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.
Career planning & compensation managementdivyagnim
The document discusses various topics related to career planning and compensation management. It covers career development, the importance of career development for both employees and organizations, factors that can impact careers like economic changes. It also discusses designing career development systems, what a career development plan is and its purpose. Other topics covered include succession planning, wage and salary administration, pay-for-performance plans, fringe benefits, and employee stock option plans.
Employees who are satisfied with their jobs perform better. Companies should create an atmosphere where employees feel appreciated and can advance. Performance appraisal and reward systems let employees know their work is valued. These systems include bonuses, profit sharing, stock options, and recognition programs. They boost morale and motivate employees to exceed expectations. Effective communication, understanding personalities, training, and motivation techniques allow managers to maximize employee potential.
Sample outline of a companies hr policyTanuj Poddar
This document provides guidance and sample policies for developing a career pathing and development program. It discusses the importance of aligning such a program with company objectives and strategies. Sample policies cover topics like recruitment, induction, performance appraisal, recognition, training, and variable compensation. Additional resources are provided on developing career bands based on competencies, succession planning, and integrating career planning into performance management. The document aims to help companies create effective programs that support employees' professional growth while helping the organization meet its goals.
The document provides guidance on running a successful employee incentive program. It discusses establishing clear objectives that are linked to broader corporate goals. It emphasizes the importance of ensuring objectives are measurable and that evaluation criteria and incentives are aligned to influence behaviors to meet objectives. Data sources should be identified to measure results. Regular communication is important to convey program goals and endorsement from senior management. Rewards should be quickly redeemable, convenient, and relevant to employee accomplishments.
This document discusses performance appraisals and assessments in organizations. It covers several key points:
1. Performance appraisals evaluate and provide feedback on employee job performance, with the goals of improving performance, determining pay increases/promotions, and opening communication between managers and employees.
2. However, appraisals are often dreaded experiences that are avoided due to a lack of regular feedback and their use primarily for termination cases. To be effective, appraisals should be developmental for employees and teaching moments for managers.
3. When developing an appraisal system, companies should consider factors like staff size, job goals, performance measurement, pay determination, and regular communication of feedback and planning. Both informal and
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
Career planning & compensation managementdivyagnim
The document discusses various topics related to career planning and compensation management. It covers career development, the importance of career development for both employees and organizations, factors that can impact careers like economic changes. It also discusses designing career development systems, what a career development plan is and its purpose. Other topics covered include succession planning, wage and salary administration, pay-for-performance plans, fringe benefits, and employee stock option plans.
Employees who are satisfied with their jobs perform better. Companies should create an atmosphere where employees feel appreciated and can advance. Performance appraisal and reward systems let employees know their work is valued. These systems include bonuses, profit sharing, stock options, and recognition programs. They boost morale and motivate employees to exceed expectations. Effective communication, understanding personalities, training, and motivation techniques allow managers to maximize employee potential.
Sample outline of a companies hr policyTanuj Poddar
This document provides guidance and sample policies for developing a career pathing and development program. It discusses the importance of aligning such a program with company objectives and strategies. Sample policies cover topics like recruitment, induction, performance appraisal, recognition, training, and variable compensation. Additional resources are provided on developing career bands based on competencies, succession planning, and integrating career planning into performance management. The document aims to help companies create effective programs that support employees' professional growth while helping the organization meet its goals.
The document provides guidance on running a successful employee incentive program. It discusses establishing clear objectives that are linked to broader corporate goals. It emphasizes the importance of ensuring objectives are measurable and that evaluation criteria and incentives are aligned to influence behaviors to meet objectives. Data sources should be identified to measure results. Regular communication is important to convey program goals and endorsement from senior management. Rewards should be quickly redeemable, convenient, and relevant to employee accomplishments.
This document discusses performance appraisals and assessments in organizations. It covers several key points:
1. Performance appraisals evaluate and provide feedback on employee job performance, with the goals of improving performance, determining pay increases/promotions, and opening communication between managers and employees.
2. However, appraisals are often dreaded experiences that are avoided due to a lack of regular feedback and their use primarily for termination cases. To be effective, appraisals should be developmental for employees and teaching moments for managers.
3. When developing an appraisal system, companies should consider factors like staff size, job goals, performance measurement, pay determination, and regular communication of feedback and planning. Both informal and
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
This document discusses employee engagement and its importance for organizational success. It makes three key points:
1. Employee engagement has a direct correlation with improved financial results, customer satisfaction, productivity, and employee retention. It is a vital element for organizational survival.
2. There are three levels of employee engagement - actively disengaged, not engaged, and actively engaged. Actively engaged employees are strongly aligned with organizational goals and care about the company's success.
3. Establishing true employee engagement requires a comprehensive, strategic approach that creates lasting positive results. It encourages productive, dedicated employees who are invested in the company's success.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Discussion post AssignmentPlease review lecture notes to ass.docxduketjoy27252
Discussion post Assignment
Please review lecture notes to assist with questions
Week 2 Lecture
In Week 2, this course will discuss the uses of incentive pay plans including the pros and cons of the various employee pay plans. This week will also discuss the relationship between performance management and compensation.
Employee incentive compensation programs grew from the philosophy that employees will be driven by rewards. As a result, organizations use incentive compensation programs to produce their targeted results. Organizations reward employees who produce. Organizations need to improve or keep employee motivation and the key is finding out what employees want and value as incentives. There are a variety of incentive pay plans. A few such plans are discretionary bonus plans, annual pay increase plan, profit sharing, retention bonusses and project-based bonus. A common compensation plan is based on the employee’s seniority and hence called “seniority pay.” An employee under this plan receives compensation due to the length of time he/she has been with the organization or tenure with the organization. Many times, this type of plan is found in unionized workforces, however it can be found in many different types of organizations as well. The one issue with this type of plan is the increase in compensation may not be appropriate, especially if the employee is not performing and as a result, it may have a negative impact on the organization. The employee may have an expectation of an increase regardless of performance or organizational productivity. If the organization doesn’t produce, the employee will expect an increase regardless. Another incentive plan is the “merit plan” where employees are paid based on past performance usually during a specific period. The merit plan pays employees for meeting standards or performance goals and can be utilized in conjunction with annual performance evaluations. For this type of pay plan to work, the organization needs to set goals that are obtainable and realistic. Some organizations utilize SMART goals. SMART goals are goals that are set that are specific, measurable, attainable, relevant and time framed. Additionally, employees need to be made aware of the terms of the merit pay plan so they know how and when to reach their goals. Goals should be aligned with the organizational mission, vision and guiding principles. Merit pay programs are not appropriate for all companies and for the plan to be successful, top management must agree to reward the top performers with meaningful pay differentials that match the levels of the employee performance (Martocchio, 2017). Another incentive plan is the “person-centered pay” which is a plan that rewards employees for acquiring job related knowledge, skills or competencies (Martocchio, 2017). The person-centered play plan is not based on job performance. This plan is a means of rewarding employees for their actions acquiring skills. Furthermore, person-ce.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
“Assets in the shoes” - Most companies today realize that employees are their most critical and valuable asset. For a company to succeed; employees at every level must be committed to a company’s goals. An employee incentive program that includes meaningful reward and recognition will reinforce employees for behavior that supports company goals.
This document summarizes 6 chapters from a book on managing family businesses. The chapters discuss building productive teams, implementing standard operating procedures (SOPs), the importance of SOPs for organizational success, benefits of organized businesses, change management in family businesses, and hiring management consultants. Specifically, the document outlines strategies for using job analysis and training to build productive teams, benefits of SOPs like improved performance, quality and compliance, and opportunities for growth. It emphasizes the importance of SOPs for training employees, ensuring quality and structure, and allowing for replication across locations.
Strengthen Your Human Capital Investment with Staff Developmentjscher
The document discusses the importance of training and developing employees at all levels, from new hires to experienced staff, in order to gain a competitive advantage and maximize performance. It provides recommendations for establishing effective training programs, including assessing skills, setting objectives, selecting trainers, and evaluating programs. The author advocates for ongoing training and coaching to retain top talent, maintain skills, and promote continued growth.
Strengthen Your Human Capital Investment with Staff DevelopmentPeak Focus
The document discusses the importance of training and developing employees at all levels, from new hires to experienced staff, in order to gain a competitive advantage and maximize performance. It provides recommendations for establishing effective training programs, including assessing skills, setting objectives, selecting trainers, and evaluating programs. Regular training is emphasized as a way to retain top talent, improve productivity and efficiency, and help the business adapt to changes.
Cash or short-term incentive plans (STIP) engage employees in the process of achieving business objectives, reward desired behaviors, and help execute the organization’s long-term strategy. Incentive plans, when properly aligned to business outcomes and rolled-out effectively, can be a powerful tool that enable organizations to “do more with less” and achieve a greater return on investment (ROI) in cash compensation programs.
Awards Network Award Program Planning GuideAwards Network
This document provides guidance on planning a successful employee recognition award program. It outlines 8 key steps: 1) form a planning team, 2) determine the program's goal, 3) select the structure, 4) plan the budget, 5) choose award types, 6) decide whether to manage it in-house or use a provider, 7) launch the program, and 8) regularly review and improve it. Employee recognition programs can increase engagement, performance, and revenue when implemented effectively according to best practices.
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
Pay-for-learning programs, also known as knowledge-based pay or skill-based compensation, link wages to employees' skills and knowledge rather than their job or position. There are two main types: increased-knowledge systems based on skills in one job, and multi-skill systems based on the number of jobs an employee can perform. These programs provide benefits like a flexible workforce and increased productivity, but also have disadvantages like higher training costs. Successful programs require buy-in from employees, clear communication, and fair implementation.
The document discusses effective communication strategies for communicating a new total rewards package to employees. It outlines a methodology with 7 steps: 1) analyze the current situation; 2) define communication objectives; 3) establish key messages; 4) conduct audience research; 5) choose communication media; 6) implement the communication strategy; and 7) evaluate the communication. It then provides an example application of this methodology to communicate a new incentive compensation plan that represents significant cultural change.
For many businesses, attracting, retaining, motivating and rewarding employees are key issues that can be the difference between success and failure. It is also a vital issue for any potential buyer (internal or external) and has a direct impact on business risk, and also value.
As part of our strategic advisory work with clients, we are able to offer a range of solutions to manage these issues and provide easy to implement solutions for business owners to encourage employees to think and act like business owners.
This document discusses how to conduct effective employee performance appraisals. It recommends setting individual goals collaboratively, making the process ongoing with regular feedback, using multiple inputs for evaluation, and automating the process for efficiency. Six common appraisal methods are described: ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The goal of performance appraisals should be ongoing communication, setting achievable goals, and planning for improvement.
This document provides 20 retention tools for curbing employee attrition. It summarizes each tool with examples of how companies implement them. The tools include offering competitive compensation and benefits, training managers, defining clear roles and responsibilities, providing career progression opportunities, offering retention bonuses for longevity, assigning a process owner for retention strategies, conducting employee engagement surveys, emphasizing teamwork, and becoming a more paperless organization.
- Your WorkPlace Doctor is a human capital strategy firm that creates customized programs to improve employee productivity, performance, and retention for their clients.
- Presenteeism, where employees are physically at work but not fully productive, accounts for 80% of lost productivity and is much more costly than absenteeism. Retention of top employees is a major challenge for many companies.
- Your WorkPlace Doctor offers various prescriptive programs to address these issues, including programs focused on leadership development, change management, team building, and diversity and inclusion. Their programs are customized for each client and aim to maximize employee and company performance.
Unlocking Productivity and Satisfaction_ 12 Employee Engagement Examples that...CIOWomenMagazine
Explore various employee engagement examples: 1. Open Communication Channels, 2. Recognition and Rewards Programs, 3. Flexible Work Arrangements, 4. Professional Development Opportunities, etc.
An employee experience platform can help organizations address several challenges related to employee experience. It allows for cross-functional support through integrated collaboration tools. It facilitates effective task management by enabling managers to oversee remote team performance. It standardizes onboarding processes and promotes onboarding. It also establishes feedback loops, tracks engagement, and offers learning and development opportunities to improve the overall employee experience.
Smallpox has been widely reported as a possible bio-terror weapon..docxjennifer822
Smallpox has been widely reported as a possible bio-terror weapon.
Explain what you
know about the etiology of the disease.
Include what you know about the
current state of the world’s immunity to smallpox.
Discuss how
effective (or ineffective) a smallpox weapon might be.
Include what kind
of defense could be mounted against such an attack.
.
This document discusses employee engagement and its importance for organizational success. It makes three key points:
1. Employee engagement has a direct correlation with improved financial results, customer satisfaction, productivity, and employee retention. It is a vital element for organizational survival.
2. There are three levels of employee engagement - actively disengaged, not engaged, and actively engaged. Actively engaged employees are strongly aligned with organizational goals and care about the company's success.
3. Establishing true employee engagement requires a comprehensive, strategic approach that creates lasting positive results. It encourages productive, dedicated employees who are invested in the company's success.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Discussion post AssignmentPlease review lecture notes to ass.docxduketjoy27252
Discussion post Assignment
Please review lecture notes to assist with questions
Week 2 Lecture
In Week 2, this course will discuss the uses of incentive pay plans including the pros and cons of the various employee pay plans. This week will also discuss the relationship between performance management and compensation.
Employee incentive compensation programs grew from the philosophy that employees will be driven by rewards. As a result, organizations use incentive compensation programs to produce their targeted results. Organizations reward employees who produce. Organizations need to improve or keep employee motivation and the key is finding out what employees want and value as incentives. There are a variety of incentive pay plans. A few such plans are discretionary bonus plans, annual pay increase plan, profit sharing, retention bonusses and project-based bonus. A common compensation plan is based on the employee’s seniority and hence called “seniority pay.” An employee under this plan receives compensation due to the length of time he/she has been with the organization or tenure with the organization. Many times, this type of plan is found in unionized workforces, however it can be found in many different types of organizations as well. The one issue with this type of plan is the increase in compensation may not be appropriate, especially if the employee is not performing and as a result, it may have a negative impact on the organization. The employee may have an expectation of an increase regardless of performance or organizational productivity. If the organization doesn’t produce, the employee will expect an increase regardless. Another incentive plan is the “merit plan” where employees are paid based on past performance usually during a specific period. The merit plan pays employees for meeting standards or performance goals and can be utilized in conjunction with annual performance evaluations. For this type of pay plan to work, the organization needs to set goals that are obtainable and realistic. Some organizations utilize SMART goals. SMART goals are goals that are set that are specific, measurable, attainable, relevant and time framed. Additionally, employees need to be made aware of the terms of the merit pay plan so they know how and when to reach their goals. Goals should be aligned with the organizational mission, vision and guiding principles. Merit pay programs are not appropriate for all companies and for the plan to be successful, top management must agree to reward the top performers with meaningful pay differentials that match the levels of the employee performance (Martocchio, 2017). Another incentive plan is the “person-centered pay” which is a plan that rewards employees for acquiring job related knowledge, skills or competencies (Martocchio, 2017). The person-centered play plan is not based on job performance. This plan is a means of rewarding employees for their actions acquiring skills. Furthermore, person-ce.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
“Assets in the shoes” - Most companies today realize that employees are their most critical and valuable asset. For a company to succeed; employees at every level must be committed to a company’s goals. An employee incentive program that includes meaningful reward and recognition will reinforce employees for behavior that supports company goals.
This document summarizes 6 chapters from a book on managing family businesses. The chapters discuss building productive teams, implementing standard operating procedures (SOPs), the importance of SOPs for organizational success, benefits of organized businesses, change management in family businesses, and hiring management consultants. Specifically, the document outlines strategies for using job analysis and training to build productive teams, benefits of SOPs like improved performance, quality and compliance, and opportunities for growth. It emphasizes the importance of SOPs for training employees, ensuring quality and structure, and allowing for replication across locations.
Strengthen Your Human Capital Investment with Staff Developmentjscher
The document discusses the importance of training and developing employees at all levels, from new hires to experienced staff, in order to gain a competitive advantage and maximize performance. It provides recommendations for establishing effective training programs, including assessing skills, setting objectives, selecting trainers, and evaluating programs. The author advocates for ongoing training and coaching to retain top talent, maintain skills, and promote continued growth.
Strengthen Your Human Capital Investment with Staff DevelopmentPeak Focus
The document discusses the importance of training and developing employees at all levels, from new hires to experienced staff, in order to gain a competitive advantage and maximize performance. It provides recommendations for establishing effective training programs, including assessing skills, setting objectives, selecting trainers, and evaluating programs. Regular training is emphasized as a way to retain top talent, improve productivity and efficiency, and help the business adapt to changes.
Cash or short-term incentive plans (STIP) engage employees in the process of achieving business objectives, reward desired behaviors, and help execute the organization’s long-term strategy. Incentive plans, when properly aligned to business outcomes and rolled-out effectively, can be a powerful tool that enable organizations to “do more with less” and achieve a greater return on investment (ROI) in cash compensation programs.
Awards Network Award Program Planning GuideAwards Network
This document provides guidance on planning a successful employee recognition award program. It outlines 8 key steps: 1) form a planning team, 2) determine the program's goal, 3) select the structure, 4) plan the budget, 5) choose award types, 6) decide whether to manage it in-house or use a provider, 7) launch the program, and 8) regularly review and improve it. Employee recognition programs can increase engagement, performance, and revenue when implemented effectively according to best practices.
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
Pay-for-learning programs, also known as knowledge-based pay or skill-based compensation, link wages to employees' skills and knowledge rather than their job or position. There are two main types: increased-knowledge systems based on skills in one job, and multi-skill systems based on the number of jobs an employee can perform. These programs provide benefits like a flexible workforce and increased productivity, but also have disadvantages like higher training costs. Successful programs require buy-in from employees, clear communication, and fair implementation.
The document discusses effective communication strategies for communicating a new total rewards package to employees. It outlines a methodology with 7 steps: 1) analyze the current situation; 2) define communication objectives; 3) establish key messages; 4) conduct audience research; 5) choose communication media; 6) implement the communication strategy; and 7) evaluate the communication. It then provides an example application of this methodology to communicate a new incentive compensation plan that represents significant cultural change.
For many businesses, attracting, retaining, motivating and rewarding employees are key issues that can be the difference between success and failure. It is also a vital issue for any potential buyer (internal or external) and has a direct impact on business risk, and also value.
As part of our strategic advisory work with clients, we are able to offer a range of solutions to manage these issues and provide easy to implement solutions for business owners to encourage employees to think and act like business owners.
This document discusses how to conduct effective employee performance appraisals. It recommends setting individual goals collaboratively, making the process ongoing with regular feedback, using multiple inputs for evaluation, and automating the process for efficiency. Six common appraisal methods are described: ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales. The goal of performance appraisals should be ongoing communication, setting achievable goals, and planning for improvement.
This document provides 20 retention tools for curbing employee attrition. It summarizes each tool with examples of how companies implement them. The tools include offering competitive compensation and benefits, training managers, defining clear roles and responsibilities, providing career progression opportunities, offering retention bonuses for longevity, assigning a process owner for retention strategies, conducting employee engagement surveys, emphasizing teamwork, and becoming a more paperless organization.
- Your WorkPlace Doctor is a human capital strategy firm that creates customized programs to improve employee productivity, performance, and retention for their clients.
- Presenteeism, where employees are physically at work but not fully productive, accounts for 80% of lost productivity and is much more costly than absenteeism. Retention of top employees is a major challenge for many companies.
- Your WorkPlace Doctor offers various prescriptive programs to address these issues, including programs focused on leadership development, change management, team building, and diversity and inclusion. Their programs are customized for each client and aim to maximize employee and company performance.
Unlocking Productivity and Satisfaction_ 12 Employee Engagement Examples that...CIOWomenMagazine
Explore various employee engagement examples: 1. Open Communication Channels, 2. Recognition and Rewards Programs, 3. Flexible Work Arrangements, 4. Professional Development Opportunities, etc.
An employee experience platform can help organizations address several challenges related to employee experience. It allows for cross-functional support through integrated collaboration tools. It facilitates effective task management by enabling managers to oversee remote team performance. It standardizes onboarding processes and promotes onboarding. It also establishes feedback loops, tracks engagement, and offers learning and development opportunities to improve the overall employee experience.
Similar to Simulation Strategic Plan HR 304 Spring 2019Section 01800.docx (20)
Smallpox has been widely reported as a possible bio-terror weapon..docxjennifer822
Smallpox has been widely reported as a possible bio-terror weapon.
Explain what you
know about the etiology of the disease.
Include what you know about the
current state of the world’s immunity to smallpox.
Discuss how
effective (or ineffective) a smallpox weapon might be.
Include what kind
of defense could be mounted against such an attack.
.
Small mistakes are the steppingstones to large failures. How mig.docxjennifer822
Small mistakes can often lead to larger failures or consequences as described in the saying. For example, a pilot's small mistake of missing important checklist items before takeoff resulted in an airplane crash that killed everyone on board due to the ensuing systems failure. While small errors may seem insignificant, they can sometimes snowball into much worse outcomes, as shown in this real-world tragedy.
SMALL GROUP LESSON 1
SMALL GROUP LESSON 2
Field Experience B: Small Group Lesson
Babita Mohabir
GCU
SEC 580
June 10, 2020
Small Group Lesson
I am highly satisfied with the lesson plan, particularly because it yielded the desired results proving that it was carefully crafted right from the beginning. My goal at the end of the lesson was to offer a good learning experience to the learners, and I achieved that. I was able to put into perspective all the factors which played a huge role in influencing the learning outcomes of the learners in the small group. I executed the lesson plan effectively. I engaged the learners and strengthened their understanding of the course content. By sharing the lesson plan with the learners through highlighting a visible agenda on the board about what they will be learning and doing during class time, I was able to keep them on track. I made a conscious effort to maintain eye contact in class, and this enhanced the involvement of the learners with the course content. I conveyed the content and instructions in a clear and specific manner so that the learners with poor listening comprehension were not left behind.
When attempting to put a point across in class, I ensured that my voice was loud enough and clear. This, coupled with the developed rules and regulations, enabled me to successfully maintain a degree of order and control in the class, and fully grasped the attention of the learners. Using relevant examples and analogies to demonstrate the mathematical concepts was successful as the learners were able to understand the topic more. I also succeeded in building a rapport with the learners thanks to the warm and friendly class atmosphere that I created. Additionally, I was successful in time management. I did not run out of time as all that I had planned to cover was completed within the stipulated timeline. Using a collaborative approach for teaching also succeeded in boosting involvement among all the learners. In regard to the improvements, apart from winding up the lesson by simply summarizing the main points learned, it would be a good idea to conclude by also previewing the next lesson. This means briefly striking a connection between the finished concept and the next coming concept. A combination of summarizing and previewing would spur the interest of the learners in the coming lesson and enable them to connect the various ideas within a much larger context.
The other improvement would have been establishing strategies to obtain learners’ feedback in order to gather insight into any shortcomings in my teaching technique. The lesson plan was effectively assessed since I had created several productive questions for each learning concept which I was to use to check for understa.
Small Group Discussion Grading RubricParticipation for MSNSmal.docxjennifer822
Small Group Discussion Grading Rubric
Participation for MSN
Small Group Discussion Guiding Principles
The ideas and beliefs underpinning the small group discussions (GDs) guide students through engaging dialogues as they achieve the desired learning outcomes/competencies associated with their course in a manner that empowers them to organize, integrate, apply and critically appraise their knowledge to their selected field of practice. The use of GDs provides students with opportunities to contribute level-appropriate knowledge and experience to the topic in a safe, caring, and fluid environment that models professional and social interaction. The GD’s ebb and flow is based upon the composition of student and faculty interaction in the quest for relevant scholarship. Participation in the GDs generates opportunities for students to actively engage in the written ideas of others by carefully reading, researching, reflecting, and responding to the contributions of their peers and course faculty. GDs foster the development of members into a community of learners as they share ideas and inquiries, consider perspectives that may be different from their own, and integrate knowledge from other disciplines.
Participation Guidelines
Each weekly group discussion is worth a maximum of 50 points. Students must post a minimum of four times in each discussion. One of these posts must be a summary of learning for the week. The initial response to the discussion prompt must be posted by Wednesday, 11:59 p.m. MT, of each week. Each of the subsequent posts must occur on days following the initial response. The final posting deadline for all subsequent posts is by Sunday, 11:59 p.m. MT of each week. For week 8 only, subsequent posts must occur by the Saturday deadline-11:59 pm MT. If the student does not meet the Wednesday posting deadline for the initial posting, a late penalty is applied of 5 points. Not meeting the requirements for subsequent postings, either in number or deadline, will result in a loss of 5 points.
Group Discussion Responses
Small group discussions provide the opportunity for deep exploration and new knowledge discovery of course topics. This type of exploration requires synthesis of various sources of information. Responses in group discussions should be substantive, reflect the student’s personal position on the topic, thoroughly address the information being asked for by the prompt, and include insights based on others’ postings. Direct quotes in group discussions should be a rare occurrence. These are to be limited to one short quotation (not to exceed 15 words). The quote must add substantively to the discussion. Points will be deducted under Scholarliness and/or Course Knowledge rubric categories.
MSNST_GroupDiscussionGradingRubric_Final_2019.02.21 Executive Track
MSNST_GroupDiscussionGradingRubric_Final_2019.02.21 Executive Track
MSN-ST Executive Track
Small Group Discussion Grading Rubric Guidelines
Point Values
Except.
SM Nonprofit Ad Campaign Term Project InstructionsOverview.docxjennifer822
SM Nonprofit Ad Campaign Term Project Instructions
Overview
Marketing can inspire change, generate donations, and inform the public. However, nonprofits often lack the marketing prowess needed to reach consumers. You are tasked to create a marketing ad and social media campaign for a nonprofit you choose. Visit the nonprofit website to understand their purpose and align the ad campaign you create.
Choose one of the following charities on the website to build a social media ad campaign.
https://charity.lovetoknow.com/Top_100_Charities
The below items are to be turned in on Blackboard in a Word document. Each student is responsible for submitting their own unique work. Check SafeAssign at submission for plagiarism; unintentional plagiarism is still plagiarism.
Ad Content
1) Ad/image that can standalone (if posted on a social media platform in smartphone or desktop view). Ad should be unambiguously clear, easy to read within moments, and eye-catching. Content needs to be accurate, informative, and convincing to change behavior.
Include the name of the charity and method to connect with existing platforms.
Written responses describing the ad campaign
Written work: 2-3 pages, 1-inch margins 12-point Times New Roman/Arial font, double spaced. Be specific with details, use examples, and thoroughly explain your reasoning. The written work should articulate your knowledge about social media strategy, marketing mix, research measures, and other materials covered throughout this course. Demonstrate your understanding of course materials by writing about these topics.
2) Describe what is the content in the ad (e.g. Call to Action (CTA) hashtag, information guide, change behavior, draw clicks to website)? Be specific. Restating these examples is insufficient.
3) What is the name of the ad campaign? What is this social media ad campaign trying to do? Thoroughly explain your reasoning and be specific.
4) What is the method for releasing on social media (e.g. platform, timing, target market, length of campaign)? Elaborating and be specific with details.
5) What are the measures for success (e.g. how many likes/comments/shares)? State specific goals and figures that would indicate if the campaign was successful.
Sample Ads
Note: These are basic samples. The quality of work and attention to details should be greater. Expectations in the workplace are higher for employees creating marketing materials because businesses depend on generating revenue from these kinds of ads. In fact, these sample ads draw website visits. Notice what works and doesn’t work from the samples.
https://www.studentdigz.co.za/sharing-is-caring/
Graphic CPR ad example with moving pictures:
https://carrington.edu/blog/medical/how-to-perform-cpr/
https://www.cprcertified.com/how-to-perform-hands-only-cpr-infographic
https://www.dreamstime.com/stock-illustration-benefits-drinking-water-infographic-vector-illustration-image675702.
Small Business State of the UnionInterest and involvement in s.docxjennifer822
Small Business "State of the Union"
Interest and involvement in small business and entrepreneurial activities is an integral part of United States economy thorough both good and "challenging" times. To see how "things" are doing, your assignment is to research the today's climate of small business and its economic impact. Included in your submission could/should be information related to numbers of what "defines" a small business , employers and employees, job growth, current numbers of small businesses (which will vary dependent upon sources utilized), women-owned and minority-owned business statistics, as well as information related to business turnover (closures for whatever reasons). Other economic areas to explore include exporting activities tied to small business, federal and state procurement activities (selling to the government), innovation activities (and federal funds which may have been awarded to small businesses to assist with innovation), and federal and/or state sources of funding which may have been utilized.
Recommended resources for use on this assignment would be the U.S. Census data, Small Business Administration (SBA), Department of Labor (DOL), Internal Revenue Service (IRS) and other reputable sites. Popular press information can also be utilized to supplement (e.g. Entrepreneur Magazine, INC. Magazine, Forbes, etc.)
Please utilize the most current year data available
in your narrative and provide a source document at the end of your work identifying the resources cited.
This paper should be 3-4 pages (not including source document) in length with a thorough discussion and explanation of the information provided. As always, your final thoughts regarding the findings are acceptable and appreciated.
.
Small Business and Forms of Business Ownershiphttpwww.wil.docxjennifer822
Small Business and Forms of Business Ownership
http://www.wileybusinessupdates.com
Chapter
5
1
Discuss why most businesses are small businesses.
Determine the contributions of small businesses to the economy.
Discuss why small businesses fail.
Identify the available assistance for small businesses.
1
Learning Objectives
Outline the forms of private business ownership.
Describe the public and collective ownership of business.
Discuss organizing a corporation.
Explain what happens when businesses join forces.
2
3
4
7
8
5
6
2
99.7% of all U.S. companies are considered small businesses.
These firms have generated 65% of new jobs in the past two decades
They employ half of all private sector workers
Most Businesses are Small Businesses
3
The Small Business Administrationdefines a small business to be a firm that is independently owned and operated and is not dominant in the field.
Manufacturing business: fewer than 500 workers
Wholesalers: fewer than 100 workers
Retailers: less than $7 million in annual sales
Agricultural business: less than $750,000
What is Small Business?
4
Typical Small-Business Ventures
5
Major Industries Dominated by Small Businesses
6
Creating New Jobs
Creating New Industries
Innovation
Contributions of Small Business
7
3 in 10 businesses close permanently within two years.
50% of businesses fail within five years.
By the 10-year mark, 66% of all small businesses have closed permanently.
Small Business Failure
8
Management Shortcomings
Inadequate Financing
Government Regulation
Reasons Why Small Business Fail
9
Government agency concerned with helping small business firms
Financial Assistance
Loan Guarantees
Microloans
Small Business Investment Companies (SBICs)
Small Business Administration
10
More than 40% of U.S. businesses are owned by women (10 million businesses)
The number of businesses owned by minorities outpaced the growth in the number of U.S. businesses overall.
Women and minorities still face challenges:
Opportunities for Women & Minorities
11
Minority-Owned Businesses
12
Forms of Private Business Ownership
Figure 5.4 Forms of Business Ownership
13
Domestic, foreign, alien
S Corporation
Limited Liability Companies
Employee-Owned Corporations
Not-for-Profit Corporations
Types of Corporations
14
Public ownership – a unit or agency of government owns and operates an organization. Parking structures, water systems, turnpike authority.
Collective Ownership– collective ownership of a production, storage, transportation or marketing organization is a cooperative.
Public and Collective Ownership of Business
15
Stockholders – acquire stocks in exchange for ownership
Preferred Stock
Common Stock
Board of Directors – elected by stockholders to oversee corporation
Corporate Officers & Management – make major corporate de.
Small business was considered the future. Is it still amidst ev.docxjennifer822
Small business was considered the future. Is it still amidst everything going on in today's society? That being said, it is important to understand what an entrepreneur is and what is required to be successful.
What is your definition of an entrepreneur as applied business management? Do you think you have the motivation, determination, and resolve that are required for successful entrepreneurship? Explain. Including references and link.
.
SMALL BUSINESS LAW 1
SMALL BUSINESS LAW 3
Week 6 – Draft Research Paper
Brian Cooke
Wilmington University
BLA 310 – Small Business Law
04/23/2020
Abstract
It is indeed true that proper management of small businesses can offer protection from liability. Liability refers to the situation of being responsible for a particular act. A business is liable financially and legally. Proper liability risk management protects small businesses. The paper discusses several ways in which adequate management of liability risks can help in protecting small businesses against liabilities such as financial liabilities and legal liabilities. Proper procurement, cost, and change management also protect small businesses against liabilities.
How Proper Management of a Small Business Can Provide Protection from Liability
Operating a business can be fun, profitable, and challenging. However, the owner of a small business is legally liable hence can get sued. A lawsuit can be costly, emotionally draining, and time-consuming. For many small businesses, accusations associated with pending lawsuits can seriously damage their reputation. Civil suits against companies have increased by over 300% in the past two decades. Owners of small businesses need to protect themselves from huge expenses and devastating results resulting from unfavorable decisions in court. Many owners of small businesses fear to incur losses if a particular individual sues them. This is mainly for business owners who finance their companies using their capital. Liability comes in the form of financial liability and legal liability. These forms of liability have significant impacts on small businesses. There are several ways in which small business owners can go about limiting the possibility of legal liabilities to ensure the continuity of a business. They include purchasing specific types of insurance covers and transforming the business into a limited liability company or corporation (LLC) (Gupta, 2019). These ways will help safeguard small companies against liability. However, one significant way in which small business owners can protect their businesses from liability is to ensure that various aspects of a business are properly managed. This paper examines how proper management of small companies can offer protection from liability.
Getting to Understand the Business Liability
Liability refers to the situation of being responsible for a particular act (Mancuso, 2019). A business is liable financially and legally (Mancuso, 2019). Any business is financially liable since there are some liabilities, such as payable debts. For instance, if a business applies for a loan, the outstanding loan balance will be regarded as a liability. This is because the business is responsible and obli.
Small Business Data BreachThesis statement In this i.docxjennifer822
Small Business Data Breach
Thesis statement:
In this incredibly fast pace world where technology is moving at the speed of light, it is becoming normal to hear of different businesses being invaded by cyber attacks. When this happens, the personal information of consumers and private information about the company are exposed. This exposure can create a financial hardship for small businesses and break the trust of their consumers.
Body
Small Business
How to protect the personal information of their customers.
How to respond to attack
What do they say to customers when there has been a breach
Who are the people trying to breach your business’s information and what are they after?
Personal information
Money
Business secrets
Conclusion
Being prepared and what it looks like to be prepared
The number of small business effected every year
.
Small Business Consulting Report I. INTRODUCTION In this sma.docxjennifer822
Small Business Consulting Report
I. INTRODUCTION In this small consulting report, we will be analyzing the company WOSH to determine its strengths, weaknesses and possible solutions to all of its operational problems which can be addressed from a consulting perspective. We will provide an in depth report which will outline the approach we feel should be deemed best for the company to follow to gain success in their industry. In this report we will not present a financial analysis of the company due to the fact that the company’s owner has decided the information is too confidential to share with anyone, but himself and his personal financial team at this moment. We will instead focus on the other aspects of the business which can be fully analyzed and possibly improved upon. In our report we will be looking directly into many aspects of the company’s current operations. We will begin by analyzing the company’s background. We will look briefly at when and where it was founded, who founded it, what their mission statement is, what their ultimate goal is in terms of expansion and what are their primary products or services they offer. We will then take a brief look at what the company’s structure is like. We will do this in order to try to later determine where all decisions are made and by who and which level in the company has the most influence on how effectively the company is run. This can be very important when analyzing how a firm conducts day-to day operations. We will then take a look at all aspects of the company separately to try to find problems in the company’s operations. We will first take a look at the company’s current management approach, which refers to the way current management is handling all assets and employees which can be either loosely or closely managed. We will try to determine if all assets are being put to the best use possible with their approach or if a different approach is needed. We will also be looking into the company’s current marketing strategy and we will try to determine why they have chosen that specific strategy. In addition, we will determine whether or not this chosen strategy is the best fit for the company or if a different strategy approach may serve the company better and more effectively. Next we will look at the company’s current target market and we will determine if it is in fact the current target market the company is attracting. If it is not, then we will try to analyze why this is happening or even try to evaluate if they are even reaching those who they want and need to reach. Additionally, we will also take a look at how regular customers and businesses customers feel about the company. Talking to regular customers and business customers will help us determine their level of satisfaction and also to determine whether the company has any competitive advantages which helps distinguish it from competition. We will then evaluate if these advantages could possibly can be.
SlumlordsAssume you are the Chief of Police in a large city..docxjennifer822
Slumlords
Assume you are the Chief of Police in a large city. You have received several complaints regarding dilapidated homes in the city. These homes appear to be run by a slumlord(s). You must present this issue at the city council meeting for action.
Discuss the steps you would take to resolve this problem. What consequences do you foresee? What will you do?
.
SLP- IT Governance Dashboards, which display data using graphi.docxjennifer822
SLP- IT Governance
Dashboards, which display data using graphics, have become commonplace. They are used for many applications, such as showing voter turnout in different states during national elections. The first informational dashboards were used in early automobiles and featured gauges to indicate speed and mileage. Current automobile dashboards have become digital and can tell us much more about car performance than just miles per hour and distance traveled.
The dashboard concept is now used to render large amounts of data into a form that can be easily interpreted. Often, dashboards are interactive to allow the user to change some of the data inputs and displays. The Web now abounds in dashboards. The news media (CNN, MSNBC, etc.) are big on them.
The following dashboard was powered by live election results in the 2016 presidential election: www.politico.com/2016-election/results/map/president
Describe another website (not about elections) that provides an example of a dashboard that can be used in Business Intelligence or in other areas to inform the viewer. Describe the data in the dashboard and discuss how the information is provided in the dashboard.
SLP Assignment Expectations
Provide a link to a digital dashboard used for Business Intelligence. Provide details on how the digital dashboard is used and your impression of the effectiveness of the dashboard. This should take 2 to 3 pages.
Background Readings
https://youtu.be/03jCdpwmdsU -Lecture Database and Big Data
Anand, Abhijith, Coltman, Tim, & Sharma, Rajeev (2016). Four steps to realizing business value from digital data stream. MIS Quarterly Executive,15(4), 259-277. How to Find MIS Quarterly Executive
Read Chapters 2 and 3 in:
Business Information Systems (2015). Business Information Systems (2015). The Saylor Foundation. www.saylorbooks.com Creative Commons Book.
Chen, Hong-Mei, Schütz, Roland, Kazman, Rick, & Matthes, Florian (2017). How Lufthnsa capitalized on big data for business model renovation. MIS Quarterly Executive, 16(1), 19-34. How to Find MIS Quarterly Executive
Introduction to Computer Information Systems/Information Systems, Creative Commons license. Section 2. https://en.wikibooks.org/wiki/Introduction_to_Computer_Information_Systems
Ives, Blake, Palese, Biagio, & Rodriguez, Joaquin A. (2016). Enhancing customer service through the Internet of Things and digital data streams. MIS Quarterly Executive, 15(4), 279-297. How to Find MIS Quarterly Executive
Maring, Kristen. E (2015) Ethical issues in the big data industry. MIS Quarterly Executive, 14(2), 67-85. How to Find MIS Quarterly Executive
Mehrabani, Afshin (2014). Mongo: DB high availability: Design and implement a highly available server using the latest features of MondoDB. Birmingham, UK: Packt Publishing. Available in the Trident Online Library.
Read Chapter 8 in: Pearlson, K.E. and Saunders, C.S. (2010). Managing and using information systems: A strategic approach. John Wiley & Sons. .
Slowing Down Global WarmingAs Hite and Seitz (2016) discuss .docxjennifer822
Slowing Down Global Warming
As Hite and Seitz (2016) discuss in Chapter 5: Climate Change, reputable scientific studies continue to show that the Earth is warming at an unsustainable rate because of a rise in the release of CO2 and methane gases.
What is the relationship between population increases and climate change? Do you think fertility control is an effective strategy to halt climate change? Why or why not?
.
SLO 4 - Technology Use the computer for research, computation and.docxjennifer822
SLO 4 - Technology:
Use the computer for research, computation and word processing for written reports, conducting online quizzes, problem solving, and electronic communication and to become aware of available tools and resources.
SLO 5: Discipline/Subject Area Specific Content Material:
Analyze and apply sociological concepts to understanding the structure and dynamics of marriages, families and relationships.
Instructions
For this analysis, you will choose just ONE source from one of the following groups that that relates to the topic and goals you stated in your proposal. Use ONE sociological theory to analyze and interpret the content of the source you chose.
Mainstream News Media: newspaper, magazine, or web-based articles
Entertainment: Recent T.V. shows, movies, books, music (lyrics, videos)
Government or public policy sources
Peer-reviewed professional or academic Journals – articles for analysis 5 must be from peer-reviewed journals
.
SLO # 1Apply knowledge of the roles of interdisciplinary team m.docxjennifer822
SLO # 1:
Apply knowledge of the roles of interdisciplinary team members to improving access to healthcare and health outcomes of clients from various cultures
SLO # 2:Discuss barriers to healthcare access for clients from various cultures
3 pages excluding cover page and reference page
.
slides10 Crusade and the Twelfth Century.pptx.docxjennifer822
slides/10 Crusade and the Twelfth Century.pptx
3
León’s First Queen
Alfonso VI married his daughter to
Alfonso I of Aragon.
Urraca was already a widow, with a
legitimate son (and heir) born in 1104
named… Alfonso.
Ruled the kingdom from
1109-1126.
Incest makes the world go round
The marriage of Urraca and Alfonso of Aragon was a violation of canon (Church) law, which forbid relations between third (or closer) cousins.
Both Urraca and Alfonso were great-grandchildren of Sancho the Great, and were thus cousins.
Such marriages were considered consanguineous, meaning the partners “shared blood”.
What is more important… political expediency or Church approval?
Unhappy Marriage
Political expediency doesn’t work… no kids.
Urraca said Alfonso beat her, and she used this as grounds for separation.
Alfonso said Urraca was an adulteress, and blamed her scandalous sexuality on her polygamous father.
Urraca as Queen
Alfonso el Batallador
King of Aragon from 1104-1134
Conquered Zaragoza in 1118, more than doubling the size of Aragon.
Military man, uninterested in family
life. After Urraca died, he remarried,
but never produced an heir.
Fascination with the crusade.
Christendom and Crusade
Church Reform in the Eleventh Century
Cluny
Monastic reform
Church reform
Independence from kings and nobles
Restore the leading role of the church in society
Power of the pope, hierarchy
Create a stronger Christian society
Peace and Truce of God
Curb the bad behavior of knights, lords, the warrior aristocracy
Limit sinful activity (murder, violence, etc)
Church councils began placing restrictions on combat, forbidding fighting on Sundays, holidays (Holy Days), and anywhere near churches.
Spiritual sanctions were used to enforce this– excommunication.
The Reform movement in Iberia
Cluniac monasteries
Cluniac bishops: Toledo, Valencia
Around 1100 the Kingdom of León abandoned its traditional mass (known as the Mozarabic mass) in favor of the Roman mass, on Alfonso VI’s orders.
Beginning in the eleventh century, the papacy began taking greater interest in Iberian affairs… for example, condemning the incestual marriage of Urraca and Alfonso of Aragon.
Gregory VII
Pope 1073-1085
Aggressively promoted the rights of the Church over secular rulers– he excommunicated the Holy Roman Emperor (King of Germany)
Imagined harnessing the power of a united Christendom, under papal control, which could do all sorts of great things, like conquer the Holy Land!
The Holy Land
Pilgrimage destination since the days of Constantine… Visit the sites of the Bible.
Pilgrimage was very popular in the elventh century… most people visited local holy sites, but the ambitious (or wealthy) might travel to Rome, Santiago or even Jerusalem
Pope Urban and the Idea of Crusade
The secretary of Gregory VII became Pope Urban II in 1088.
Help Constantinople against the
Turks
Gregory’s idea of an armed
pilgrimage to Jerusalem
Council of Clermont,.
Slides should include highlight major points with detailed speaker n.docxjennifer822
Slides should include highlight major points with detailed speaker notes to
elaborate on your points made on the slide. Use sub-sections when discussing Security/Counterterrorism Measures.
Length
: Minimum of 12 slides (not counting reference slide).
Citations/References:
You must use APA style for this assignment. Adhere to the APA for reference formatting: alphabetize, only first initials for first names, double space references, and use a hanging indent.
.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docx
1. 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.
2. 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.”
3. 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 manage and reduce fatigue can improve employees’
health and energy levels. Such programs can include a nap
facility in eGS, energy management classes, healthy food in
eGS’s cafeteria, and exercise facilities or vouchers at local
health clubs.
We chose this option because of the importance of overall
health and its benefits to the employees as well as the company.
In any company it is important to find a work to life balance.
Due to the amount of hours employees spend at their
workplace, it is important that each employee is well-rested,
eating proper meals, and getting daily exercise. By
implementing programs such as a nap facility, energy
management classes, healthy food options and exercise
4. facilities, employees will be able to make sure each of these
categories are well taken care of. Some benefits to these
programs include: improved cognitive performance, decrease in
absenteeism, reduced levels of stress, reduced risk of illness or
disease, and an improved overall quality of life. If implemented,
these programs will likely encourage a more positive
atmosphere in order to stay focused and spark creativity.
Jessie
Training- Option 9, Cost: $75,000.00
“Consistent with eGS’s values and its legal responsibilities, all
three Bands of employees should receive training in diversity
management, risk management, ethics, and unlawful
harassment.”
Companies are always looking for new employees and seeking
competitive advantages over their competitors. One of the most
overlooked advantages by most companies is training. The
reason we decided to go with option 9 is because the more
properly trained employees within the company the most likely
it is to succeed without error. Employees from all bands will
know how to properly work their positions. Even though an
employee might already know how to do their job it should be
encouraged to constantly improve their knowledge and improve
their skills. We decided to splurge in training with $75,000
because our focus should be on the outcome benefits that it will
provide the company and hopefully the return on investment it
brings.
Amanda
Talent Management-Option 8, Cost: $50,000.00
“Develop an externship program for employees with solid career
records at eGS who want to use and develop their skills in a
different setting. The externship program could allow these eGS
5. employees four hours each week to work on projects with local
or web-based not-for-profit organizations. In addition to the
talent management advantages, this is also consistent with
eGS’s commitment to social responsibility as part of the triple-
bottom-line profitability. It could be especially valuable for
employees whose careers have plateaued in recent years.”
Implementing more developmental activities, such as the
externship program outlined above, will encourage employees to
learn and strive to advance further in their career. Applying this
form of talent management will result in more loyal employees
and more of a willingness to work harder, more logically, and
creatively, because the organization’s goal is to develop the
employees skills. This is why our group decided on option 8,
with an allocation of $50,000.
This plan also offers an opportunity for job stimulation.
Employees that showcase a plateaued performance or those that
have a reduced morale may not feel the need to perform to the
best of their ability because they are unsatisfied with their
position.This leads to employees searching for work outside of
the organization. Our goal is to maximize retention and have
employees become more satisfied with their position. This
externship allows willing employees to develop their skills
outside of the typical work place setting. Granting individuals
the capability to work on projects with local or web-based non
profit organizations, and overall this program provides the
employees with more experience. Ultimately this
implementation is valuable to the company as well as the
employee.
Melissa
Compensation-Option 2, Cost: $40,000.00
“With current levels of fixed pay, use merit increases based on
managers’ performance appraisals instead of variable incentives
6. (such as profit sharing). Merit increases encourage quantity and
quality of work, while the cost is more predictable and easy to
control.”
Our decision for our selection is to motivate employees to set
and complete work goals, and reward them for it. Rewarding
employees for their hard work will decrease employee turnover
and absenteeism, and increase employee innovativeness,
productivity, and well-being. With using the performance
appraisals, managers know their employee’s work ethic and can
help set realistic goals for their employees to complete. This
can help employees work efficiently to complete their goals and
increase their motivation and loyalty for the company. If
employees have unrealistic goals, chances are they will not
complete them and won’t be rewarded. This will discourage
employees and their motivation will decrease. Our budget
allocated $40,000 for compensation to increase the quantity and
quality of work. We hope that using merit pay will help improve
employee job performance, as well as their satisfaction with our
company.
Selection
Attachment 2
Team Member Job Description and Tasks
Soma
·
Jennifer Appelhans
· Reviewed selected options
· Wrote about performance appraisals section
· Wrote Work/Life Balance section
Jessie Diaz
· Helped in the selection process
7. · Wrote intro
· Wrote about our training selection
Melissa Polster
· Created group document in google drive
· Created group text for everyone to communicate with each
other
· Wrote about our choice in compensation and explained our
selection
· Reviewed each option that was selected
· In charge of submitting Strategic Plan on Blackboard, as well
as printing hard copy
Amanda Walborn
· In charge of the designated selector task for our final
simulation decisions
· Created strategic plan strategy chart
· Created meeting notes and agendas section
· Wrote about our talent management decision and why we
opted for that choice
Attachment 3
Meeting Notes and Agendas
Date: 04/09/2019 Time: 8:45 AMLocation: CSU Chico,
Library Duration: 30 Minutes
Group Members In-Attendance: All members
Meeting Goal(s):
· Work on the strategic plan
· Complete the budgetary decisions for quarter one
· Designate decision descriptions for strategic plan
· Exchange Phone Numbers/Email Addresses
· Creation of Collaborative Google Doc
· Designate person for submission
Important Business/Notes: Simulation Strategic Plan is due
04/10/2019 by midnight
Designation of Tasks:
8. · Creation of Google Doc: Melissa
· Creation of Group Text: Melissa
· Designation of Sections: Melissa
· Submission of Strategic Plan: Melissa Hard Copy &
Blackboard Submission
· Each member completes his or her individual sections of the
Strategic Plan
Reference Page
Performance Appraisals
“5 Performance Appraisal Methods That Garner the Best
Results.” Mitrefinch, 13 Nov. 2018,
mitrefinch.com/blog/performance-appraisal-methods-best-
results/.
Work/Life Balance
Papadopoulos, Monika. “Importance and Benefits of Health
Programs in Your Workplace.” The Online Learning Platform,
28 Feb. 2018, www.potential.com/articles/importance-benefits-
health-programs-workplace/.
Training
Sharer, Andrew. “Why Companies Should Train Their
Employees?” LinkedIn, www.linkedin.com/pulse/why-
companies-should-train-employees-andrew-sharer.
Talent Management:
Bathena, Z. (2019). Why Job satisfaction is an Important
Phenomenon of the Vicious Circle?. Retrieved from
https://www.entrepreneur.com/article/310608
Compensation:
Fuscaldo, D. (2018). What is a Merit Increase and Why Does it
Matter? Retrieved April 9, 2019, from
https://www.glassdoor.com/employers/blog/why-giving-merit-
10. When submitted in Bb your report should have the 2
attachments on their “own page. See Bb in the “Simulation
information” area and follow the guide for submitting your
report in Bb
---------------------------------------------------------------------------
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Strategic Plan Budget Strategy
Summary of your Q1 decisions and overall Sim plan – How will
you spend your Q1 $1.4 million?
(you receive $1.5 million more for year 2/Quater5)
Note: the 9 choices within the Simulation for each of the 6
Practice Areas that are the exact same for each Quarter.
Example: Our company has decided to allocate a smaller portion
of the budget in the first quarter and incrementally increase per
quarter. The first quarter we will see what works well and what
areas may need to be improved. 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 can spend
up to $225,000. The second and third quarter we have a budget
of $325,000 each quarter and the last quarter we can increase
11. spending to $425,000. Increasing spending incrementally will
leave room for improvement in problem areas.
For first quarter spending we have decided to focus on
selection, training, compensation, and performance appraisals.
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.
Note: There is no Attachment #1/ “X” chart this semester.
Quarter 1 Practice Areas
Option #
Spending
13. (Start on a new page)
Spending analysis for each of the 6 Practice Areas in Quarter 1.
The following is an explanation of why we chose each specific
option.
Name–of the person writing this Practice section (do this for
each of the 6 practice areas below)
List Practice Area , Option #, and the Cost like below
Performance Appraisal-Option 7, Cost: $30,000.00
Bold each selection description
“Ensure that EGS’s performance appraisal instruments meet the
standard of business necessity by customizing evaluation
criteria to eGS’s strategic goals and values as well as linking
essential job functions in job descriptions to performance
criteria in appraisals”.
The goal of our selection regarding performance appraisals is to
increase productivity within the firm. Setting goals for
employees that are in line with the strategic goals of the
company will help lead everyone toward the same target. If
everyone is on the same page, employees can operate more
effectively within their positions. Investing in performance
appraisals may also help to decrease absenteeism if the
14. performance criteria includes attendance. This option is a good
starting point because it fits within the budget and clearly
explains to employees our common goals and their part in them.
Lastly, conducting performance appraisals can enable us to
better plan the incorporation of new training in the workplace.
By conducting appraisals, we can determine what training is
necessary to increase employee performance in their essential
job functions. Performance appraisals will also help set
appropriate compensation levels. Some employees will stop
working as hard if they feel they are not being compensated
properly for their hard work. It can go the opposite way too. If
you give raises without proper data you may be encouraging an
employee to stop improving their performance because they are
being paid for a higher level of work than they are producing.
Name
Work/Life Balance- Option # ?, Cost: $30,000
Bold description you choose for Quarter 1
“Sponsor a series of Dinners-For-Eight so employees and their
partners can get to know others in eGS. Research on social
capital and social support indicate that positive relationships in
the workplace can reduce stress and increase satisfaction”.
The goal of this spending is to improve the overall wellbeing of
15. our employees and to steadily encourage innovation through
collaboration. If employees are encouraged to engage each other
socially they will be more likely to work well together as
teammates. This also encourages interdepartmental association.
Hopefully, with improved satisfaction with work, our employees
will also be more productive. Employees will also be less likely
to leave the company if they are happy. This will also help
reduce turnover.
It is both ethical and economical to ensure the wellbeing of our
employees. It is in everybody's best interest that employees are
happy with their work-life balance. That means different things
for different people, however some steps can be taken by any
company to make sure there is balance. If employees feel that
they are able to live their lives outside of work they are more
likely to be satisfied and stay with a company. They will also be
more productive at work if they are not preoccupied with
juggling too much work and neglecting other responsibilities in
other important aspects of their lives.
Next chosen practice area…
Name
Training- Cost: $40,000
Offer training to employees who’ve been with eGS less than two
years to provide follow-up for the newcomer orientation.
Mentors for newcomers could learn valuable skills and feel
more established at eGS. Newcomers at eGS could feel more
comfortable asking “silly” questions of someone who “learned
the ropes” at eGS not so long ago. This could also build social
capital in eGS.
16. The reason we chose this option is because it makes sense to
have more experienced employees help new trainees learn.
Having mentors will also increase job satisfaction and can
reduce turnover rates. The training will teach newcomers the
skills they need to perform well, build connections within the
company, and maintain a healthy business culture. Having
employees training together will also increase synergy. With
our investment in training we hope to improve productivity,
innovation, and turnover. We will improve our bottom line
spending less on turnover and working smarter as well as
harder.
Training is an important aspect of human resources because it
impacts so many areas of the business. People are the most
valuable resource in any company. If you can work to increase
the knowledge and resources of people in your firm then the
value of the company goes up. It is also necessary to ensure that
all employees are respectful of the business culture and
understand what is required of them. Training can help do all of
this.
Talent Management- Cost $0
For our spending we decided to allocate $0 towards talent
management. The reason for this spending amount was because
we want our company to rely on correct training for our
employees. We feel that if we have trained employees
effectively and efficiently there won’t be a need to retrain or
coach current employees. However, because of our budget plan
we are prepared to give more money towards this section if
needed for future quarters. Our strategy is to constantly improve
our company little by little, to make the most profit.
The purpose of talent management is to prepare employees for
future responsibilities and activities while rewarding employees
by utilizing learning problems. However, we feel that training
17. and compensation will solve this issue because we feel our
employees are motivated more through benefits and
compensation than advancement opportunities. Our plan is to
have a continuous budget that will affect the learning process
beforehand rather a learning process for current employees.
From this strategic planning our company will increase
employee spending and productivity. Our company will be
utilizing our spending and resources to create productive
employees and learning programs to earn the most profit.
Compensation- Cost: $55,000
Our purpose for our company’s compensation spending is to
increase our productivity by preventing employee turnover and
increasing our employee well-being. Our budget allocated
$55,000 for employee compensation to increase employee
motivation and company loyalty. From this we hope to increase
employee performance so that our employees have a constant
reminder for our brand's values and work ethic. Our company
wants to keep compensation plans public so that our employees
are aware of the potential benefits they’re able to receive
through hard work and reliability. We want to keep our
compensation plans at our employee’s best interest from a
budget, legal, and local perspective. Our company strives to
make our compensation management effective by providing
options for bonus, salary, stock, and commissions. By
empowering our employees through compensation and benefits
it will increase motivation and job performance in our company
so that we’ll continuously be ahead of our competitors.
Pay and benefits are one of the biggest influencers for our
company’s employee performance, both increase our brand
motivation and loyalty. We believe positive incentives can be
used to attract new employees while also increasing our current
18. employee’s skills and ability. We want compensation to
decrease employee turnover and increase our employee’s
knowledge and performance for our company. We also want our
employees to be focused and empowered throughout the work
day and be constantly satisfied. We separated our company’s
$55,000 budget for compensation into 4 major categories: base
pay, wages and salary, incentive, and benefits. Our company
wanted to be certain that we utilized our budget for both direct
and indirect compensation to provide our employees with the
best outcome. Our company’s compensation method will be
based around positive and avoidance reinforcement. We want to
have the ability to reward employees while still demonstrating
that the amount of work ethic correlates to the amount of
benefits. By doing this our company estimated $30,000 for base
pay, wages, salary and incentives. Our company wants to make
sure our employees are getting paid fairly and have the
opportunity to receive overtime pay. We also wanted to provide
stock options, by providing stock options it will display our
employees loyalty while providing constant motivation. This
will create the mentality of, “the harder I work the more I get
paid,” not only in a job perspective but a financial perspective
as well. Our leftover $25,000 budget we want to allocate
towards our employee benefits. Our company wants to provide a
mixed compensation package of benefit programs including
retirement, health, life and disability insurance. By doing so we
will build a strong employer to employee relationship built off
of trust and reliability. By keeping our employees well informed
and taken care of employee turnover rate will be reduced while
incentives will provide an increase in productivity giving our
company a successful advantage against others.
Selection- Cost: $60,000
The goal towards our selection spending is about understanding
and choosing the right employees that have the types of KSA’s
needed to successfully run our business. We believe efficiency
19. in selection is the foundation for a business to continuously
make profit due to the effects of turnover and well-being. Our
recruiters must be committed to finding the best employees that
will benefit our business while constantly being aware of the
changing global economy, thus allocating parts of our selection
spending to diversity. Gaining and recruiting applicants is one
of the most important aspects in running our business because
success comes from positive, effective, dedicated, and well-
communicated employees. And when you have employees that
are committed and satisfied it increases job satisfaction and
well-being and decreases turnover and firing.
Our business is committed to finding the best employees that
will have the most positive effect on our business. We have
allocated our spending towards 5 major categories: recruiting,
diversity, screening, interviewing, and turnover/well-being.
Recruiting is one of the major receivers in our selection
spending receiving $15,000. We chose this amount because our
company believes that when you have a wide variety of options
you find the best candidates. We want to improve our recruiting
process so that our business thrives on employees that identify
with our brand and values rather than hiring employees based
off of the best resume. During the recruitment and process we
also want to increase our online presence. By utilizing our
resources to increase the amount of foot traffic for our website
we hope to increase the amount of candidates and the diversity
of our recruitment process. In order to reach out to different
applicants in different areas and companies we allocated
$10,000 to diversity. We also estimate $5,000 towards screening
our applicants, we want to be certain our employees will have a
positive impact towards our employees and business
environment. For interviews we estimated $15,000 due to the
variety of applications from our recruiting stage. We plan to
have group interviews, one on one interviews, and video and
phone interviews for applicants as well. Lastly, we allocated
$15,000 for turnover and wellbeing to increase job satisfaction.
20. We believe job satisfaction and wellbeing are major components
for a successful business. If we have a higher turnover rate our
company loses more money for re-selecting and re-training new
employees, therefore finding and hiring the right applicants and
making sure they are satisfied is a main component for
profitable success.
21. (Start on new page)
Attachment #2
Team Member Job Description & Tasks
Note: you should list each team member name and their specific
duites with bullet points
Jane Doe
In charge of writing out the strategic plan for our group on how
we will be budgeting
ourselves to put us in the best position to win the simulation
Wrote about our choice in work life balance, giving a
description of our selection, the
money we spent and why
Took all of the team members references, organizing them and
formatting them to fit correctly
Joe Smith
In charge of taking notes on all our meeting times, discussions
and making an agenda for our meetings.
Wrote about our selection in Training and talent management,
the money we chose to allocate accordingly and describe why
we chose this
Created group text for everyone to stay in easy communication
with each other
throughout the project.
Wrote our conclusion/spending analysis to our budget strategy
on how our money was allocated and weather we came in under
the budget.
22. John Smith
In charge submitting our final and completed Strategic plan
paper on Black Board
Wrote about Performance appraisal explaining the choice we
selected in this category as well as why we chose this option
Created group document for everyone to access online
John Doe
In charge of creating all our graphs to help easier explain and
show our budget spent as well as all our choices and how they
affected Key Performance Indicators
Wrote about our selection in compensation explaining the
budget we chose to spend inthis category and why
Chose to be our designated selector and will be the only and
final person choosing our selection in the simulation
Jane Chang
Wrote about our choice in selection describing the amount of
money we chose to allocate
and why. Further breaking it down into five categories
In charge of describing everyone’s job description and the role
they had in the creation of
our strategic plan paper
In charge of proofreading our finalized paper to make sure
everything is correct before
submission
23. (Start on a new page)
Attachment 3
Meeting Notes and Agendas
Date:4/1/2016 Time: 1:00 pm Location: CSU Chico, Library
Duration: 30 Minutes
Group Members In-Attendance: All members
Meeting Goal(s):
· Designate sections to complete for first part of simulation.
· Exchange Phone Numbers/Email Addresses
· Creation of Collaborative Google Doc
Important Business/Notes: Simulation Paper is Due 4/15/2016
Designation of Tasks:
· Creation of Google Doc: Joe
· Creation of Group Text: Jane
· Designation of Sections for first paper (Due 4/6): Betty
Tentative Next Meeting Date/Location: Wednesday, April 6th
24. at 1:00 pm. Location: Library
Additional Notes:
Date:4/6/2016 Time: 1:00 pm Location: CSU Chico, Library
Duration: 30 Minutes
Group Members In-Attendance: All
Meeting Goal(s):
· Assess Progress on first paper, due 4/6
· Designate person to submit paper
· Designate sections for Simulation Paper, due 4/15/2016
Important Business/Notes: Submission Due Date Changed to
4/7 at Midnight. Simulation Paper is still Due 4/15/2016
Designation of Tasks:
· Submission of Assignment: Trevor
· Creation of Google Doc for Strategic Plan: Ed
· Designation of Sections for Strategic Plan (Due: 4/15): Sarah
Tentative Next Meeting Date/Location: Wednesday, April 13th
at 1:00 pm. Location: Library
Additional Notes: Everyone completed their tasks from the last
meeting.
Date:4/13/2016 Time: 1:00 pm Location: CSU Chico,
Library Duration: 30 Minutes
Group Members In-Attendance: All
Meeting Goal(s):
· Assess Progress Strategic Plan
· Designate person to submit Strategic Plan
· Work on Strategic Plan
Important Business/Notes: Simulation Paper is due 4/15/2016
Designation of Tasks:
· Submission of Strategic Plan: Betty
· Complete Individual Sections of Strategic Plan
(start on a new page)
Reference Page
Note: Below is fine…but it would be better to list the Six
Practice areas in the order you wrote your summary reports and
25. note the area each reference was used for:
Performance Management
Companion, K., LLC. (2015). HRSim Student manual. Retrieved
April 8, 2016, from
http://www.hrsimulations.com/documents/1/HRSim Student
Manual 2015-2016 V1.0.pdf
Work Life Balance:
The Importance of Work-Life Balance - Boundless Open
Textbook. (n.d.). Retrieved April 05, 2016, from
https://www.boundless.com/management/textbooks/boundless-
management-textbook/human-resource-management-7/current-
topics-in-human-resource-management-60/the-importance-of-
work-life-balance-303-7294/
Help Your Employees Achieve Work-Life Balance. (n.d.).
Retrieved April 05, 2016, from
http://humanresources.about.com/od/glossaryw/g/balance.htm
Lussier, R. N, & Hendon, J. R. (2016). Human Resource
Management: Functions, Applications, and Skill Development,
2nd Ed.. Los Angeles, CA: Sage.
Müller, A., Heiden, B., Herbig, B., Poppe, F., & Angerer, P.
(2016). Improving well-being at work: A randomized controlled
intervention based on selection, optimization, and
compensation. Journal of Occupational Health Psychology,
21(2), 169-181 13p. doi:10.1037/a0039676
Diamantidis, A. D., & Chatzoglou, P. D. (2014). Employee
post-training behaviour and performance: evaluating the results
of the training process. International Journal Of Training &
Development, 18(3), 149-170. doi:10.1111/ijtd.12034