Whole Foods Market began as a small natural foods store and has grown to over 350 locations with 54,000 employees. The company attributes much of its success to its progressive human resources practices like open-door policies, excellent benefits, and career development training. However, concerns have emerged regarding the CEO's anti-union activities and a shift toward less full-time employment and benefits. While Whole Foods pioneered many positive HR strategies, changes may be needed to fully uphold its mission and culture.
This was a group project of the JCPenney Company and shows the breaking down of their strategies financially, economically, competitively, etc. These strategies define their operations and its ups and downs throughout the company’s history. This ppt. was made as a visual aid for our presentation back in the Fall of 2012.
This was a group project of the JCPenney Company and shows the breaking down of their strategies financially, economically, competitively, etc. These strategies define their operations and its ups and downs throughout the company’s history. This ppt. was made as a visual aid for our presentation back in the Fall of 2012.
This presentation gives an idea of no name brand
Available at ease.
Also tells how safe an reliable is to use no name products.
How we can save money on grocery.
One of the largest Canadian grocery store.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
This presentation gives an idea of no name brand
Available at ease.
Also tells how safe an reliable is to use no name products.
How we can save money on grocery.
One of the largest Canadian grocery store.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
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Running head FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS. .docxwlynn1
Running head: FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 2
Overcoming International Talent Acquisition And Workforce Development Challenges
The international market demands that companies acquire a talented workforce and
develop them so that they can remain relevant in the business and organizational setting.
However, various challenges make it quite hard for firms to hire and maintaining a talented
workforce. Some of the challenges include a satisfying job environment, a gratifying salary,
diversified workforce who can work in any country, and the ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent requires that there be
multichannel sourcing of the workforce through both the social media and digital process
because it allows a company to have significant numbers of applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the interview process should cover all
the essential aspects of the expected duties and objectives of the company. With the simulation
systems and automated digital sources, organizations successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered screening and evaluation tools to
enhance the interview and requisition of management to have recruiters and hiring process as
positively impressive as possible. Once the workforce who are talented are hired, a company
should work to train and offer them learning opportunities that will make them both more
efficient in their line of specialization and related ones.
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 3
Additionally, the provision of high compensation is another thing a company should offer
even though it is important the compensation suits within the budgetary estimates and is reliably
assessed before one is offered the amount (International Labour Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best (Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the digital solution and assessing the
workforce. Overall, the international HR management sector will increase performance,
productivity, and boost the reputation of the company. The process can also enhance efficient
global management of the workforce and generation of objectives in the international business.
Integrating Self-Managing Teams and HR Processes
Self-Managed Teams have been projected to be a productivity step forward for
organizations since the 1990s. Several businesses have reported on the success result from the
self-managed teams, and the SMTs have also received momentum from people .
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docxjennifer822
Simulation Strategic Plan
HR 304 Spring 2019
Section 01
8:00-9:15 am
Group #4
Strategic Plan Budget Strategy
Our company has decided to give ourselves a smaller budget for the first quarter just in case we come across some bumps in the next 3 quarters. The first quarter we will decide on our options while trying to stay within budget and based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we were originally giving ourselves a budget of $275,000 but for good reason went over to $290,000. For the next 3 quarters we have a budget of up to $336,000 each quarter give or take depending on any issues we may or may not come across. Increasing spending incrementally will leave room for improvement in problem areas.
For first quarter spending we have decided to focus on training . Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.
We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.
Quarter 1 Practice Areas
Option #
Spending
Performance Appraisals
7
$30,000
Work-Life Balance
7
$60,000
Training
9
$75,000
Talent Management
8
$50,000
Compensation
2
$40,000
Selection
6
$35,000
Total
$290,000
Spending Analysis
Performance Appraisal-Option 7, Cost: $30,000.00
“Use results-oriented appraisals that focus both employees and managers on the impact of employees’ work, rather than on less relevant features; consequently, employee results tend to improve, with greater contribution to strategic goals.”
We chose the results-oriented appraisals for our company because we believe it will allow employees to significantly improve their results if they working towards a certain goal. Performance appraisals benefit not only the manager and employee but the overall company itself. It will give managers a chance to provide employees with positive feedback or constructive criticism. Employees will be able to know what they are doing well in and what areas they should be improving in and how to do so. Focusing our performance appraisals based off results will allow managers to compare the results alongside the goals that are set in the beginning for the employees. They will be able to pinpoint exactly the areas that need improving.
If our employees know exactly what goals are to be achieved in the beginning, they are more likely to accomplish those goals. The results will be measured to the objectives that were first given and employees will be able to determine if the goal was achieved or not.
Work/Life Balance-Option 7, Cost: $60,000
Programs to ma.
1. Whole Foods Market
A Human Resources Perspective
12/10/2012 Lisa Collins Capella University Student 1
2. Table of Contents
3 Introduction to Whole Foods Market 15 References
4 Recruiting 16 References
5 Training and Development
6 Selection
7 Performance Management
8 Performance Management Methods
9 Benefits
10 Employee Discipline and Conflict
11 Labor Relations
12 Employee Litigation
13 Summary
14 Recommendations
12/14/2012 Lisa Collins Capella University Student 2
3. Whole Foods Market
Whole Foods Market is the largest natural foods store in America. It has an accelerated customer base
as a growing population of consumers are gravitating toward healthy, chemical-free, and organic diet choices. Whole
Foods Market was founded in Austin, Texas, when four local businesspeople, who owned two different small stores that
offered organic, and natural food products, decided the natural foods industry was ready for a supermarket. They began
with 19 employees and one store; today there are over 350 retail and non-retail locations, as well as over 54,000
employees, and the company advertises its plan to open new stores. Part of the company’s continued and outstanding
success is attributed to its mission statement and core values relating to its employees. A substantial part of the
company’s culture and mission statements translate its desire to contribute to the happiness and welfare of its
employees. In fact, the company has a career section in its web-site that boasts its fifteenth year in FORTUNE®
magazine's top 100 places to work.
Further, the company offers excellent benefits, open-door policies, team autonomy, diversity, and career
path training as part of its human resources management strategy. Whole Foods Market publicly attributes its success
to its team members and the cutting edge strategies used in recruiting and developing new talent; it is a progressive
and attractive company to work for. Their “Declaration of Interdependence” promises openness and democratic
management with mutual respect. (Anonymous, Whole Foods Market, 2012).
12/14/2012 Lisa Collins Capella University Student 3
4. Recruiting
• iCIMS software to track and centralize candidates’
applications locally and nationally as well as sort by skill
level.
• Detailed job descriptions are posted in job fairs, career
centers, store kiosks, web-site recruiting sites, and
company web-site announcements. Further, internal
recruiters aggressively recruit from colleges, as shown on a
job announcement for a recruiter on a Simply Hired job
posting (Simply Hired, 2012).
• HR managers are in positioned in each location. This
provides a store with the ability to hire according to local
cultural needs as well as expedite the hiring process.
Regional HR Managers are staffed for additional support.
• Lastly, the company has links on its career site to social
media accounts, which enable quick processing, in addition
to their short web-site applications,
12/14/2012 Lisa Collins Capella University Student 4
5. Training and Development
Workforce planning through training is the framework Whole Foods Market relies on for making
staff and staff resource decisions that are linked to its mission, strategic plan, and unique customer base.
A video clip is attached to Whole Food Market’s training and development site that refers to team
training, succession planning, and employee empowerment that makes the viewer feel the company is interested in its
employees because it expects them to make mistakes, and encourages them to train for better outcomes.
Further, the company demonstrates its commitment to training by investing in a sizable training staff.
Each region has its own regional trainer who is responsible for overseeing the orientation and training of all new and
existing team members. Additionally, many of their stores have educators or trainers on site. Moreover, many of their
teams have an assigned team trainer.
Additionally, Whole Foods Market is listed as a client of Adventure Associates, a company that provides
team building, conflict resolution, and leadership skills training (Anonymous, 2012).
Lastly, the company has its own “university” that enables employees to log-on in order to train for
immediate improvement or for future elevated areas of responsibility.
Mentors
Quick Facts Test Evaluations and Yearly Surveys
Peer Cross Training
Vast Virtual Library
ROI and Effectiveness shown in Sales Results
12/14/2012 Lisa Collins Capella University Student 5
6. Selection
Selection is Modern, Inventive, and Designed for Successful Selection
• Applicants are screened by local HR or store leadership personnel for skills/needs match.
• Referred to appropriate department leadership who may grant interview.
• Formal interviews are granted in peer-review panels for leadership positions:
Team member participation in group interviews are considered employee empowerment philosophies put into
action. Diversity in the group brings different aspects of the roles and responsibilities of the position to the
interview process.
Whole Foods Market offers the right to vote to local teams when it comes to hiring. New hires serve for a period
of one to three months on a team, after which the team approves (or rejects) the candidate as a permanent team
member by two-thirds vote (Whole Foods, 2012)
12/14/2012 Lisa Collins Capella University Student 6
7. Performance Management
Gainshairing Philosophy Pay Program
Whole Foods Market believes that employees who share in - Pay for Experience and Performance
the organization’s success will perform with optimum
engagement. - Beginning pay based upon related experience.
“We strive to create a company-wide consciousness of - Gainshairing, which averaged an extra .60 per
“shared fate” by uniting the interests of team members as hour last year for Team Members.
closely as possible with those of our shareholders…When
teams come in under budget due either to higher sales or - Team Members are eligible for a Performance
lower labor costs, a portion of the surplus is divided among Review at 30-45 days, at 6 months of service,
the team members and paid out every four weeks, and a and annually thereafter.
portion is set aside in a savings pool” (Whole Foods, SEC
Report 2012). - WFM targeted average annual pay increase
has been averaging 5% for the past several
years (1% higher than the national average).
- Wage structures and "Caps" are reviewed
annually (WFM, 2012),
$15.00 an hour plus stock options for
Quick Facts
the average unskilled team member-far
above average.
12/14/2012 Lisa Collins Capella University Student 7
8. Performance Management Methods
360 Degree Review Process
Whole Foods Market utilizes software as part of its performance management system. According to Michelle Hirsch
of Whole Foods Market “ ProfileXT® and CheckPoint 360°™ are the products we like to use for leadership
development. These tools give participants insight into their own skills (Hirsh, M.?).
The organization has a clear formal feedback system in that it utilizes self-assessment, peer review, and scoring
software to give the human resources manager a clear picture of the employee’s performance.
The employee is evaluated by raters set to compare the employee’s behaviors and performances to written
organizational standards, as well as peer and self-assessment methods.
Peer
Evaluation
Openly
Conducted
HRIM
software & Store
measuremen Leader
t raters
Self-
HR Manager
assessment
12/14/2012 Lisa Collins Capella University Student 8
9. Benefits
Remuneration is Comprehensive and Desirable
• Stock Options, Gainshairing, and Stock Purchase Plan
• Paid health Insurance
• Personal Wellness Account, Dental Plan , Vision Service
Plan
•
• Retirement
• 401K
• Life Insurance
• Both short-term and long-term disability offered.
• Dependent Care Reimbursement Account (DCRA)
• 20% store discount
• Paid Time Off
These are only the highlights!
12/14/2012 Lisa Collins Capella University Student 9
10. Employee Discipline and Conflict
Whole Foods Market Uses Exhaustive Measures to Deter Termination
• Immediate feedback is given when problem is noticed
• Verbal warnings
• Additional training may be offered
• Peer-Review Disciplinary Panels with Store Manager/HR
• Written Action Plans with Follow-up Procedures
• Self-Assessment (Whole Foods, 2012) & (United States District Court, E.D. Michigan, Southern Division, 2012).
Quick Facts No EAP Program is Advertised and Arbitration is Not Acceptable ( MacGillis, A., 2009).
12/14/2012 Lisa Collins Capella University Student 10
11. Labor Relations
Serious Labor Relations Concerns
Whole Foods Market’s CEO is an activist for legislation that weakens unions. Many blog postings by
employees have accused him of conducting anti-union meetings disguised as training meetings. As the CEO was
investigated by the SEC for posting positive commentaries about his company, and negative commentaries about
competitors under a false name, credence should be given to some of the allegations (Johnson, C. 2007). While the
organization’s mission and culture statements tout its benevolent and visionary labor practices, its CEO has aggressively
fought unions that would ensure those practices. Many articles that are critical of the organization’s loose regard for
employment law are linked together in a web-site by Michael Jay that concern covert meetings to block unions, anti-union
training, violations of labor laws, and violations of privacy and retaliation laws (Jay, M. 2009). The web-site location is
http://michaelbluejay.com/misc/wholefoods-articles.html, and has articles from many sources, including Forbes Global
Internet magazine, that have documented said claims
“Whole Foods’ avowedly libertarian CEO, John Mackey, has compared the prospect of having unions at his
stores to “having herpes.” An internal Whole Foods document listing “six strategic goals for Whole Foods Market to achieve
by 2013,” obtained by Mother Jones, includes a goal to remain ’100% union-free’” (Harkinson, J. 2009). The article quoted
information about the only union that organized; it subsequently dissolved “ Once employees approved the union in 2002
and began negotiating a contract with Whole Foods’ lawyer, they asked the company to award raises more equitably,
establish a grievance procedure, and protect them from arbitrary firing. The lawyer rejected the proposals but never put forth
alternatives, while scheduling and rescheduling meetings that were spaced out every other month for more than a
year”(Harkinson, J. 2009).
12/14/2012 Lisa Collins Capella University Student 11
12. Employee Litigation
Whole Foods Market has recently had employee related litigation filed against them that reveal the
ineffectiveness of the decentralized and peer-inclusive management of employees.
• Glenn Mack VS Whole Foods Market: Allegedly fired for being a Muslim (NG, C. 2011).
• OSHA vs. Whole Foods Market: Allegedly, an employee was fired for reporting sewer leakage near food to
upper management- whistleblower violation (D'Aquino, M. & Wald, M, 2011).
• Iceberg vs. Whole Foods Market Group, Inc.: Alleged sexual harassment and retaliation.
This case provides a clear image of the decentralized “reality-show” method of managing people. The person
openly accused of sexual harassment was allowed to remain on the plaintiff’s performance review and
disciplinary panel boards as his peer and team leader. The HR manager contributed to the problem by privately
making remarks to the plaintiff that “she would not let her get him” while doing nothing to mitigate the problem.
The docket leads one to believe that in spite of the local and regional HR managers’ presence, cliques and
teams opinions are valued more than systematic measure that requires accountability for adherence to labor
laws and privacy concerns (United States District Court, E.D. Michigan, Southern Division, 2012).
World-Class Proskauer law firm states its role in Whole
Quick Facts Foods Market’s strategy on day-to-day labor and employment matters,
including strategic advice on human resource issues and drafting policies
and handbooks” (Unknown, ?).
12/14/2012 Lisa Collins Capella University Student 12
13. Summary
Whole Foods Market began with an innovative and creative model of employee management that
encompassed that model into its organizational strategy with robust success. It is currently used as a benchmark for HR
strategy by the academic and business world. However, the CEO’s behaviors and actions that affect the organization’s
labor force are divergent from its mission statement and culture. Further, his actions expose the organization to millions
of dollars in employee litigation costs, as well as potential citations and fines from government entities. Additionally, such
actions are in contrast to the desires and motivations of the organization’s customers which may reduce the unique
customer base.
Indeed, the total compensation package, exemplary training programs, performance reviews, progressive
disciplinary actions, the expectation of happy lives, and shared-fate philosophy are desirable to talent available in human
capital pools. Failure to maintain the organization’s success without difficulty after the baby boomers retire would not be a
problem for Whole Foods Market as such environments and remunerations are sought after and generate loyalty.
However, the organization has begun increasing its part-time employee labor force while decreasing its full-
time employee labor force. Health insurance policies have become less effective and affordable, and trust has
diminished. It does appear that the business model that created Whole Foods Market’s success is not the model of its
future.
While 360 degree performance management is the new nova of business models, it has serious problems:
labor related laws, privacy issues, and ethical employee management are degraded. Lastly, this study provides evidence
that sound human resources policies, and skilled human resources managers are not a necessary human capital
management expense; rather, they are integral parts of successful organizational strategies.
12/14/2012 Lisa Collins Capella University Student 13
14. Recommendations
• The board of directors should seriously consider the removal of John Mackey as its CEO.
• The peer-reviews should be conducted in an open forum with recommendation authorities only. No decisions
should be made outside equal and standardized procedures that are contained to the HR manager and approved
management teams. While the motivation of personal gain has been a proven successful method of obtaining
employee engagement and peer-review decisions, it is not measurable as biases, cliques, and prejudices emerge.
• Human Resources Managers must be held accountable for actions that are taken in their stores that violate the
letter and spirit of labor laws.
• Whole Foods Market should adhere to its stated culture, mission, and organizational statements in order to
maintain the growth and stability it has achieved by their implementation. Benefits and knowledgeable full-time
employees must be maintained in order to retain and attract needed talent.
12/14/2012 Lisa Collins Capella University Student 14
15. References
Anonymous, iCIMS, (?)SUCCESS STORY - WHOLE FOODS MARKET Retrieved from Google 10/27/12
http://www.icims.com/content/clients/casestudy_wfm.aspieved
Anonymous, (2012). Conflict Resolution page on Adventure Associates’ web-site. Retrieved from Yahoo, 11/17/12 at
http://www.adventureassoc.com/workshops/conflict-resolution.html
Anonymous, (2012) Simply Hired, Regional Recruiter https://jobs2-wholefoods.icims.com/jobs/103112/regional-
recruiter/job?mode=job&iis=SimplyHired&iisn=SimplyHired&sh_aa=1&utm_source=simplyhired&utm_medium
=jobclick
D'Aquino, M. & Wald, M,( 2011). OSHA Regional News Release, Region 4 News Release: 11-1562-ATL (569), US
Department of Labor Office of Public Affairs, Retrieved 11/4/2012 from Google at
http://www.osha.gov/pls/oshaweb/owadisp.show_document?p_table=NEWS_RELEASES&p_id=21465
Harkinson, J. (2009). Are Starbucks and Whole Foods Union Busters? Mother Jones-web-site. Retrieved 12/5/2012 at
Google http://www.motherjones.com/politics/2009/04/are-starbucks-and-whole-foods-union-
busting?page=2
Hirsh, Michelle, (?). AssessmentCompany.com, reference statement Retrieved from Google 11/09/2012 at
Markethttp://www.assessmentcompany.com/products/checkpoint360.html
12/14/2012 Lisa Collins Capella University Student 15
16. References Continued
Johnson, Carrie,(2007). SEC Interested in Web Musings of Whole Foods CEO, The Washington Post, Retrieved from
Google 11/09/2012 at http://www.washingtonpost.com/wp-
dyn/content/article/2007/07/13/AR2007071301975.html
NG, Christina, (2011). Muslim Ex-Whole Foods Employee Sues Company for Discrimination. ABC World News web-
site
retrieved from Google 11/29/2012 at http://abcnews.go.com/US/muslim-foods-employee-sues-
company- discrimination/story?id=14905251
United States District Court, E.D. Michigan, Southern Division, (2012) Iceberg vs. Whole Foods Market Group, Inc.
retrieved from Google 11/16/12 at http://www.leagle.com/xmlresult.aspx?page=4&xmldoc=In FDCO
20121105494.xml&docbase=CsLwAr3-2007-Curr&SizeDisp=7
Unknown, (2009). Proskauer Law Firm web-site. Retrieved at Google 12/5/2012 at
http://www.proskauer.com/practices/labor-and-employment/
Whole Foods Board of Directors (2012). Form K-10 United Sates Securities and Exchange Commission.
Retrieved from Google 12/2/12 at
http://www.sec.gov/Archives/edgar/data/865436/000110465911065946/a11-28314_110k.htm
Whole Foods Market, (2012) Hiring Process, Retrieved from Google 10/26/2012 from
http://www.wholefoodsmarket.com/careers/hiring-process
12/14/2012 Lisa Collins Capella University Student 16