dealing with the critical illness of a loved one, while simultaneously dealing with patients and families in similar situations—that his charting fell behind. In fact, it was discovered that he was writing social work notes 1–2 days after the fact, back-dating the notes, and placing them in the patients chart between notes of the same time frame as the date on the note.
When the social worker’s immediate supervisor became aware of this, she told him that such behavior must stop immediately. Given the circumstances, however, she opted to take no further action, did not document this in his personnel file, nor did she advise her superiors.
Other members of the staff became aware of this, and someone reported it to the CEO via a “Tell Us About Problems” Dropbox.
You have been assigned to address these multiple issues of ethics, standards of conduct, truth, and fairness. Also describe what concepts of change management theory you would apply in this situation.
Describe your answer in detail, citing references in APA format where appropriate. Your Journal entry should be at least 500 words.
.
YOU ARE A MEMBER OF THE SENIOR HOSPITAL ADMINISTRATI.docxadampcarr67227
YOU ARE A MEMBER OF THE SENIOR
HOSPITAL ADMINISTRATION.
YOU BECOME AWARE OF A PROBLEM
INVOLVING A LONG-TIME AND WELL-
RESPECTED EMPLOYEE, AS WELL AS THE
SUPERVISOR OF SAID EMPLOYEE.
THE EMPLOYEE IN QUESTION IS A SOCIAL
WORKER; A VERY COMPETENT AND VERY
CONSCIENTIOUS PROFESSIONAL. HIS WIFE
HAS RECENTLY SUFFERED A STROKE WITH
SIGNIFICANT RESIDUAL NEUROLOGICAL
DEFICIT.
THIS HAS RESULTED IN THE NECESSITY THAT
THE SOCIAL WORKER TAKE DAYS OFF TO CARE
FOR HER; COME IN LATE OR LEAVE EARLY TO
TAKE HER TO MEDICAL, PHYSICAL, OR
OCCUPATIONAL THERAPY APPOINTMENTS; ETC.
THAT HIS
CHARTING
FELL BEHIND.
IT IS THOUGHT THAT, BECAUSE OF THESE DEMANDS ON HIS
TIME—AND THE TAXING EMOTIONAL OVERLAY OF DEALING
WITH THE CRITICAL ILLNESS OF A LOVED ONE, WHILE
SIMULTANEOUSLY DEALING WITH PATIENTS AND FAMILIES
IN SIMILAR SITUATIONS—
WHEN THE SOCIAL WORKER’S IMMEDIATE
SUPERVISOR BECAME AWARE OF THIS, SHE TOLD.
IN FACT, IT WAS DISCOVERED THAT HE
WAS WRITING SOCIAL WORK NOTES 1-2
DAYS AFTER THE FACT, BACK-DATING THE
NOTES, AND PLACING THEM IN THE
PATIENTS CHART BETWEEN NOTES OF THE
SAME TIME FRAME AS THE DATE ON THE
NOTE.
GIVEN THE CIRCUMSTANCES,
HOWEVER, SHE OPTED TO TAKE NO
FURTHER ACTION, DID NOT
DOCUMENT THIS IN HIS PERSONNEL
FILE, NOR DID SHE ADVISE HER
SUPERIORS.
JOURNAL TOPIC
POST YOUR RESPONSE ON
THE UNIT 7 JOURNAL AREA.
Other members of the staff became aware of
this, and someone reported it to the CEO via a
“Tell Us About Problems” drop box.
You have been assigned to address these
multiple issues of ethics, standards of conduct,
truth, and fairness. Also describe what concepts
of change management theory you would apply
in this situation.
Describe your answer in detail, citing references
in APA format where appropriate. Your Journal
entry should be at least 500 words.
Slide Number 1Slide Number 2Slide Number 3Slide Number 4
.
You are a member of the Human Resource Department of a medium-si.docxadampcarr67227
You are a member of the Human Resource Department of a medium-sized organization that is implementing a new inter organizational system that will impact employees, customers, and suppliers. Your manager has requested that you work with the system development team to create a communications plan for the project. He would like to meet with you in two hours to review your thoughts on the KEY OBJECTIVES OF THE COMMUNICATIONS PLAN. What should those objectives be?
.
You are a member of the American Indian tribe. Think about how your .docxadampcarr67227
You are a member of the American Indian tribe. Think about how your life has changed since the English settlers (Plymouth Colonists) have settled on your land. How do you feel with them there? Are you happy? Are they happy? Write a letter to the colonists expressing your feelings. Bring in historical facts to make your letter believeable.
Your letter should include:
Describe your life before the arrival of the English settlers.
What were your first impressions on the settlers?
How has having the settlers live nearby changed your life?
Do you think the English settlers have the right to settle in Plymouth? Why or why not?
What can the settlers learn form you, and what can you learn from the settlers?
How can two cultures live together peacefully? What would you have to do to make this happen?
.
You are a juvenile justice consultant creating a proposal that w.docxadampcarr67227
You are a juvenile justice consultant creating a proposal that will be presented to the state legislature concerning the future of the juvenile justice system.
Create
a 10- to 15-slide Microsoft® PowerPoint® presentation, including speaker notes, detailing your proposal. Address recommendations for all aspects of the system, including:
Community involvement
Law enforcement
Courts and sentencing
Corrections
Include
a justification for the system based on history, trends, causation theories, and potential for reform.
.
You are a journalist and you have been sent off to write a story abo.docxadampcarr67227
You are a journalist and you have been sent off to write a story about a break in at a local school. You write for the local paper entitled The Local Post. This is the information that you have got so far.
Things that were stolen include:
Five laptop computers
Money that was raised for Comic Relief
Two digital cameras
The school is called Rosedale Primary School and the Head teacher's name is Mr John Jones.
People that could be interviewed are:
The Head teacher
Mrs Milton - a parent
Mr Thompson - lives down the road
The police have investigated and viewed the CCTV footage. There are two men seen committing this crime, covered in black clothing. Police are appealing for witnesses to come forward.
.
You are a juvenile court probation officer. You have a choice of.docxadampcarr67227
You are a juvenile court probation officer. You have a choice of programs including; mandatory counseling, family counseling, removal from the home and placing in foster care, diversion, incarceration in a youth home or mandatory participation in a 10 week boot camp. You must make recommendations to the judge for sentencing. You must use all the alternatives for the group and you can’t use more than one alternative twice. Make recommendations for each juvenile and explain your rationale. Note your difficulties and what further information you would have liked. Finally what is the overwhelming need for each person and how are you addressing that in your program.
Sally is 13 and lives in the suburbs of Fort Wayne. She was caught riding in a stolen car with two friends from high school. Sally has no record – her mother tells you that Sally was a model child until last year when her father died. Since then Sally’s grades have dropped and she has become unmanageable.
John is 16 and lives in Indianapolis. He has a long juvenile record dating back to when he was 10. John’s prior offenses include arson, disorderly conduct, larceny and assault (3). John was arrested for stealing lawn ornaments worth $23.00. John is unsupervised (no parental control) and missed his last probation meeting.
Don is 14 and lives in the inner-city of Gary, Indiana. Don has no father and his mother is a crack addict. Don lives by himself for long periods of time. In the past Don was arrested for stealing food from a local bakery. Don admitted to the theft, but noted he hadn’t eaten in two days. Don was removed from home – but was returned to his mother one year later. Don was arrested for possession of crack cocaine – it was believed he was selling.
Darlene is 12 and lives in the suburbs with her mother, step-father and new baby sister. Darlene has been in juvenile court a number of times in the past year for being a runaway. She was petitioned last month by her step-father for being incorrigible. Darlene refused to follow the family rules and is defiant to her step-father. Darlene is very intelligent and is openly disrespectful to her mother and step-father.
Stephen Holmes is 16 and lives in Noblesville. His father is a salesman and his mother is an executive with General Advertising Inc. Stephen has a prior record for larceny. Last month Stephen got into a fight with his brother who is 17. After the fight was over Stephen took his father’s gun and shot his brother in the head instantly killing him.
Papers will be completed in Word Format as an attachment. The papers will be typed in Times New Roman using 12 font. Papers will be double-spaced. The papers will be at least 500 words in length. The papers will be a critical examination of a topic area chosen by the instructor. Students are encouraged to critically examine and question a topic area in detail using their book.
.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
HRM600 MBA CapstoneTEAM CHARTERI. Team InformationTEAM .docx
1. HRM600 MBA CapstoneTEAM CHARTER
I. Team Information
TEAM:
TEAM DURATION: 8 weeks
COURSE: HRM600
REPORTING TO: Professor Name
MEMBER NAME
#
PHONE #
EMAIL
AVAILABILITY
1
2
3
4
5
Additional Team members as required
II. Team project
Describe as an initial step what you expect to accomplish with
the creation of the HR Plan.
2. III. Team Management Plan
This section defines how the team will allocate assignments and
talents
a) Team Leadership: One person will be named the
Team/Project Leader to provide overall leadership and
continuity to the project.
Your Team Leader will be: (enter name here)
b) Deliverable Management: Each Deliverable will be assigned
a component Manager. Each person on the team will be
responsible as the Manager of a deliverable. List your
Deliverable Managers in the table.
Deliverable
Manager Assigned
Business Strategy
Workforce Strategy
Staffing Strategy
Total Rewards Strategy
Training/Learning Strategy
Performance Management Strategy
3. HRIS Strategy
Modules Review and Presentation Prep
c) Skills Inventory: identify each team member’s personal,
professional and academic strengths and weaknesses in the
table.
Name
Strengths
Weaknesses
4. IV. PROJECT MANAGEMENT PLAN
a) Meeting and Communication Plan: How often will you meet,
and by what methods? How will you communicate between
meetings, and distribute agenda items, follow-up items or other
required communication?
b) Documents and Change Management: How will documents be
shared and stored? How will you keep track of different drafts
5. (versions) of the same document? When will documents be
delivered to the team leader for submission to the drop box?
IV. CONFLICT MANAGEMENT PLAN
Describe how your Team will manage conflict
Potential Conflict
Recommended
6. Solution
Member misses a meeting
Member cannot be reached
Member does not complete work on time
Member work is unsatisfactory
Member drops the course
Member has an unavoidable emergency that delays work
How will you resolve minor disagreements?
7. Who rules for major disagreements—Team Leader or Majority
rule?
How will you use the Peer Review at the end of the course?
What are the consequences of unsatisfactory performance?
eCollege is temporarily offline or class time is cancelled
Other Potential Conflict
8. V. TEAM RULES
Create a list of rules to help you collaborate as a Team. These
should include expectations about meetings, communication,
course work, conflict resolution, and so on, based on other
elements of this Charter.
9. VI. CRITICAL SUCCESS FACTORS FOR YOUR HR PLAN
Refer back to your Team Project. Identify critical success
factors for your plan. For example, are you depending on
outside suppliers, retail traffic, technology, what else? What
steps can you take to achieve these factors?
Critical Success Factors
Reason for Importance
Steps Taken to Ensure Attainment
11. Each team member is to write an individual commitment
statement. If onsite, each team member will sign their
commitment statement
12. 5
HRM600 Keller Graduate School of Management Capstone
Team Charter.
STRATEGIC
HR MANAGEMENT
by Don McCain, Ed.D.by Don McCain, Ed.D.
Strategic HR Management
Motors and More Inc.—
A Progressive HR Case Study
2
13. Pr
og
re
ss
iv
e
H
R
Motors and More, Inc.—
A Progressive HR Case Study
By Don McCain, Ed.D.
STRATEGIC HUMAN RESOURCES MANAGEMENT
INTRODUCTION
This is a scenario-based progressive case study that can be used
in sequence or
adapted to fi t the instructor’s curriculum, although it is
14. recommended to present
the case in the sequence outlined below. This study is intended
for upper-level
undergraduate students.
Learning Objective(s)
Upper-level undergraduate students will work through issues
associated with developing and
sustaining an HR department to support an organization facing
labor shortages and high
product demand. At the end of the study, students learn how to:
1. Align HR initiatives with corporate strategy.
2. Develop a complete HR organization structure, including
roles and responsibilities, and then
adjust the structure to support the organization.
3. Develop a basic staffi ng plan.
4. Develop a basic training plan.
17. Organizational emphasis is on growth, innovation and new
product development. A prospector wants to be fi rst
to market. To respond to competitive and rapidly changing
markets, prospectors have fl exible, fl at and more
decentralized organizational structures.
Motors and More is headquartered in a small southern town of
28,000 people, with a low unemployment rate
of 3.1 percent. This means that demand for workers exceeds the
labor supply. There is a technical school and a
community college within 50 miles of Motors and More. Motors
and More’s president is former military and
is highly patriotic. He is committed to staying in the
community. Recently, several other local companies have
experienced labor organizing activities.
Motors and More employs 116 people. Until you were hired,
there was no HR department. Recently, the
organization’s employee turnover rate has been higher than
normal. The marketing and sales department
continues to sell products to an expanding market. Because of
this increased product demand, output must be
increased by 96 percent.
Eighty-eight percent of Motors and More employees are
18. Caucasian. With the exception of one female supervisor
in the customer service department, the president and all other
managers are Caucasian men. Management
promotions have been based on seniority. The local labor
market population is approximately 48 percent
minority. There is a growing Hispanic and Kurdish population
that have not been accepted into the community.
All the employees in manufacturing (including quality control),
customer service and operations (responsible
for shipping and receiving; distribution of raw materials,
components parts and fi nished goods inventory; and
maintenance and cleaning) have at least a high school degree or
GED. The organization provides some skills
training courses. Please refer to the organizational chart in
Figure 1 for more details.
Figure 1: Motors and More Organization Chart
President
HR Director
Staff (TBD)
22. D
ep
ar
tm
en
t
Part I: Designing the HR Department
Students are asked to complete the following activities. Before
you begin, your instructor will review the
concepts of organizing and organization design.
A. Design a typical HR department and identify each HR unit.
For each HR unit, provide roles/
responsibilities and job titles. Develop an organization chart of
a typical HR department.
B. Given the size of Motors and More, indicate which positions
identifi ed in your typical HR department
should be combined or eliminated to reduce the number of HR
employees. Provide new job titles and
23. develop an organizational chart specifi cally for Motors and
More’s new HR department. Provide the total
number of staff for each HR unit.
C. Identify the HR practices required to support a prospector
strategy.
D. Prepare a 20-minute presentation (include time for
discussion).
Teaching Notes
The scenario provides background information and a framework
for the progressive case study. Students are
asked to address the organization’s issues through a series of
papers and presentations. Students should state their
assumptions. Some assumptions might include:
• Motors and More has adequate resources to support any
reasonable initiatives.
• Motors and More produces products and services that will
continue to be in demand.
• Motors and More does not have a succession plan.
24. A note to instructors on customizing this case study. Although
the instructor can realign sections of the case to fi t the
fl ow of course curriculum, Part I must be presented fi rst and
Part V must be completed last.
Compensation and benefi ts information may be customized.
The instructor may also choose to customize this case
study by adding data on employee compensation and benefi ts
that align with your geographic location.
Instructors may stipulate that entry-level employees in the
manufacturing department are paid minimum wage as
mandated by federal law or defi ne wage rates for employees in
the different divisions. It may also be helpful to defi ne
the organization’s compensation philosophy. Will Motors and
More decide to meet, lead or lag the competition?
Where will the organization stand in comparison to other
organizations in the area? What other information may
help the student decide the organization’s approach to pay?
Regarding benefi ts, Motors and More provides unemployment
insurance, workers’ compensation and Social
Security withholding for employees as mandated by law.
Instructors may also provide information about voluntary
benefi ts such as vacation time, sick time and health care.
27. • An executive summary explains only key points of research
fi ndings and not the detail. The detail is in the report.
Students may tend to include too much detail in their executive
summary.
• PowerPoint slides should have no more than six to eight
lines with six to eight words per line. Presentations
should not exceed 10 to 15 PowerPoint slides. Students tend to
put too much content on a slide.
• Presentations should be no more than 20 minutes including
discussion time. Students may benefi t from
ongoing discussion and questions rather than holding questions
until the end of the presentation. This closer
replicates reality.
[A] Explain the concepts of organizing and organization design.
Develop a complete HR department, indicating
each HR unit. For each HR unit, provide typical
roles/responsibilities and job titles. Provide a typical
organization
chart of a typical HR department, not for Motors and More.
Organizing is a basic managerial function. Organizing is the
28. process of designing jobs, grouping jobs
into manageable units, and establishing patterns of authority
among jobs and groups of jobs (Griffi n and
Moorhead, 2006). “Organization design refers to the framework
of jobs, positions, groups of positions, and
reporting relationships among positions that are used to
construct an organization” (DeNisi and Griffi n, p.
50). Organizing combines with organization design to form an
organizational structure.
Using Anthony, Kacmar and Perreewe (2006) as a source,
Figure 2 represents a comprehensive HR structure.
Some HR professionals may argue against including
organization development as a part a human resource
development strategy. Nonetheless, this fi gure is helpful
because it depicts the organizational functions that
must be included in a comprehensive HR department.
Figure 2: An HR Organization Chart
HR (VP, Director, or Manager)
Staffi ng or
Employment
31. ss
es
sm
en
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ROLES/RESPONSIBILITIES AND JOB TITLES
All HR managers, regardless of their functional areas of
expertise, must be able to hire, train, coach, recognize
and reward performance (performance management), plan,
organize, set goals, develop and implement strategies,
lead employees, create and administer budgets, etc. These are
responsibilities common to all managers.
In addition, a decision needs to be made regarding
administrative support—should it be centralized or should it
be dispersed among the functional or operational areas?
HR director or manager
Roles/responsibilities
• Leads and manages the department.
• Develops relationships with senior management to align HR
goals and strategies with those of the
32. organization.
• Scans the external environment for changes that could affect
HR.
• Participates in organizational planning and review sessions.
Organization Development (OD)
Possible job titles: OD specialist, OD consultant
Role/responsibilities
• Develops relationship with internal client(s); formulates
internal contract(s).
• Conducts organization research, analysis and diagnosis to
identify organizational issues with the goal of
performance improvement. Issues may include the reward
system or performance management, management
style, structure, processes, tools and equipment, goal setting,
etc.
• Develops interventions (or contracts with consultants to
develop interventions) to address issues or problems
that can be solved by collecting survey data, coaching, training;
provides feedback to management and
employees.
33. • Assists in creating a culture of learning, development and
achievement.
• Facilitates and maintains organizational change.
• Supports performance management.
Staffi ng or Employment
Possible job titles: Employment manager, staffi ng manager,
recruiting manager, staffi ng or recruiting specialist
or coordinator
Roles/responsibilities
• Develops candidate pools.
• Advertises job openings.
• Ensures accuracy of job descriptions and specifi cations.
Ensures they are consistent with performance
management requirements.
• Screens candidates using instruments as applications, résumés
and references.
• Conducts or contracts background checks.
• Develops or contracts with a consultant to develop
instruments such as tests or pre-employment processes,
procedures or protocols.
• Conducts interviews and assesses candidates.
34. • Extends offers or recommends candidates for hire.
• Ensures legal compliance.
• Secures use of temporary workforce.
• Brings candidate on board and ensures that paperwork is
complete.
• Supports diversity and affi rmative action initiatives.
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37. administrator, facilitator, learning specialist,
designer, developer, evaluator, training or performance
consultant
Roles/responsibilities
HRD is responsible for the development of the organization’s
intellectual capital. HRD professionals
are involved in needs assessment; design, development, delivery
and evaluation of learning experiences;
development of career path models; employee orientation; etc.
HRD supports the performance management
process by training managers and employees on performance
management. Specifi c roles and responsibilities
are discussed below. Robinson and Robinson (1996) provide
some of the roles/responsibilities by job.
• Facilitator: Presents information; facilitates learning
experiences; manages group work and processes;
maintains the agenda; provides feedback to learners, designers
and developers.
• Designer: Conducts needs assessment; writes goals and
objectives; defi nes and outlines content in
conjunction with the evaluator; develops evaluation plans in
38. conjunction with the internal client;
determines instructional strategies.
• Developer: Develops full content and instructional strategies;
develops or secures instruments, cases,
assessments, etc.; develops leaders’ and participants’ guides and
materials; develops media; may conduct
train-the-trainer sessions.
• Evaluator: In conjunction with designer and client, develops
and implements evaluation plans; conducts
all levels of evaluation; reports evaluation fi ndings to
appropriate persons; may assess facilitator skills.
• Training coordinator or administrator: Supports the delivery
of learning experiences; coordinates
participant materials and media; enrolls participants and sends
pre-course materials; secures facilities;
coordinates facilities, including hotels, training rooms and
breakout rooms; tracks attendance and
maintains records; promotes the course or learning experiences;
ships materials; tracks expenses.
• Training or performance consultant and internal client (the
recipient of the services) liaison: Conducts
39. organizational analyses for internal client organization;
contracts for performance improvement;
consults with internal clients on performance issues; prioritizes
needs; secures support (including
funding; access to subject matter experts; collects audience
profi les; supports learners’ participation;
supports transfer of new knowledge and skills to the job; has
access to data necessary to carry out these
responsibilities); with client input, selects facilitators; provides
feedback to internal clients; manages the
interface with the HRD staff.
Compensation
Compensation has two primary areas—benefi ts and salary
administration. In many organizations, payroll is a
function of the accounting department. In other organizations,
payroll is placed in compensation.
Benefi ts
Job titles: Benefi ts analyst, benefi ts specialist, benefi ts
administrator
Roles/responsibilities
• Determines the level of benefi ts and packages as they relate
to the internal requirements of staff versus the
40. competition and to retain employees.
• Determines the benefi ts to be offered.
• Administers the health plan (including HMO or PPO plans).
• Administers retirement plan(s), such as 401(k), defi ned
contribution or defi ned benefi t plans.
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Salary Administration
Job titles: Job analyst, job and salary analyst or specialist
Roles/responsibilities
• With management, develops types of reward pay, including
merit, incentives, bonuses, gain sharing, profi t
sharing, stock options and other rewards.
• With management, determines pay positions relative to the
competition with the goal to lead, lag or meet the
competition.
• Conducts job analyses and evaluations to determine job
responsibilities, job specifi cations and pay grades.
• Writes job descriptions.
42. • Consults with management and employees on performance
goals and standards; supports the performance
management process.
• Conducts salary surveys and recommends and implements
adjustments to pay grades based on survey results.
• Develops career path models.
• Possibly maintains payroll.
Employee Relations or Industrial Relations
Job title: Employee relations specialist
Roles/responsibilities
• Scans the internal environment for potential employee
relations issues.
• Designs (or secures), implements and analyzes employee
survey results. Develops and implements plans to
address identifi ed issues.
• Ensures compliance with labor laws.
• Maintains labor relations in a union or union-free
environment.
• Writes employee handbook.
• Writes and implements discipline procedures.
• Provides counseling and support for employees with personal
issues (EAP role).
43. • Writes ethical policies and maintains ethical guidelines;
maintains “ethics” hotline.
• Produces and distributes HR publications.
• In conjunction with staffi ng, supports relocation and
outplacement services.
• Works with staffi ng to ensure accommodations for disabled
employees.
• Supports diversity efforts.
• Ensures employee rights are not violated.
Health and Safety
Job titles: Safety specialist, safety coordinator, safety
administrator, industrial nurse
Roles/responsibilities
• Conducts inspections to ensure OSHA compliance.
• Develops and implements procedures to ensure a safe work
environment.
• Conducts or secures safety training.
• Conducts health and wellness information and training.
• Files accident reports. Maintains fi les in accordance with
OSHA requirements.
• Facilitates the provision of medical care for employees hurt
on the job.
• Ensures that security is provided for the facility.
45. D
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[B] Given the size of Motors and More, indicate which positions
identifi ed in your typical HR department
should be combined or eliminated to reduce the number of HR
employees. Provide new job titles and
develop an organizational chart specifi cally for Motors and
More’s new HR department. Provide the total
number of staff for each HR unit.
Teaching Notes
Motors and More is a small organization of 116 employees and
will have a small HR staff. The HR
staff may consist of a director, a generalist and one
administrative position. Students tend to design a
more extensive HR department. The challenge is to ensure that
all HR functions are represented within
a small HR department. This can be done by using managers to
46. assume some of HR responsibilities
while outsourcing others. Most training (whether in the design
or the delivery), for example, could be
outsourced, although subject matter experts (SMEs) could
conduct some training. A staffi ng agency
could handle most of the recruiting and screening. Since only
the statutory benefi ts (e.g., workers’ and
unemployment compensation, Social Security withholding and
FMLA leave) are offered, this can be
handled internally. Vendors (such as OSHA or safety training
companies) could provide safety training
and posters. Health and safety issues could be assigned to the
plant manager or foreman.
[C] Identify the HR practices required to support a prospector
strategy.
A strategy is a plan for interacting with the competitive
environment to achieve organizational goals (Daft,
2003). According to Gomez-Mejia, Balkin and Cardy (2004),
the objective of a prospector strategy is to
fi nd and exploit new products and market opportunities.
Organizations that use a prospector strategy are aggressive in
the marketplace, highly competitive and
quick to produce new products and services to be the fi rst to
47. market. Their key objective is to fi nd and
exploit new products and market opportunities. They operate in
an environment of uncertainty and
instability.
Organizational practices inherent in a prospector strategy
include (Gomez-Mejia, Balkin and Cardy (2004):
• Emphasis on faster innovation, fl exibility and creativity.
• Broad job classes with loose work planning.
• External recruitment (fi nding candidates), with the
supervisor making the decision.
• Customized appraisals with multiple input used for
development purposes.
• Generic training.
• Team-based and cross-functional training.
• Decentralized pay that rewards risk taking.
• Variable pay individualized and based on performance.
48. To be fl exible, organizational structures in a prospector
strategy are fl at in organization design,
decentralized and/or team-based.
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50. an
PART II: DEVELOPING THE RECRUITMENT AND
RETENTION PLAN
A. Given the increase in product demand, how many people
will you need to hire and in what functional areas
(manufacturing, operations, customer service, marketing and
sales, fi nance/accounting, and HR)? Provide your
rationale for the proposed hiring in each unit. Consider the
turnover rate. Identify the factors that could be
causing turnover. Identify the costs of turnover.
B. Include the types of interviews you would conduct and why.
C. Develop strategies to recruit the appropriate applicants and
include sources and tools used for recruiting and
selection. Identify the possible areas and types of
discrimination that could occur.
D. What can you do to retain current employees? What are the
benefi ts of retention?
E. How will you assess the effectiveness of your recruiting
efforts?
51. F. Prepare a 20-minute presentation, including discussion.
Teaching Notes
[A] Given the increase in demand, how many people will you
need to hire and in what functional areas
(manufacturing, operations, customer service, marketing and
sales, fi nance/accounting, and HR)? Provide your
rationale for the hiring in each area. Consider turnover. Identify
factors that could be causing turnover. Identify the
costs of turnover.
The hiring rationale is more important than the actual number of
employees hired. Some students will look at need
to increase production by 96 percent and recommend that the
staff double in size.
Other students may consider second shifts and overtime. A
second shift will require adding “lead” positions.
Employees in “lead” positions oversee the work of the staff but
do not have full supervisory duties. Hiring
employees for lead positions may become too expensive.
Adding overtime may be a good recommendation in the
short run, but in the long run, it may also become too expensive.
Increasing productivity through incentives is
55. A transition matrix is a good tool to analyze where employees
move within the organization and to identify
the positions where people are leaving the company. A
transition matrix mathematically depicts the fl ow of
employees within an organization (Anthony, Kacmar and
Perrewe 2006). The matrix shows, by position,
the number of employees and where they are moving within the
organization. This information helps
understand future supply movement and therefore supports
staffi ng forecasting.
Turnover may be voluntary or involuntary. Involuntary turnover
occurs when employees do not willingly
leave the organization. Terminations, layoffs and outsourcing
are conditions where an organization may
experience involuntary employee turnover.
Motors and More is not experiencing involuntary turnover,
however. The organization is expanding its
workforce, and the community is experiencing a labor shortage.
The turnover, then, is voluntary. Some
reasons for voluntary turnover include:
• Retirement.
56. • Job dissatisfaction—work overload, issues with the manager
or other employees, little fl exibility in work
scheduling, lack of challenge.
• Robust labor market—employees can easily fi nd alternative
employment because of the high demand for
employees in the area.
• HR issues—competitive pay and benefi ts, no career path,
perceived unfairness in rewards distribution.
• Issues related to stereotyping, discrimination and harassment.
• Personal or family reasons.
• Employee relocation outside the region.
• Individual values not aligned with company values.
( ) X 100
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58. Turnover is expensive for organizations:
Employee Separation
Costs
Recruiting Costs Selection/Interviewing
Costs
Training Costs Less Direct Costs
• Severance pay
• Benefi ts
• Unemployment
insurance costs
• Exit interview
• Outplacement
• Legal fees
• Advertising
59. • Recruiter’s and
manager’s time
• Travel (applicant
and/or recruiter)
• Search fi rm
• Employee referral fees
• Campus visits
• Interviewing: cost of
employees’ time
• Cost of travel: cost of
travel for applicant to the
interview
• Instrument development
(questions, criteria, tests)
• Reference checks
• Background checks
60. • Relocation
• Pre-employment medical
expenses
• Training new
employee
(orientation, job,
team)
• Travel for training
• Trainer’s time
• Lost productivity
during training
• Training materials
• Coaching time
• Lost productivity due
to new employee’s
productivity curve or
61. the existing staff taking
on more work while
being less effi cient/
effective while the
vacancy exists.
• Overtime for current
employees
• Loss of business due to
poor customer service
• Not being able to take
on new business due to
lack of resources
• Lost knowledge
[A] Include the types of interviews you would conduct and why.
Explain the types of interview formats including structured,
situational and behavioral.
Teaching Notes
A structured interview “uses a set of standardized questions
62. asked of all applicants. The interviewer asks every applicant
the same basic questions, so that comparisons among applicants
can more easily be made.” (Mathis and Jackson,
2006).
The behavioral interview seeks to get at the person/job fi t. To
do so, the interviewer will ask for specifi c examples of
actual job performance to see if the applicant possesses the
competencies needed to perform the job.
In a situational interview, the applicant is asked questions about
how he or she might handle specifi c job situations.
Interview questions are based on a job analysis and checked by
experts in the job so that they are content-valid (Mathis
and Jackson, 2006).
There is no reason why different types of interview formats
cannot be used. The behavioral interview, in which the
applicant is assessed for job fi t, works well for teams, close-
work groups and the prospector strategy. Since the labor
market is tight, good job fi t means good job retention. For
some positions—operations and manufacturing, for
example—the structured interview might be appropriate. For
customer service and team leaders, a mix of behavioral
and situational questions might be appropriate to assess how
65. technical and community colleges, local high schools and
other organizations. The Kurdish community, disabled
individuals, non-working spouses, senior citizens, inmates
in half-way houses or parolees, and the homeless are
nontraditional recruiting sources. Nearby towns may not
have a labor shortage and could be a source. High school and
college employment fairs, temporary agencies,
public employment agencies and former employees are
additional sources. You may even be able to hire from your
customer base.
Recruiting tools include internal posting, employee referrals
(consider offering a bonus for good hires),
employment fairs, electronic bulletin boards and Internet
postings, newspaper advertising, and notices with
professional and trade associations.
Selection tools include the application form, résumés, referrals,
tests (such as physical or cognitive ability tests and
medical exams) and the actual interview.
Motors and More should examine possible employment
discrimination practices.
Equal Pay
66. There is one supervisor who is a woman and four managers, all
of whom are men. Motors and More should
examine the jobs to determine if they are equal in terms of skill
(experience or training), effort (mental or physical
effort), responsibility (degree of accountability) and similar
working conditions (physical surroundings or hazards).
Is there enough difference between the positions to warrant a
“supervisor” job classifi cation and not “manager”
job classifi cation? If job responsibilities (such as outbound
sales) expand, will the job classifi cation difference still
be warranted?
Sex Discrimination
Why is there only woman in a lower management position
supervising the call center? It may appear that Motors
and More believes there are certain jobs better suited for
women. Was gender a factor in the hiring decision? Is
stereotyping occurring?
Racial/Ethnic Discrimination
Motors and More is 88 percent Caucasian, and all managers are
men. The local population is 48 percent minority,
indicating possible discrimination. Since promotions are based
on seniority, it appears that Caucasian men have
been there the longest and received the promotions. Motors and
67. More must aggressively recruit, staff and
promote qualifi ed minorities. It should also promote based on
performance and job specifi cations, not tenure.
Because of Motors and More’s racial demographics, we can
assume that the local Hispanic and Kurd population
has not been accepted at Motors and More. This lack of
inclusion may lead to discrimination allegations.
[C] What can you do to retain current employees? What are the
benefi ts of retention?
Teaching Notes
Retention strategies include good management, developing clear
career paths (Motors and More has not done
this), ensuring competitive total compensation, providing
recognition/rewards, providing comprehensive
employee orientation (many employees leave because they have
not had proper orientation to the job and team),
coaching, creating support groups to support diversity, ensuring
task clarity, and conducting research to determine
the cause of employee turnover.
68. Benefi ts of retention
Organizations with good retention:
• Retain critical knowledge and skills, which can provide a
competitive advantage.
• Have employees who are prepared for new positions as they
become available, thereby reducing recruiting and
training costs.
• Have good individual, team and organizational performance
because employees know their jobs, peers, products
and customers.
• Can respond quickly to changes in strategy and direction.
• Retain skills that can support peer coaching to improve
performance.
• Have continuity of the organization’s culture, values and
goals.
• Can become an employer of choice, reducing recruiting and
turnover costs.
69. A. How will you assess the effectiveness of your recruiting
efforts?
There are a number of ways to assess effectiveness of recruiting
efforts. One way is to calculate costs per hire. To
calculate costs per hire, add total recruiting costs and divide by
the number of candidates hired.
A second method is to determine the yield ratio. According to
Mathis and Jackson (2006), the yield ratio is the
comparison of the number of candidates at one stage in the
recruiting process to the number of candidates at
another stage. To calculate a job offer yield ratio, divide the
number of applicants by the number of applicants
offered a job.
You can also use a selection rate to assess your recruiting
efforts. A selection rate is the percentage hired from a given
group of candidates. It equals the number of employees hired
divided by the number of applicants (Mathis and
Jackson, 2006). Mathis and Jackson (2006) also discuss
acceptance rate (the percentage of job offers rejected) and
success rate (comparing the number of past candidates who
were good performers to current employees). You can
also identify effective recruiting sources by determining where
73. [A] Develop a progressive yet competitive compensation plan
that will support recruiting and retention efforts and
lower the employee turnover rate. Traditionally, Motors and
More has provided employees minimum wage and
statutory benefi ts.
1. How does Motors and More’s employee compensation
compare relative to other organizations in the area? Will
the organization meet, lead or lag the local market? Explain
your rationale.
2. Identify alternative pay methods and discuss the
advantages/disadvantages of each.
3. What benefi ts will you offer? Include statutory benefi ts.
What are the costs of those benefi ts? What is the rationale
for offering those benefi ts?
4. Develop a communications plan. Consider the various
audiences that must be informed.
[B] Prepare a 20-minute presentation explaining your
compensation plan.
74. Teaching Notes
1. How does Motors and More’s employee compensation
compare relative to other organizations in the area? Will
the organization meet, lead or lag the local market? Explain
your rationale.
Given the low unemployment rate, the organization may decide
to meet the competition in starting pay. If it lags behind
the market, Motors and More may not be able to hire qualifi ed
staff. If the company decides to lead, other organizations
might follow. Any hiring advantage would be lost, and Motors
and More would have increased costs without benefi t.
Alternatively, Motors and More may decide to use incentives or
bonuses to better compete for resources.
2. Identify alternative pay methods and discuss the
advantages/disadvantages of each.
There are a number of alternative pay methods to reward
employees.
Merit Pay
Merit pay rewards employees for work already done, usually
over the last performance year. Employees are familiar
75. with merit pay, and there is little resistance offering it. Over
time, merit pay increases employees’ base pay, thereby
increasing organizational costs. It is also diffi cult to really link
performance to merit pay. Further, merit pay may not
result in increased performance. Employees may not see the link
between merit pay and their performance.
Incentives and Bonuses
Incentives and bonuses reward individual performance without
adding to base salary. Incentives and bonuses also link
pay with performance. For example, in manufacturing, a straight
piecework plan pays employees a certain amount for
each unit produced. In a team environment, a group incentive
could increase group productivity. A disadvantage is
that it may cause unhealthy competition among employees.
Commissions
Typically, commissions are pay based on product sales. On a
straight commission pay plan, pay is based on employee
performance; the more sales, the more commission the employee
receives. A combined commission pay plan pays
a base salary plus commission. Commission pay plans directly
link pay to performance. Commissions can result in
increased sales. Commission pay plans, however, may cause
employees to behave unethically in order to make the
76. sale. Generally, commissions reward individual, not team
performance.
On-the-Spot Awards
On-the-spot awards instantly reward employees for good
performance or behavior. The recipient is usually
nominated by a supervisor or peers. Awards may include gifts,
gift certifi cates or cash. On-the-spot awards focus
employee attention on organizational goals and objectives. In
addition, employees can quickly see the link between
performance or behavior and the reward. On-the-spot awards
can lead to feelings of resentment or unfairness,
however, if managers use their own criteria for giving awards.
Gainsharing
In a gainsharing incentive compensation plan, employees are
rewarded for cost reduction or improved productivity.
Savings are usually shared equally between the employees and
the company. Organizations using gainsharing
incentives usually have participative management styles.
Gainsharing plans can help employees understand what is
important to the organization, such as decreasing labor costs.
Gainsharing can also increase employee cooperation
77. because employees are rewarded equally, reducing competition.
Gainsharing also reinforces continuous
improvement. Gainsharing, however, can make it diffi cult to
determine a productivity baseline. It can also be
diffi cult to determine who will participate in the program. In a
gainsharing plan, an organization could pay for cost
reductions even when profi ts are declining. Lastly, since all
employees are rewarded equally, the payment may not
seem fair to all employees.
Profi t Sharing
In profi t sharing, the organization pays employees above and
beyond their base pay when the organization earns
a profi t. Profi t sharing allows the organization to reward
employees when the organization can most afford it.
Profi t sharing also provides fl exibility in the distribution of
the payments. Employees may not see the link between
individual performance and profi ts, however, minimizing the
link to performance.
These pay methods add value to the company while providing fl
exibility in pay. When suggesting possible
solutions, students may offer, as an option, issuing stock.
However, the instructor should advise students that
Motors and More is not a public company.
78. 3. What benefi ts will you offer? Include statutory benefi ts.
What are the costs of those benefi ts? What is the
rationale for offering those benefi ts?
Currently, Motors and More employees receive only statutory
employment benefi ts. Statutory benefi ts are Social
Security, workers’ compensation, unemployment compensation
and FMLA leave.
Social Security provides retirement and disability income and
can supplement unemployment insurance. It is
funded by equal contributions between the employer and the
employee.
Workers’ compensation covers medical costs and employee pay
if the employee is unable to work due to a job-
related illness, injury or disability. It is paid for by the
organization.
Unemployment compensation provides income to employees
who lose their jobs. The employer pays for
unemployment compensation based on the organization’s
location and history of terminations and layoffs.
79. The Family Medical Leave Act requires employers with 50 or
more employees to allow employees to take up to
12 weeks of unpaid leave during a 12-month period for narrowly
defi ned personal and family health issues. The
Act ensures that the employee can return to the same position or
one of equal status and pay. In addition, the Act
requires employers to maintain employee’s health coverage (if
offered).
17
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81. and More afford to offer extensive benefi ts? Students will want
to offer an extensive benefi ts package that includes
all of the benefi ts mentioned above. A benefi ts package like
this can cost 38 percent of payroll. A basic cafeteria
or fl exible medical plan (HMO or PPO) with higher deductibles
may be more affordable to the organization, yet
still seen as benefi cial to employees. Students need to realize
that a small organization may not be able to afford
an extensive benefi ts package.
Motors and More should compare its benefi ts to those of
similar organizations (in size and industry) in the
area. To attract and retain employees, it must offer competitive
benefi ts, yet an extensive benefi ts package is not
affordable. Motors and More’s leadership team could discuss
benefi ts options with their employees. Please advise
students that while retirement, childcare, eldercare, dental or
vision benefi ts may be part of the solution, all of
these benefi ts must be justifi ed in terms of cost/benefi t
analysis. A cafeteria-style health care benefi t could provide
fl exibility for employees and help contain costs. The
employees could also help share the costs.
4. Develop a communication plan. Consider the various
audiences that must be informed.
82. Developing a communication plan ensures that everyone
understands benefi ts offerings.
Teaching Notes
Communication plans should be tailored to different audiences
as necessary; not everyone will need to see the
same information in the same format. For example, if the
decision has been made to extend a benefi ts package,
managers and supervisors should be informed so they can
answer employees’ questions. Employees need
information to help them decide whether or not to enroll in the
plans.
Figure 3 provides a sample communication plan structure
targeting only the employee level.
Figure 3: Communication Plan
Audience Message Medium Desired Result Timing Frequency
Person Responsible
Employees Explanation of
new benefi ts
83. Large group
meeting
• Employees will
understand the new
benefi ts so they can
make an informed
decision
• Employee enrollment
At enrollment
time
Quarterly HR Director
Benefi ts Consultant
Website • Understanding the
new benefi ts
Continuous Continuous Webmaster
Benefi ts Consultant
• Understanding the
84. new benefi ts
Based on
publication
dates
Semi-annual Editor
Benefi ts Consultant
One-on-one
consultation
• Employees will
understand the new
benefi ts so they can
make an informed
decision
• Employee enrollment
By
appointment
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Different communication mediums (or methods) should be used
for different audiences. The management team
may require group and/or one-on-one meetings. Employees will
want to see the details in a document they can
read and revisit.
Desired results are also audience-specifi c. For example, you
will want management to understand the new benefi ts,
enroll in the plans and also be supportive of the plans. You will
want employees to understand the new plans, with
enrollment as the desired result.
A communication plan considers timing (when the message will
be communicated) and frequency (how often
the message or a version of the message will be presented to the
audience). For example, for benefi ts enrollment,
87. timing may be one month before the enrollment period begins.
The frequency may be once a week to start,
increasing to twice a week as the enrollment period draws to a
close.
For a communication plan to succeed, each person assigned to
execute each phase of the plan must be held
responsible to complete it within the time specifi ed.
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90. PART IV: DEVELOPING A HUMAN RESOURCE
DEVELOPMENT PLAN
[A] Develop a human resource development (HRD) plan. Given
the fact that Motors and More has no formal
training program and promotions have been based on seniority,
your plan should address:
1. New-employee training.
2. Current-employee training for current and future jobs
according to a career path.
3. Manager and supervisory training.
[B] In your training plan, address the following:
1. How will you conduct a needs assessment for each group
(include methods and instruments)?
2. How will training content be developed or obtained?
3. How will training be delivered (e.g., classroom, intranet,
blended, self-study, etc.) and by whom (internal
employee or external consultant/trainer)? Provide a rationale for
your decision.
4. What processes and instruments will you use to evaluate
the program’s effectiveness for each group?
91. [C] Prepare a 20-minute presentation, including discussion.
Teaching Notes
[A] Develop a human resource development (HRD) plan. Given
the fact that Motors and More has no formal training
program and promotions have been based on seniority, your
plan should address:
1. New-employee training.
2. Current-employee training for current and future jobs
according to a career path.
3. Manager and supervisory training.
Each target audience has different needs.
New-employee training
New employees should undergo an orientation program.
Comprehensive orientation should include information about
the industry, organization, job unit and position. To retain
employees, orientation to the team (job unit) and position
are important. New-employee orientation should address
individual employee goals. New employees may also need
92. specifi c job training to enhance their skills, to safely use
equipment and to follow procedures.
Current-employee training
Current employees may need refresher skills training and
diversity training. Evaluate whether English-as-a-
second language (ESL) training would support the work
environment. If functional career paths are developed,
training should align to the functional career path. Because
Motors and More will likely add to team leaders, basic
supervisory and team leadership training may be needed.
Manager and supervisory training
Managers and supervisors were promoted by seniority, and there
is no indication they have had any management-
level training. Promotion by seniority also resulted in a lack of
women and minorities in top-level positions. Basic
management training in areas such as budgeting and forecasting,
employment laws, performance management,
goal setting, and giving and receiving feedback would improve
their capabilities. Diversity training is also
recommended for this group.
93. Teaching Notes
[B] In your training plan, address the following:
1. How will you conduct a needs assessment for each group
(include methods and instruments)?
2. How will training content be developed or obtained?
3. How will training be delivered (e.g., classroom, intranet,
blended, self-study, etc.) and by whom (internal
employee or external consultant/trainer)? Provide a rationale for
your decision.
4. What processes and instruments will you use to evaluate
the program’s effectiveness for each group?
How will you conduct a needs assessment for each group
(include methods and instruments)?
Needs assessments should be conducted at the organizational,
job and individual levels. At the organizational level,
a needs assessment should assess current and future training
needs, identify existing gaps and recommend specifi c
training and development required to close the gaps. An
organizational needs assessment is client-based and
considers organizational objectives and strategies.
94. A job (or task) needs analysis identifi es the specifi c skills,
knowledge and abilities (KSAs) needed to perform the
tasks in a current or future position (Jackson and Schuler,
2006). A job analysis identifi es the training requirements
for the job. Additional sources include interviewing the
incumbent and the incumbent’s manager to identify
specifi c skills, knowledge and behavior required to
successfully do the job. The goal of a job needs analysis is to
defi ne what successful performance looks like and identify the
KSAs required.
An individual needs assessment identifi es the KSA gaps
between existing and required performance. A good
method to assess individual needs is to measure performance
against objectives. This is discussed in the
performance review where strengths and weaknesses can also be
identifi ed. Observation is another way to conduct
this needs assessment.
Needs assessments can be conducted by examining the existing
(or extant) data, conducting individual interviews
or focus groups, implementing surveys, using multi-rater
assessments, assessing employees through various tests,
and reviewing individual, functional unit and organizational
performance records.
95. How will training content be developed or obtained?
Training content can be developed or purchased. Some training
may need to be developed internally. If so, given
the limited HR staff, how will this be done? Using SMEs and/or
an outside trainer is a possibility. Buying training
programs off-the-shelf is also an option. However, off-the-shelf
training products are generally not customized to
the individual organization. Consequently, customization costs
must be considered. Cost, time to delivery and size
of target audience are also factors to consider.
How will training be delivered (e.g., classroom, intranet,
blended, self-study, etc.) and by whom (internal
employee or external consultant/trainer)? Provide a rationale for
your decision.
It is important to match delivery methods to content and
audience. Some training (such as new employee
orientation) can be self-study; employees can receive individual
training material as such as workbooks or CDs.
Some of the new-employee orientation, though, may need to be
classroom-based. If the target audience has
computer access, training can be delivered by Intranet, internet
or CD. Classroom training is always an option,
96. but timing and space may be issues. When planning training,
keep in mind that managers and professionals usually
have more fl exibility in their schedules than hourly employees
do. This will affect classroom delivery. Consider
using job assignments and job rotation to provide depth and
breadth of training.
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98. • Audience preference for different methods of delivery.
• Time to delivery—it takes longer to develop an online course
than a classroom exercise.
• Number and location of training deliveries. If the entire
organization needs to be trained in remote locations
and quickly, you may need outside resources.
What processes and instruments will you use to evaluate the
program’s effectiveness for each group?
Kirkpatrick’s four levels of evaluation is the model generally
used for training evaluation. These levels are
discussed extensively in Evaluating Training Programs: The
Four Levels and are summarized here for your
reference.
Level 1: Reaction
Level 1 assesses participants’ reaction to the training.
Participants are asked to complete a survey at the end of
the training. The survey asks participants to indicate if training
objectives were met, rate facilitator skills, assess
the relevancy of content and rate the appropriateness of
instructional/learning strategies, materials, group
interaction, etc.
99. Level 2: Measure learning
Was there a change in knowledge, skills or attitudes? Learning
can be measured through tests for knowledge,
assessments of performance during role-plays, demonstrations,
case studies, projects, work products, etc. These
instruments, developed specifi cally for the training, are used
during the learning and feedback is provided during
the learning activities. To accurately assess a shift in learning,
there a baseline must be established by administering
a pre-test and post-test.
Level 3: Assess behavior change on the job
This is also referred to as transfer. Are participants using the
new knowledge and skills on the job? To what extent?
To assess this, HRD professionals can follow up on performance
contracts, action plans, work products and
similar transfer strategies to determine the extent to which these
are being completed. HRD professionals can also
conduct individual interviews of training participants, their
managers and/or peers or conduct focus groups to
determine transfer. Surveys can also be used.
Another consideration in assessing learning transfer involves
the environment. To what extent does the
100. environment enable or hinder the use of the new KSA? The
same assessment methods can be used.
Level 4: Measure results
Measure any changes in the initial business metric addressed by
the training. Did the metric (sales, defects,
turnover, etc.) change? The return on investment (ROI) can be
calculated if the dollar value of the change in
the metric (benefi t) and total program costs are known. When
measuring results, it is important that only results
due to training are considered. To do this, separate the variables
infl uencing the change in the business metric.
Methods to measure results include tracking the business
metric, conducting individual interviews of participants
and their managers, conducting focus groups, and using surveys.
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102. 1. Labor supply/demand will become more rigorous (demand
for workers will increase, but the labor pool will
remain the same or shrink). Labor costs will increase.
2. Demand for Motors and More products will continue to
increase. Production defects will also continue
to increase.
3. Motors and More’s workforce will become more diverse as
the company hires more Hispanics, Kurds and
persons from alternative workforces.
4. The president will start another company and will hire
someone to manage the daily operations of Motors and
More while he takes on more of an overseeing role.
5. Motors and More will decide to develop an additional
product to broaden its portfolio. There is no existing
capacity for the product, nor do the existing production lines
meet the manufacturing requirements for the
new product.
B. Prepare a 20-minute presentation, including discussion.
Teaching Notes
103. [A] Develop a three-year HR forecast (prediction of the future)
using the following assumptions:
1. Labor supply/demand will become more rigorous (demand for
workers will increase, but the labor pool will
remain the same or shrink). Labor costs will increase.
While the organization must continue to look for non-traditional
recruiting sources, it must start planning to replace
labor with technology. Motors and More can also consider
outsourcing some work, such as maintenance and cleaning or
training employees for other positions.
Assuming that Motors and More has added second and third
shifts and that there is neither space nor employees for
further expansion, Motors and More could consider building
second facility outside of the area but still within the United
States. Remember that even though the president (who is also
the owner) is leaving, he still owns the company and
infl uences strategic direction. Given his desire to stay local,
you may be able to go outside of the area but not off-shore.
As employees in sales leave, Motors and More could expand the
customer service department and add sales responsibility.
Customer service representatives could sell Motors and More
104. products. This could support existing customers and add
telemarketing to new customers and markets. Sales positions
could also shift to operations or manufacturing. However,
students should be cautioned to analyze the pros and cons of
doing this, in part, to determine the effect on the marketing
and sales departments.
2. Demand for Motors and More products will continue to
increase. Production defects will also continue to
increase.
Production defects are costly to the organization. An analysis
should be conducted to determine the root cause of the
increasing defect rate. It is tempting to assume that lack of
training is the problem and therefore training is the solution.
This may not be so. Given the increased output demand, there
could be machine maintenance issues. Speed may cause
carelessness. A unit-produced incentive might be driving output
at the expense of quality. Employees may be tired of
working overtime or perhaps don’t care about quality. It could
be that there is lower quality of raw materials. The root
cause must be determined and then addressed.
Adding staff in quality control will increase costs but will not
address the issue of increasing defects. Quality control