Workforce Readiness Rev 1 13 09
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The document discusses the goals and plans of the SAHRMA Human Capital Alliance (HCA) to address concerns over workforce readiness in San Antonio and the Alamo Region. The HCA aims to identify and utilize all available workforce sources and solutions to provide work-ready, qualified human capital for employers. Specific goals include influencing stakeholders to prioritize workforce readiness, promoting business involvement in education, and reintegrating veterans and displaced workers. The HCA plans to achieve these goals through initiatives like developing resources on their website, partnering with job sites, and collaborating with education and government groups.
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TALENT ACQUISITION, MANAGEMENT, & RETENTION2TALENT ACQUISITION,.docx
TALENT ACQUISITION, MANAGEMENT, & RETENTION 2
TALENT ACQUISITION, MANAGEMENT, & RETENTION 7
Talent Acquisition, Management, & Retention Strategies
Running head: TALENT ACQUISITION, MANAGEMENT, & RETENTION 1
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Seth Smith the CEO is looking to create and hire a new Vice-President of Operations to make his floral company more competitive and efficient. To provide a little back story on this case, Seth Smith and his family are originally from the Midwest, he met and married his wife Andrea in Texas while attending college. In 2002 the Smith’s moved to California and founded Blossom Up! After moving to the west coast, they grew to a mid-size company located on 60 acres in which 40 acres was designated for developing and cultivating flowers with fertilizer that is ecofriendly. They were also trying out on a small scale growing a select variety of vegetables.
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Job Purpose:
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Trends in TrainingThe business environment in North America .docx
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The business environment in North America will continue to change rapidly. These changes bring
both challenges and opportunities. Successful companies in most industries must constantly realign
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(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i176#ch01biblio_06)
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environment over the last decade has been changing rapidly, and all signs indicate that this will
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This requires people at all levels in the organization to be able to make day-to-day decisions that
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adaptability.
What actions did Domtar take to align its training with its business strategy? One component
was the institution of Kaizen methods and the associated training. This aligns with the strategic
goal of “tapping the intelligence of the experts, our employees.” Was the money Domtar spent on
this training worth it? It would seem so. Using the Kaizen approach, employees developed a new
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6
12/10/19, 9:56 PM
Page 1 of 9
production costs. Two of their mills are among the lowest-cost mills in North America. Clearly, the
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ASSIGNMENT 1 1Assignment 19Human Resource Management 300 Assig
ASSIGNMENT 1 1
Assignment 19Human Resource Management 300 Assignment 1
Toyia A. Haines
University of Maryland University College
Question 1
A. There was a time when human resource departments were primarily responsible for administrative functions like handling job applications and processing payroll (Mayhew, 2019). Over the years, these departments have taken on a much larger role. Today’s Human Resource Managers (HRM) are responsible for the functional areas of HR like, recruiting the right people, offering competitive salaries and benefits, and workplace safety. Employees play a huge role in an organization’s success therefore, recruitment is a vital component (Lumen Learning, n.d.). Therefore, it is important to hire the right person the first time. The HRM’s role is know what is required to perform the job and incorporate that into their employment selection strategy. Another function is compensation and benefits. Decisions HRM’s make regarding pay and benefits can impact employee satisfaction as well as the ability to recruit top talent (Mayhew, 2019). The third is workplace safety. HRM’s are responsible for ensuring employee’s work in a hazard-free work environment. Risk management and Workman’s Compensation Insurance also falls under this category (Human, n.d.).
References
Human. (n.d.). Human resource management. Retrieved from http://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf
Lumen Learning (n.d.). Recruitment Retrieved from https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-recruitment/
Mayhew, R. (2019, February 06). The Strategic Role of Human Resource Managers. Retrieved February 7, 2019, from https://smallbusiness.chron.com/strategic-role-human-resource-managers-11782.html
B. The organization I work for has always taken training and development very seriously. When someone is hired off the street or an internal employee gets promoted, they attend formal training at the training center. The initial training is approximately three weeks for all of the associate job titles. Once the classroom training is completed the associate will receive on the job training for another 90 days. We are required to complete an additional 20 hours of online training per month. The tuition assistance pays for employees to further their education. This supports the organizations strategy by keeping good talent within the company (Human, n.d.). This strategy is effective because many of the supervisors have experience because they have come up through the ranks.
References
Human. (n.d.). Human resource management. Retrieved from http://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf
Lumen Learning (n.d.). The Changing Role of Strategic Human Resource Management from https://courses.lumenlearning.com/principlesmanagement/chapter/16-2-the-changing-role-of-strategic-human-resource-management-in-principles-of-management/
Mayhew, R. (2019, February 06). The Strategic Role of Human Resource Manage ...
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Module 4 Reflective Discussion
PreviousNext
In the Module 4 Reflective Discussion, please reflect on everything you have learned in this course, by addressing the following:
Paragraphs 1-3:
Given the readings and assignments in the course, identify and discuss three important concepts applicable to your work experience, profession, and/or career plans for the future. Describe how each applies.
Paragraph 4:
What part of the course (background materials, assignments, and so forth) helped to shape or reshape your perceptions of the role of HRM in the private sector?
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and their impact on the organization and individual employees. Pay systems can vary and may include systems of merit pay, pay-
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been the standard, primarily for government organizations and agencies, though some public agencies are beginning to move
toward merit pay systems in which employees may be rewarded for their hard work (Park & Sturman, 2012). Currently the US Embassy take a mixed approach in which they utilize a combination of paygrade levels or job classificatio ...
A r e Th e y R e a l ly R e a dy To Wo r k Employers’ Pers.docx
A r e Th e y R e a l ly R e a dy To Wo r k ?
Employers’ Perspectives on the Basic Knowledge and Applied
Skills of New Entrants to the 21st Century U.S. Workforce
In collaboration, The Conference Board, Corporate Voices for Working Families, the
Partnership for 21st Century Skills, and the Society for Human Resource Management
conducted an in-depth study of the corporate perspective on the readiness of new
entrants into the U.S. workforce by level of educational attainment. The study includes
results from both an in-depth survey conducted during April and May 2006 and
interviews with a sampling of a dozen HR and other senior executives. In addition,
a Workforce Readiness Report Card is presented to provide an accessible snapshot
of the basic knowledge and applied skills that are either “deficient” or “excellent”
in those areas that employer respondents rate as “very important.”
This research defines Workforce Readiness by asking employer respondents:
1. Whether or not the skill levels that new entrants are currently bringing to their
jobs are deemed “excellent,” “adequate,” or “deficient,”
2. What basic knowledge and applied skills they consider “very important,”
“important,” or “not important.” Basic knowledge refers to the academic subjects
and skills acquired in school. Applied skills refer to those that enable new entrants
to use what they learned in school to perform in the workplace. (See Definition of
Terms, pages 15–16.)
3. How the importance of these skills may change over the next five years,
4. What emerging content areas are considered “most critical” over the next
five years, and
5. What are the nature and costs of remedial training or initiatives, if basic skills
are lacking.
The data are typically presented throughout the report separately for high school,
two-year college/technical school, and four-year college levels.
about this report
Are They Really Ready To Work?
Employers’ Perspectives on the Basic Knowledge and Applied Skills
of New Entrants to the 21st Century U.S. Workforce
Contents
4 About the Consortium
5 Acknowledgments
7 Presidents’ Letter
9 Executive Summary
15 Definition of Terms
The Findings
17 Part 1: Determining the Current Basic Knowledge and
Applied Skill Requirements for Workforce Readiness
30 Part 2: Assessing the Recent Entrants’ Preparation in
Terms of Basic Knowledge and Applied Skills
40 Part 3: Report Card on Workforce Readiness
44 Part 4: Considering Remedial Basic Skills Training
48 Part 5: Defining Future Workforce Readiness—Increasingly
Important Skills and Emerging Content Areas
53 Part 6: Assuming Responsibility for Workforce Readiness
57 Actions
60 Appendix: About the Survey
The Conference Board creates and disseminates knowledge about management
and the marketplace to help businesses strengthen their performance and better
serve society. Working as a global, independent membership organization in the
public interest, The Conference .
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TALENT ACQUISITION, MANAGEMENT, & RETENTION2TALENT ACQUISITION,.docx
TALENT ACQUISITION, MANAGEMENT, & RETENTION 2
TALENT ACQUISITION, MANAGEMENT, & RETENTION 7
Talent Acquisition, Management, & Retention Strategies
Running head: TALENT ACQUISITION, MANAGEMENT, & RETENTION 1
Talent Acquisition, Management, & Retention Strategies
Seth Smith the CEO is looking to create and hire a new Vice-President of Operations to make his floral company more competitive and efficient. To provide a little back story on this case, Seth Smith and his family are originally from the Midwest, he met and married his wife Andrea in Texas while attending college. In 2002 the Smith’s moved to California and founded Blossom Up! After moving to the west coast, they grew to a mid-size company located on 60 acres in which 40 acres was designated for developing and cultivating flowers with fertilizer that is ecofriendly. They were also trying out on a small scale growing a select variety of vegetables.
Over the years the company has attributed its success to loyal employees and brand reputation. Operating in California is not without challenges with droughts and other environmental conditions it is tough being competitive in the floral industry. To increase the company’s competitive edge, Seth has requested approval from the Board of Directors in hiring a Vice president of Operations. The HR department is tasked with communication and recruiting for this position to do that the job description must be clear and concise, stating a clear organizational objective.
This paper will include the job description for the position of Vice-President of Operations, a report on the use of outside sources of candidates to include explaining the pros and cons of informal recruiting, recruiting on the Internet, Social Media, and what is involved in working with a recruiting company. And lastly, a talent retention plan for five years to ensure that once a person is hired, the person will remain loyal to the company and want to grow with it.
Job Description
Job Purpose:
Blossoms Up! is seeking a VP of Operations to lead with the proven experience to oversee labor relations in accordance with company philosophy, objectives and legal requirements. This position will be responsible for implementation of efficient labor programs, policies, procedures and practices that focus on attracting, retaining, developing and evaluating the labor base.
The VP will examine greenhouse and field facilities daily while maintaining constant communication with all Head Growers and Farm Labor partners to plan labor needs for the following day. This post is accountable for keeping Farm Labor up-to-date on all new compliance laws. Eighty percent business travel within a three-hour radius to accomplish agreed upon labor objectives.
Key Duties & Responsibilities
· Responsible for oversight of administration, management, development and evaluation of labor functions for Company
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Trends in TrainingThe business environment in North America .docx
Trends in Training
The business environment in North America will continue to change rapidly. These changes bring
both challenges and opportunities. Successful companies in most industries must constantly realign
their activities to meet new conditions while remaining true to their mission and strategic direction.
As companies adapt, their training function also needs to adapt. Multiple surveys over the last
several years have asked HR executives and human resource development (HRD) managers to
identify their organization’s needs for the next several years. These are the major trends in
training.
(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i176#ch01biblio_06)
Aligning training with business strategy
Advances in Technology
Managing talent due to changing demographics
Improving the training function
Quality
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Each of these issues is discussed in subsequent paragraphs in terms of the opportunities and
challenges it presents to the training function. The ways in which companies are addressing these
issues are covered in more depth in Chapter 10
(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i141#ch10) , Key Areas of
Organizational Training.
Aligning Training with Business Strategy
For the past five years, virtually all the surveys show that aligning training with business strategy
is a top priority not only of training managers, but also of HR managers and other business
executives. Why is it such a high priority? First, it is only in the last decade that reliable evidence
of training’s impact on the bottom line has surfaced. Second, and just as important, the business
environment over the last decade has been changing rapidly, and all signs indicate that this will
continue. Most companies will need to continuously realign their activities to meet new conditions.
This requires people at all levels in the organization to be able to make day-to-day decisions that
support the business strategy. Training initiatives will need to support the strategic direction of the
company and the people who carry it out. Organizations now realize that effective training is a tool
for getting better job performance, better bottom-line results, and creating organization-wide
adaptability.
What actions did Domtar take to align its training with its business strategy? One component
was the institution of Kaizen methods and the associated training. This aligns with the strategic
goal of “tapping the intelligence of the experts, our employees.” Was the money Domtar spent on
this training worth it? It would seem so. Using the Kaizen approach, employees developed a new
way of cutting trees into planks. The result was fewer wood chips to transport and more logs
produced per tree. Since 1997, it is estimated that Kaizen has saved Domtar about $230 million in
6
12/10/19, 9:56 PM
Page 1 of 9
production costs. Two of their mills are among the lowest-cost mills in North America. Clearly, the
training at Domtar was alig ...
ASSIGNMENT 1 1Assignment 19Human Resource Management 300 Assig
ASSIGNMENT 1 1
Assignment 19Human Resource Management 300 Assignment 1
Toyia A. Haines
University of Maryland University College
Question 1
A. There was a time when human resource departments were primarily responsible for administrative functions like handling job applications and processing payroll (Mayhew, 2019). Over the years, these departments have taken on a much larger role. Today’s Human Resource Managers (HRM) are responsible for the functional areas of HR like, recruiting the right people, offering competitive salaries and benefits, and workplace safety. Employees play a huge role in an organization’s success therefore, recruitment is a vital component (Lumen Learning, n.d.). Therefore, it is important to hire the right person the first time. The HRM’s role is know what is required to perform the job and incorporate that into their employment selection strategy. Another function is compensation and benefits. Decisions HRM’s make regarding pay and benefits can impact employee satisfaction as well as the ability to recruit top talent (Mayhew, 2019). The third is workplace safety. HRM’s are responsible for ensuring employee’s work in a hazard-free work environment. Risk management and Workman’s Compensation Insurance also falls under this category (Human, n.d.).
References
Human. (n.d.). Human resource management. Retrieved from http://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf
Lumen Learning (n.d.). Recruitment Retrieved from https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-recruitment/
Mayhew, R. (2019, February 06). The Strategic Role of Human Resource Managers. Retrieved February 7, 2019, from https://smallbusiness.chron.com/strategic-role-human-resource-managers-11782.html
B. The organization I work for has always taken training and development very seriously. When someone is hired off the street or an internal employee gets promoted, they attend formal training at the training center. The initial training is approximately three weeks for all of the associate job titles. Once the classroom training is completed the associate will receive on the job training for another 90 days. We are required to complete an additional 20 hours of online training per month. The tuition assistance pays for employees to further their education. This supports the organizations strategy by keeping good talent within the company (Human, n.d.). This strategy is effective because many of the supervisors have experience because they have come up through the ranks.
References
Human. (n.d.). Human resource management. Retrieved from http://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf
Lumen Learning (n.d.). The Changing Role of Strategic Human Resource Management from https://courses.lumenlearning.com/principlesmanagement/chapter/16-2-the-changing-role-of-strategic-human-resource-management-in-principles-of-management/
Mayhew, R. (2019, February 06). The Strategic Role of Human Resource Manage ...
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* How can you best attract their attention?
* What do millennials think of our institutional websites?
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Module 4 Reflective DiscussionPreviousNextIn the Module 4 .docx
Module 4 Reflective Discussion
PreviousNext
In the Module 4 Reflective Discussion, please reflect on everything you have learned in this course, by addressing the following:
Paragraphs 1-3:
Given the readings and assignments in the course, identify and discuss three important concepts applicable to your work experience, profession, and/or career plans for the future. Describe how each applies.
Paragraph 4:
What part of the course (background materials, assignments, and so forth) helped to shape or reshape your perceptions of the role of HRM in the private sector?
Note: No outside research or citations are needed with your four paragraphs to the Reflective Discussion. Also, no responses to your peers' posts are needed.
Equal Employment Opportunity and US Embassy HR Equal Employment Opportunity, or EEO, is a policy that was created in 1961 and fully adopted into a Commission in 1965 to address various aspects of discrimination in the workplace (Kmec& Skaggs, 2014). For instance, this policy asserts that no one may be denied employment due to race, gender, religion, disability, or sexual orientation, or other innately discriminatory reasons (Kmec & Skaggs, 2014). It has become a standard in virtually every company in the nation as a lack of compliance may result in repercussions, legal and monetary, for the employer (Kmec & Skaggs, 2014). EEO is not only applicable to private and public entities and organizations, but also to the Human Resources departments which oversee the workplace
conditions and onboarding and termination processes of persons employed with the United States Embassy. Since the United States
has accepted the standards of the EEO as an overarching guide, it is important that the agencies which represent the nation also, follow the same standards and adhere to hiring processes and workplace conditions which reflect the examples set forth by the EEO. Moreover, it is beneficial for any agency or organization to adhere to non-discriminatory practices as it allows for a greater level of diversity within the workplace, which is highly beneficial to the US Embassy (Kmec & Skaggs, 2014). It is therefore crucial the embassy continues to strive for EEO greatness and to lead the nation by example.
Over the last several decades a great deal of research has been conducted, and is currently being conducted, on pay systems
and their impact on the organization and individual employees. Pay systems can vary and may include systems of merit pay, pay-
for-performance, job classification or pay grade levels (Park & Sturman, 2012). Job classification and pay grade levels have
been the standard, primarily for government organizations and agencies, though some public agencies are beginning to move
toward merit pay systems in which employees may be rewarded for their hard work (Park & Sturman, 2012). Currently the US Embassy take a mixed approach in which they utilize a combination of paygrade levels or job classificatio ...
A r e Th e y R e a l ly R e a dy To Wo r k Employers’ Pers.docx
A r e Th e y R e a l ly R e a dy To Wo r k ?
Employers’ Perspectives on the Basic Knowledge and Applied
Skills of New Entrants to the 21st Century U.S. Workforce
In collaboration, The Conference Board, Corporate Voices for Working Families, the
Partnership for 21st Century Skills, and the Society for Human Resource Management
conducted an in-depth study of the corporate perspective on the readiness of new
entrants into the U.S. workforce by level of educational attainment. The study includes
results from both an in-depth survey conducted during April and May 2006 and
interviews with a sampling of a dozen HR and other senior executives. In addition,
a Workforce Readiness Report Card is presented to provide an accessible snapshot
of the basic knowledge and applied skills that are either “deficient” or “excellent”
in those areas that employer respondents rate as “very important.”
This research defines Workforce Readiness by asking employer respondents:
1. Whether or not the skill levels that new entrants are currently bringing to their
jobs are deemed “excellent,” “adequate,” or “deficient,”
2. What basic knowledge and applied skills they consider “very important,”
“important,” or “not important.” Basic knowledge refers to the academic subjects
and skills acquired in school. Applied skills refer to those that enable new entrants
to use what they learned in school to perform in the workplace. (See Definition of
Terms, pages 15–16.)
3. How the importance of these skills may change over the next five years,
4. What emerging content areas are considered “most critical” over the next
five years, and
5. What are the nature and costs of remedial training or initiatives, if basic skills
are lacking.
The data are typically presented throughout the report separately for high school,
two-year college/technical school, and four-year college levels.
about this report
Are They Really Ready To Work?
Employers’ Perspectives on the Basic Knowledge and Applied Skills
of New Entrants to the 21st Century U.S. Workforce
Contents
4 About the Consortium
5 Acknowledgments
7 Presidents’ Letter
9 Executive Summary
15 Definition of Terms
The Findings
17 Part 1: Determining the Current Basic Knowledge and
Applied Skill Requirements for Workforce Readiness
30 Part 2: Assessing the Recent Entrants’ Preparation in
Terms of Basic Knowledge and Applied Skills
40 Part 3: Report Card on Workforce Readiness
44 Part 4: Considering Remedial Basic Skills Training
48 Part 5: Defining Future Workforce Readiness—Increasingly
Important Skills and Emerging Content Areas
53 Part 6: Assuming Responsibility for Workforce Readiness
57 Actions
60 Appendix: About the Survey
The Conference Board creates and disseminates knowledge about management
and the marketplace to help businesses strengthen their performance and better
serve society. Working as a global, independent membership organization in the
public interest, The Conference .
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