course material

1. (Mt) – JWI 522 SU Human Resources Scorecard Questions
JWI 522: Strategic Partnering with the C-Suite Assignment 1 Assignment 1: HR Scorecard
The View from the Top Due: Sunday, Midnight of Week 2 (10% of total grade) Overview You
can’t expect to earn a seat at the table if you don’t understand what matters to the other
leaders who are already at the table. Elevating HR to a strategic partnership with the C-Suite
requires a deep knowledge of the business. This includes the competitive landscape, how
the business makes money, and the threats and opportunities the business faces. It also
requires that the very essence of the company – its mission and values – forms the
foundation for every hiring, firing, compensation and talent development initiative that HR
and the business leaders undertake. In this assignment, you are given the opportunity to
develop a brief “snapshot” document to be used as a visual support for an initial meeting a
between a newly hired, or recently promoted, CHRO and the CEO and CFO. The purpose of
the meeting is to discuss how well current talent-development efforts and the HR function
as a whole support the Mission, Values and Strategy of the organization. In other words, are
the things that HR is spending its time on the same things the C-Suite actually cares about?
Instructions For this assignment, you will use your own organization and place yourself in
the role of the senior-most HR leader. Because this is a meeting with C-Suite executives, you
know that presenting a long written document is not the right way to support the
discussion or to demonstrate your executive presence. You decide to create an executive
brief that does two things: (1) demonstrates your knowledge of the business and (2)
presents a snapshot of how the HR role is currently functioning. Submission Requirements
1. Use the template and scorecard provided as a guide. You may modify these to create a
more visually interesting layout if it supports your synopsis, as long as your submission
addresses all required components. • Page 1 is a snapshot of the business and includes brief
summaries of your assessment of the top priorities in elevating the HR function in ways that
will improve the profitability of the company. • Page 2 is a scorecard using the “7 Principles
of The Talent Masters” as a way to summarize your observations of the corporate culture
and practices in your organization that impact HR and talent development. 2. Type your
notes (in brief) into each of the cells in the template. You may expand as needed but your
entire submission must be no more than 3 pages in length. © Strayer University. All Rights
Reserved. This document contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer University. This document is
subject to change based on the needs of the class. JWI 522 – Assignment 1 (1212) Page 1 of

2. 2 JWI 522: Strategic Partnering with the C-Suite Assignment 1 RUBRIC: Assignment 1
CRITERIA Unsatisfactory Low Pass Pass High Pass Honors 1. HR Snapshot Template was
missing or had multiple sections left blank and/or content was off topic. All sections were
completed but content demonstrated only superficial understanding of issues and research
into competitive environment. Met basic requirements but lacked detailed content
demonstrating understanding of key issues. Very good summaries of each topic
demonstrating research and understanding of HR issues and opportunities. Template
demonstrated excellent understanding of topics and provided deep insights into HR issues
and opportunities. Scorecard was incomplete or contained irrelevant content that
demonstrated lack of understanding of the Talent Masters principles. Scorecard presented
basic assessment of Talent Masters principles but was confusing and/or rankings were
missing. Al Scorecard fields were completed with good synopses and rankings were
complete. Content showed basic understanding of issues and principles. Scorecard content
was very well organized and provided very good synopses of the situation relating current
practices to Talent Masters principles. Scorecard was exceptionally well thought out and
provided an excellent synopsis of the situation relating current practices to Talent Masters
principles. Document contained numerous spelling and mechanical errors. Summaries were
unclear or poorly structured. Document had minor spelling and mechanical errors.
Structure and summary were adequate but lacked refinement. Document was free from
major errors in spelling and grammar mistakes and made good use of summary to highlight
main points. Document was errorfree and well written with very good summaries of
content. Document was errorfree and well written with outstanding summaries of content.
Weight 45% 2. Scorecard Weight 35% 3. Writing and Mechanics Weight: 20% © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
document is subject to change based on the needs of the class. JWI 522 – Assignment 1
(1212) Page 2 of 2 JWI 522: Assignment 1 HR Snapshot Template Mission The mission of
partnership building and providing technical services facilities building the capacity of
community stakeholders which empowers them to participate in the process of creating a
desirable quality of life. The primary goal of all our activities is to create safe and supportive
environments. Values/Behaviors Some of the values of the city of Philadelphia include:
Grow & learn Be accountable Be a solution broker Being humbly confident These values I’ve
listed are great ones but are rare within the city of Philadelphia. I make that statement with
close to 6 years of working experience and having witnessed exactly what I’ve stated. The
behaviors of the city of Philadelphia I would describe as passive-aggressive. Many within
the city of Philadelphia spend most of their time avoiding work. Some will complain about
being assigned a specific task or project, then purposely prolong the project for an extra
long period. This is not professional or cost effective. HR’s Importance to the CEO and C-
Suite In my viewing of HR over the past 3 years I’ve been with this particular department,
HR serves as a service function only to the CEO. Although HR sits in on a few meetings, it’s
only for the purpose of information that HR has to get out to the employees. Certain emails
and information pertaining to the new computer system that was rolled out within the last

3. 2 months. Whenever an employees such as myself or one of my coworkers try to gain
further information that will possibly help our departments, such as the purchasing of new
and safer equipment, we are told by the CEO and other managers that we are on a need to
know basis and they don’t have to answer to us. These words were actually stated via email
to my coworker just a few months ago. There is no transparency between
management/leadership and the employees of the city of Philadelphia. © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class. JWMI 522 – Assignment 1
Template (1192) Page 1 of 5 HR Successes and Wins HR has a few wins and successes under
their belt within my department. The biggest one I would say is the rolling out of our new
computer system that allows all employees to check their paychecks, their vacation time,
any evaluations that have been recorded, and insurance information on file. Before the
rolling out of the “Philly one” system, our department was operating on an archaic system
that dealt with using printouts and a bunch of paper information. HR was also instrumental
in allocating the jobs of my coworkers and I which allowed us to be approved to attain our
CDL licenses two years ago. By HR coming to our building and assessing the type of jobs we
were performing on a daily basis, it gave them permission to go ahead and recommend that
we be sent to CDL school for licensing and later promoted to the next step in employment.
Top Competitors Biggest Threats Biggest Opportunities The biggest competitors for the city
of Philadelphia are the private industry. Any company that provides the crafts and services
that are housed within the various departments of the city of Philadelphia. Such crafts as
carpentry, painter, plumber, electrician and in the case of my particular department, special
events (setting up stages and barricades). If I had to name one specific competitor I would
name a company like Horizon Services. They deal with pretty much every craft that the city
of Philadelphia offers the community, with the exception of special events. Horizon has a lot
of customer friendly rules and guidelines in place. Guarantees and discounts that directly
benefit the customer. Every employee showing a professionalism and pride that is
portrayed in the work they do. The city of Philadelphia lacks those qualities in many of its
employees. The biggest threat to the city of Philadelphia is a unionized organization that is
focused on serving the community with professionalism, enthusiasm and promptness. I
specifically used those exact examples because they are what the city of Philadelphia lacks
or falls short at. The way my department/company can win is by hiring the right type and
right amount of employees. In the book “Powerful” Patty McCord says that the best thing
you can do for employees is to hire “A” players to work along side them. In my department,
we are in need of more workers to take the load off of my coworker and i. we were recently
promoted, but no one was hired to fill our old position which leaves us to now perform both
jobs. © Strayer University. All Rights Reserved. This document contains Strayer University
confidential and proprietary information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed written permission of
Strayer University. This course guide is subject to change based on the needs of the class.
JWMI 522 – Assignment 1 Template (1192) Page 2 of 5 How does HR spend its time now?

4. HR in my department is essentially handling about 100 employees. HR’s time is spent
making sure payroll is up to date and closed on time to ensure employees are paid. HR also
spends its time serving as the go between for the workers and management in any ongoing
grievances or complaints in reference to employee dissatisfied in other words, HR is used as
a service function. One more fact, HR does set up any training or benefits package
information that the employees need. What are the most pressing talent development and
staffing needs to help the company win? The most pressing talent development and staffing
needs are to hire the right fit workers to perform the various jobs housed within the city of
Philadelphia. Also, to hire the right type of employee that will embody the essence of the
mission statement. The city of Philadelphia has a horrible reputation for being lazy and late
and unprofessional towards the community. I’d say changing the view of how the city of
Philadelphia is seen through the eyes of the community is job #1. © Strayer University. All
Rights Reserved. This document contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer University. This course guide is
subject to change based on the needs of the class. JWMI 522 – Assignment 1 Template
(1192) Page 3 of 5 Talent Masters Scorecard (see pages 18 – 20 of The Talent Masters for a
brief summary of each principle) Principle 1. Enlightened Leadership Team 2. Meritocracy
Through Differentiation 3. Working Values 4. A Culture of Trust and Candor 5. Rigorous
Talent Assessment Synopsis of Current Situation The current situation as it pertains to an
enlightened leadership team is not a good one. Our current leadership team has a practice
of promoting the popular choice instead of the best choice. There are a lot of friendships
within the city of Philadelphia which means the right choice for a position will be
overlooked or out placed for promotion so that the buddy system wins out. Meritocracy
through Differentiation within the city of Philadelphia is non-existent. For example: take the
20-70-10 rule of differentiation stated by Jack Welch in the 2005 novel “Winning”. Top 20%
being groomed for management, middle 70% being extremely important to the company,
and the bottom 10% on their way out the door. Well, in the city of Philadelphia, specifically
my department, everything is expected of the top 20% and nothing is expected from the
bottom 10%, but they receive the same accolades and benefits for doing far less work. In
other departments, the bottom 10% is completely left alone to do nothing for 8 hours a day
with no threat of their job being in jeopardy. Working values within the city of Philadelphia
is yet another topic that’s pretty much non- existent. The values the workers of the city of
Philadelphia live by certainly don’t show through their work. Like I stated in an earlier post,
there is an on-going reputation for city workers of laziness, unprofessionalism and lateness.
These attributes have been in existence for many years. The only culture of trust and candor
that exist within the city of Philadelphia I would say is through HR. HR will be open and
honest in communicating with employees regarding personal affairs such as any
disciplinary actions, necessary paperwork needed and whatever message sent down from
top management. Like I stated earlier, with the city of Philadelphia, it’s not about talent
assessment because of the overwhelming buddy system in place. Very rarely is the right
employee put in a position they need to be in. for the most part, an employee is promoted
based on who he or she knows and is friends with. I would say talent assessment in the city

5. of Philadelphia really doesn’t exist, at least in my department as I have witnessed over the
last 3 + years. Score (1= L0W; 5 = HIGH) 1 1 1 3 1 © Strayer University. All Rights Reserved.
This document contains Strayer University confidential and proprietary information and
may not be copied, further distributed, or otherwise disclosed, in whole or in part, without
the expressed written permission of Strayer University. This course guide is subject to
change based on the needs of the class. JWMI 522 – Assignment 1 Template (1192) Page 4
of 5 6. A Business Partnership with Human Resources 7. Continuous Learning and
Improvement The business partnership with HR is minimal at best. HR, like I stated earlier
serves as a service function to the CEO. Now that is a partnership but not one that will spell
success for the city of Philadelphia going forward. HR is an important asset in any company
and has resources and input that needs to be heard and implemented. HR does get to flex
their muscle from time to time with setting guidelines, but it is on a minimal level.
Continuous learning and improvement within the city of Philadelphia has its ups and down
or positives and negatives if you will. HR does roll out various training sessions held at city
hall for our department. I’m sure they are held for other departments as well. Trainings that
various departments need to do their job somewhat efficiently. The problem comes in when
the employees refuses to take what they’ve learned and apply it to their everyday jobs.as far
as making sure the employees are up to date with the information needed for their jobs, I’d
say HR does a competent job. As far as leadership goes, making sure they’re keeping
leadership at the top of their game, not so much. 2 3 References:
http://www.phila.gov/it/aboutus/pages/missionvisiongoals.aspx Conaty, Charan. The
Talent Masters, Why Smart Leaders put people before numbers. Crown Business Publishing.
McCord Patty. Powerful, Building a Culture of Freedom and Responsibility. Silicon Guild.
Welch Jack. Winning. 2005. Harper Collins Publishing © Strayer University. All Rights
Reserved. This document contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer University. This course guide is
subject to change based on the needs of the class. JWMI 522 – Assignment 1 Template
(1192) Page 5 of 5 JWI 522: Assignment 1 HR Snapshot Template Mission The mission of
partnership building and providing technical services facilities building the capacity of
community stakeholders which empowers them to participate in the process of creating a
desirable quality of life. The primary goal of all our activities is to create safe and supportive
environments. Values/Behaviors Some of the values of the city of Philadelphia include:
Grow & learn Be accountable Be a solution broker Being humbly confident These values I’ve
listed are great ones but are rare within the city of Philadelphia. I make that statement with
close to 6 years of working experience and having witnessed exactly what I’ve stated. The
behaviors of the city of Philadelphia I would describe as passive-aggressive. Many within
the city of Philadelphia spend most of their time avoiding work. Some will complain about
being assigned a specific task or project, then purposely prolong the project for an extra
long period. This is not professional or cost effective. HR’s Importance to the CEO and C-
Suite In my viewing of HR over the past 3 years I’ve been with this particular department,
HR serves as a service function only to the CEO. Although HR sits in on a few meetings, it’s
only for the purpose of information that HR has to get out to the employees. Certain emails

6. and information pertaining to the new computer system that was rolled out within the last
2 months. Whenever an employees such as myself or one of my coworkers try to gain
further information that will possibly help our departments, such as the purchasing of new
and safer equipment, we are told by the CEO and other managers that we are on a need to
know basis and they don’t have to answer to us. These words were actually stated via email
to my coworker just a few months ago. There is no transparency between
management/leadership and the employees of the city of Philadelphia. © Strayer
University. All Rights Reserved. This document contains Strayer University confidential and
proprietary information and may not be copied, further distributed, or otherwise disclosed,
in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class. JWMI 522 – Assignment 1
Template (1192) Page 1 of 5 HR Successes and Wins HR has a few wins and successes under
their belt within my department. The biggest one I would say is the rolling out of our new
computer system that allows all employees to check their paychecks, their vacation time,
any evaluations that have been recorded, and insurance information on file. Before the
rolling out of the “Philly one” system, our department was operating on an archaic system
that dealt with using printouts and a bunch of paper information. HR was also instrumental
in allocating the jobs of my coworkers and I which allowed us to be approved to attain our
CDL licenses two years ago. By HR coming to our building and assessing the type of jobs we
were performing on a daily basis, it gave them permission to go ahead and recommend that
we be sent to CDL school for licensing and later promoted to the next step in employment.
Top Competitors Biggest Threats Biggest Opportunities The biggest competitors for the city
of Philadelphia are the private industry. Any company that provides the crafts and services
that are housed within the various departments of the city of Philadelphia. Such crafts as
carpentry, painter, plumber, electrician and in the case of my particular department, special
events (setting up stages and barricades). If I had to name one specific competitor I would
name a company like Horizon Services. They deal with pretty much every craft that the city
of Philadelphia offers the community, with the exception of special events. Horizon has a lot
of customer friendly rules and guidelines in place. Guarantees and discounts that directly
benefit the customer. Every employee showing a professionalism and pride that is
portrayed in the work they do. The city of Philadelphia lacks those qualities in many of its
employees. The biggest threat to the city of Philadelphia is a unionized organization that is
focused on serving the community with professionalism, enthusiasm and promptness. I
specifically used those exact examples because they are what the city of Philadelphia lacks
or falls short at. The way my department/company can win is by hiring the right type and
right amount of employees. In the book “Powerful” Patty McCord says that the best thing
you can do for employees is to hire “A” players to work along side them. In my department,
we are in need of more workers to take the load off of my coworker and i. we were recently
promoted, but no one was hired to fill our old position which leaves us to now perform both
jobs. © Strayer University. All Rights Reserved. This document contains Strayer University
confidential and proprietary information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed written permission of
Strayer University. This course guide is subject to change based on the needs of the class.

7. JWMI 522 – Assignment 1 Template (1192) Page 2 of 5 How does HR spend its time now?
HR in my department is essentially handling about 100 employees. HR’s time is spent
making sure payroll is up to date and closed on time to ensure employees are paid. HR also
spends its time serving as the go between for the workers and management in any ongoing
grievances or complaints in reference to employee dissatisfied in other words, HR is used as
a service function. One more fact, HR does set up any training or benefits package
information that the employees need. What are the most pressing talent development and
staffing needs to help the company win? The most pressing talent development and staffing
needs are to hire the right fit workers to perform the various jobs housed within the city of
Philadelphia. Also, to hire the right type of employee that will embody the essence of the
mission statement. The city of Philadelphia has a horrible reputation for being lazy and late
and unprofessional towards the community. I’d say changing the view of how the city of
Philadelphia is seen through the eyes of the community is job #1. © Strayer University. All
Rights Reserved. This document contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer University. This course guide is
subject to change based on the needs of the class. JWMI 522 – Assignment 1 Template
(1192) Page 3 of 5 Talent Masters Scorecard (see pages 18 – 20 of The Talent Masters for a
brief summary of each principle) Principle 1. Enlightened Leadership Team 2. Meritocracy
Through Differentiation 3. Working Values 4. A Culture of Trust and Candor 5. Rigorous
Talent Assessment Synopsis of Current Situation The current situation as it pertains to an
enlightened leadership team is not a good one. Our current leadership team has a practice
of promoting the popular choice instead of the best choice. There are a lot of friendships
within the city of Philadelphia which means the right choice for a position will be
overlooked or out placed for promotion so that the buddy system wins out. Meritocracy
through Differentiation within the city of Philadelphia is non-existent. For example: take the
20-70-10 rule of differentiation stated by Jack Welch in the 2005 novel “Winning”. Top 20%
being groomed for management, middle 70% being extremely important to the company,
and the bottom 10% on their way out the door. Well, in the city of Philadelphia, specifically
my department, everything is expected of the top 20% and nothing is expected from the
bottom 10%, but they receive the same accolades and benefits for doing far less work. In
other departments, the bottom 10% is completely left alone to do nothing for 8 hours a day
with no threat of their job being in jeopardy. Working values within the city of Philadelphia
is yet another topic that’s pretty much non- existent. The values the workers of the city of
Philadelphia live by certainly don’t show through their work. Like I stated in an earlier post,
there is an on-going reputation for city workers of laziness, unprofessionalism and lateness.
These attributes have been in existence for many years. The only culture of trust and candor
that exist within the city of Philadelphia I would say is through HR. HR will be open and
honest in communicating with employees regarding personal affairs such as any
disciplinary actions, necessary paperwork needed and whatever message sent down from
top management. Like I stated earlier, with the city of Philadelphia, it’s not about talent
assessment because of the overwhelming buddy system in place. Very rarely is the right
employee put in a position they need to be in. for the most part, an employee is promoted

8. based on who he or she knows and is friends with. I would say talent assessment in the city
of Philadelphia really doesn’t exist, at least in my department as I have witnessed over the
last 3 + years. Score (1= L0W; 5 = HIGH) 1 1 1 3 1 © Strayer University. All Rights Reserved.
This document contains Strayer University confidential and proprietary information and
may not be copied, further distributed, or otherwise disclosed, in whole or in part, without
the expressed written permission of Strayer University. This course guide is subject to
change based on the needs of the class. JWMI 522 – Assignment 1 Template (1192) Page 4
of 5 6. A Business Partnership with Human Resources 7. Continuous Learning and
Improvement The business partnership with HR is minimal at best. HR, like I stated earlier
serves as a service function to the CEO. Now that is a partnership but not one that will spell
success for the city of Philadelphia going forward. HR is an important asset in any company
and has resources and input that needs to be heard and implemented. HR does get to flex
their muscle from time to time with setting guidelines, but it is on a minimal level.
Continuous learning and improvement within the city of Philadelphia has its ups and down
or positives and negatives if you will. HR does roll out various training sessions held at city
hall for our department. I’m sure they are held for other departments as well. Trainings that
various departments need to do their job somewhat efficiently. The problem comes in when
the employees refuses to take what they’ve learned and apply it to their everyday jobs.as far
as making sure the employees are up to date with the information needed for their jobs, I’d
say HR does a competent job. As far as leadership goes, making sure they’re keeping
leadership at the top of their game, not so much. 2 3 References:
http://www.phila.gov/it/aboutus/pages/missionvisiongoals.aspx Conaty, Charan. The
Talent Masters, Why Smart Leaders put people before numbers. Crown Business Publishing.
McCord Patty. Powerful, Building a Culture of Freedom and Responsibility. Silicon Guild.
Welch Jack. Winning. 2005. Harper Collins Publishing © Strayer University. All Rights
Reserved. This document contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer University. This course guide is
subject to change based on the needs of the class. JWMI 522 – Assignment 1 Template
(1192) Page 5 of 5