Case Study

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· Assignment 2: “The Coca-Cola Company Struggles with Ethical Crises”

Read “The Coca-Cola Company Struggles with Ethical Crises” case. Write a four to six (4-6) page paper in which you:

1. Delineate the ethical issues and dilemmas (as found in Chapter 3) the company faced.

2. Determine which of the issues/dilemmas you identified was the most significant. Explain your reasoning.

3. Determine what steps Coca-Cola should have taken to prevent the issues you identified from arising in the first place.

4. Analyze how Coca-Cola responded to the crisis and determine if this was the best possible response or not.

5. Include at least three (3) references, no more than three (3) years old, from material outside the course.

The format of the paper is to be as follows:

. Typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides (APA format).

. Type the question followed by your answer to the question.

. In addition to the four to six (4-6) pages required, a title page and a reference page is to be included. The title page is to contain the title of the assignment, your name, the instructor’s name, the course title, and the date. The reference page is to be APA format.

Note: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

 
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OL 211 Milestones

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OL 211 Final Project Guidelines and Rubric

 

Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human resource (HR) responsibilities, but also understands the vision and mission of the organization.

 

To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of an organization in a case study. Be creative in assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan.

 

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.

 

This assessment addresses the following course outcomes:

 

·         Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization

·         Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business

·         Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan

·         Explain modern human resource concepts and principles that are essential in a changing work environment

 

Prompt

In this assessment, you will review the human resource management (HRM) in an organization through a case study. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission.

 

I.            HRM Functions and Practices

A.      Explain why the human resource (HR) function should be aligned with an organization’s strategic plan.

B.      Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations.

 

II.            Staffing

A.      Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study.

B.      Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method of recruitment would be most beneficial to this organization.

 

III.            Training

A.      Describe the components of a needs assessment used to determine the training requirements of the organization.

B.      Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning from this course.

C.      Illustrate the value of a training needs assessment in an organization. Support your response.

D.      Describe the importance of creating SMART objectives for a training plan.

 

IV.            Compensation

A.      Describe the compensation philosophy. How does the market influence this philosophy?

B.      Determine the value of salary surveys and describe the advantages of discretionary benefits.

 

V.            Evaluation

A.      Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic plan?

B.      Differentiate between various performance appraisal systems. Provide an example where one would be more applicable.

C.      How do you identify best-suited appraisals for employee job duties? Support your response with an example.

D.      Identify a variety of performance rating scales that can be used in organizations that includes graphical scales, letter scales, and numeric scales. Describe each scale.

 

 

MILESTONES

Milestone One: Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing

In Module Two, you will write a short paper that addresses Sections I and II of the Final Project document. This milestone will be graded with the Milestone One Rubric.

 

Milestone Two: Employee Development Processes

In Module Three, you will write a short paper that addresses Section III of the Final Project document. This milestone will be graded with the Milestone Two Rubric.

 

Milestone Three: Performance Management

In Module Four, you will write a short paper that addresses Section V of the Final Project document. This milestone will be graded with the Milestone Three Rubric.

 

Milestone Four: Compensation

In Module Five, you will write a short paper that addresses Section IV of the Final Project document. This milestone will be graded with the Milestone Four Rubric.

 

Final Submission: Human Resources Management review

 

In Module Seven, you will finalize and submit a paper that is comprised of all the milestone submissions with edits based on instructor feedback. This milestone will be graded with the Final Project Rubric below.

 

 

Milestone Deliverable Module Due Grading
1 Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing Two Graded separately; Milestone One Rubric
2 Employee Development Processes Three Graded separately; Milestone Two Rubric
3 Performance Management Four Graded separately; Milestone Three Rubric
4 Compensation Five Graded separately; Milestone Four Rubric
  Final Submission: HRM review Seven Graded separately; Final Project Rubric (below)

 

Guidelines for Submission: Submit your human resource management review adhering to the following guidelines: minimum of 7 pages, double-spaced, using 12-point Times New Roman font and following APA 6th edition format.

 

Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.

 

Critical Elements Exemplary(100%) Proficient(85%) Needs Improvement(55%) Not Evident(0%) Value
HRM Functions and Practices: Function Meets “Proficient” criteria and explanation is supported with evidence Explains why the human resource function should be aligned with an organization’s strategic plan Explains why the human resource function should be aligned with an organization’s strategic plan, but explanation is cursory or inaccurate Does not explain why the human resource function should be aligned with an organization’s strategic plan 8
HRM Functions and Practices: Global Conditions Meets “Proficient” criteria and explanation is clear and detailed Explains how current global conditions in the industry impact human resource management practices within organizations Explains how current global conditions in the industry impact human resource management practices within organizations, but explanation is cursory or has gaps in accuracy Does not explain how current global conditions impact human resource managementpractices within organizations 6
Staffing: Recruiting Meets “Proficient” criteria and description demonstrates a nuanced understanding of the relationship between recruiting and the organization’s vision and goals Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals, but description is cursory or inaccurate Does not describe a process to recruit and select new employees who are aligned with the organization’s vision andgoals 6
Staffing: Candidates Meets “Proficient” criteria and establishes which method would be more beneficial for an organization based on the research Compares and contrasts recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as resource Compares and contrasts recruitment and selection of internal versus external candidates but does not utilize the Society for Human Resource Management website as resource Does not compare and   contrast recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as resource 6
Training: Needs Assessment Meets “Proficient” criteria and description is clear and detailed Describes the components of a needs assessment used to determine the training requirements of the organization Describes the components of a needs assessment used to determine the training requirements of the organization, but description is cursory or inaccurate Does not describe the components of a needs assessment used to determine the training requirements of the organization 6

 

Training: Learning Activities Meets “Proficient” criteria and exhibits keen insight into the needs of adult learners Explains the importance of developing learning activities, and incorporates adult learning principles and methods of experiential learning Explains the importance of developing learning activities, but does not incorporate adult learning principles and methods of experiential learning Does not explain the importance of developing learning activities 8
Training: Training Needs Assessment Meets “Proficient” criteria and uses scholarly research to contextualize claims Illustrates the value of a training needs assessment in an organization, and supports response Illustrates the value of a training needs assessment in an organization, but does not support response Does not illustrate the value of a training needs assessment 6
Training: SMART Meets “Proficient” criteria and description is clear and detailed Describes the   importance of creating SMART objectives for   a training plan Describes the importance of creating SMART objectives fora training plan, but description is cursory or inaccurate Does not describe the importance of creating SMART objectives for a training plan 6
Compensation:Compensation Meets “Proficient” criteria and description is clear and detailed Describes the compensation philosophy and describes how the market influences this philosophy Describes the compensation philosophy and describes how the market influences this philosophy, but description is cursory or inaccurate Does not describe compensation philosophy 8
Compensation: Salary Surveys Meets “Proficient” criteria and uses evidence to substantiate claims Determines the value of salary surveys, and   describes the advantages of discretionary benefits Determines the value of salary surveys but does not describe the advantages of discretionary benefits Does not determine the value of salary surveys 8
Evaluation: Performance Management Meets “Proficient” criteria and description is well supported and plausible Determines HRM’s role in the performance management process including how the process aligns with the organization’s strategic plan Determines HRM’s role in the performance management process, but does not include how the process aligns with the organization’s strategic plan Does not determine HRM’s role in the performance management process 8
Evaluation: Performance Appraisal Meets “Proficient” criteria and example is well supported and contextualized Differentiates between the trait, behavioral, and results-based performance appraisal systems, and provides an example where each would be most applicable Differentiates between the trait, behavioral, and results-based performance appraisal systems, but does not provide an example where each would be most applicable Does not differentiate between the trait, behavioral, and results- based performance appraisal systems 6
Evaluation: Best-Suited Appraisals Meets “Proficient” criteria and uses scholarly research to substantiate claims Determines how to identify best- suited appraisals for employee job duties, and supports response with an example Determines how to identify best- suited appraisals for employee job duties, but does not support response with an example Does not determine how   to identify best-suited appraisals for employee job duties 8
Evaluation: Performance Rating Scales Meets “Proficient” criteria and description is clear and contextualized Identifies a variety of performance scales that can be used in organizations and describes each Identifies a variety of performance scales that can be used in organizations, but does not describe each scale Does not identify a variety of performance scales that can be used in organizations 6

 

Articulationof Response Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format Submission has no major errors related to citations, grammar, spelling, syntax, or organization Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas 4
Earned Total 100%

 

 
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13PG- TRAINING PLAN REPORT

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Design the Training Plan; Use ADDIE Model

 

Using the ADDIE model, design a training plan based on the findings and training outcomes revealed in your TNA. The training plan should include the following, at a minimum:

 

Analysis

The Analysis section is a summary of your TNA ( TNA ATTACHED )

Include a paragraph describing the organization and training issue.

Discuss organizational and training goals and objectives, the target group, and the KSAs that should be expected of learners, which the training will address.

 

Design

Determine program format, length of training, and method of delivery.

What will be the costs, and what resources will be needed from the organization? A training plan budget is important because an organization needs to anticipate, plan and pay for the training costs. In the section, you will develop a spending plan that breaks down the costs of your proposed training plan. Consider the following cost categories for your budget table and report: Direct Costs, Indirect Costs, Preparation Costs, Developmental Costs, Participant compensation, Evaluation costs, Total Training Costs. Your budget will have two components, a formal report and a budget table.

 

Prepare a table with a proposal for your training.

 

Prepare a written budget report  Describe in detail each the costs associated for your organization training needs as it applies to your training plan. Explain all of the costs included in your budget table. Buget report should be included and NOT ON A SEPRATE REPORT.

Examples of budget report attached . .Do not copy !!!

 

Development

Describe what will be included in the program materials and activities. Consider communication tools, modules, learning aids, and assessment/evaluation tools.

 

Implementation

Give specifics on how you will implement and deliver training. Include any “train-the-trainer” pilots and plans for training.

 

Evaluation

In this section, you will develop a post-training evaluation plan. Evaluation is necessary for determining the overall effectiveness of a training program. Your evaluation plan should aim to measure learner performance. Evaluation will describe the success of the training program and lead to a plan for continuous improvement. You plan should include both a written report and the evaluation tool you would use for assessment.

 

Prepare an evaluation report Describe in detail how you will evaluate this training in terms of effectiveness. Explain how training will be assessed and evaluated. Describe the purpose of the evaluation tool. Address how overall training will be evaluated. List short- and long-term methods that ensure your training plan has translated into desired performance. Explain how it will bridge the organizational gaps identified in the TNA.

 

Include at least one evaluation tool together with your written evaluation plan. The tool should look professional and ready for your intended audience to complete.

 

Use APA formal report formatting for your Training Plan. Label each section with the following headings: Analysis, Design, Development, Implementation, and Evaluation. Use and cite a minimum of three resources to help you create your training plan. Include a cover page, citations page and in-text citations.

 

Submit everything together as one document.

 
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I Am Looking For Someone Who Is Real Expert For Philosophy, There Are Only 9 Questions Here

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I am looking for someone who is real expert for philosophy, there are only 9 questions here, I am taking summer philosophy class. If you are good for philosophy, I would like with you during whole semester.

 

1.    If you are on the Moon, what kind of rights do you not have?

A.    legal rights

B.     natural right

C.     moral rights

D.    ethical rights

2.    What do we call an action that you should not perform, or one that it would be immoral to perform?

A.    Permissible

B.     Impermissible

C.     Obligatory

D.    Inobligatory

3.    If a diabolical villain threatened to blow up a city unless you kill one innocent person, what would a Kantian say you have to do?

A.    Refuse to kill the innocent person

B.     Kill the villain

C.     Kill the innocent person

D.    Kill the innocent person if they would die in the city anyway

4.    If morality comes from a deity’s commands, then one of two things must be true. What are the two things [select two]

A.    The deity could have commanded anything and that thing would have been moral

B.     The deity commands things that are already moral

C.     The deity cannot command things that are not moral

D.    The deity can only command things that are not yet moral

5.    Which of these moral theorists would consider dogs to be persons?

A.    A Kantian

B.     A utilitarian

C.     A religious authoritarian

D.    A cultural relativist

6.    What, according to Friedman, is the most effective method of destroying a free market?

A.    Corporate Greed

B.     Social engineering

C.     Interfering foreign interests

D.    Regulations from the government

 

7.    The Separation Fallacy separates what two things?

A.    Business decisions and ethical decisions

B.     Moral decisions and ethical decisions

C.     Business decisions and legal decisions

D.    Moral decisions and legal decisions

 

8.    Corporate executives are not themselves stakeholders.

A.    True

B.     False

9.    The Triple Bottom Line theory focuses on three separate bottom lines, each concerned with:

A.    Sustainability

B.     Justice

C.     Responsibility

 

D.    Efforts

 
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HR Week 3 – Assignment

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40 Exercise: Evaluating the Recruiting Function

I. Objectives

A. To make you aware of the necessity of evaluating the efficiency and effectiveness of various recruitment sources.

B. To provide you with practice analyzing data, drawing conclusions, and planning a strategy to remedy identified problems or deficiencies.

C. To make you aware of the linkages among staff turnover, recruitment sources, recruitment methods, and adequate staffing.

II. Out-of-Class Preparation Time: 2 hours

III. In-Class Time Suggested: 45 minutes

IV. Procedures

Read the entire exercise, including the background on St. Vincent’s Hospital. Then, using the data provided in Exhibit 2.9, do the calculations on Form 2.5. A yield ratio is the number of applicants necessary to fill vacancies with qualified people. It is the relationship of applicant inputs to outputs at various decision points. For example, the yield ratio for all recruitment sources in Exhibit 2.9 shows that 273 nurse applicants were generated over the three-year period from 2007 to 2009. Since only 221 were classified as potentially qualified, the yield ratio is 273/221 or 1.24 to 1. The yield ratio for “potentially qualified” among “walk-ins” is 1.26 (53 ÷ 42). The average cost per nurse hired among “walk-ins” is $119.23 ($1,550 ÷ 13). Students should form groups of two to four students each and calculate the yield ratios for each recruitment source at each stage of the recruitment process on Form 2.5. These data show that the hospital needs to start with more than five times as many applicants as it needs to fill job openings and more than 13 times as many applicants as it hopes to have as above-average performers.

Do the calculations for Form 2.5 on your own prior to class. Think about the implications of these data for future recruitment at the hospital. Then, look at Exhibit 2.10 in conjunction with the background description and think about the implications for the recruiting process. During the class period, form groups of three to five, which will act as a consulting team for the hospital. With your group, discuss and answer the questions at the end of this exercise. At the end of the class period, have a spokesperson for each group discuss the group’s answers and rationale with the entire class.

Background

St. Vincent’s Hospital is a 260-bed hospital in a northeastern city affiliated with the Roman Catholic Church. The administrator is Sister Claire, a 56-year-old member of the Daughters of Charity religious order. During the last decade, the hospital operated with a nursing staff of approximately 450 registered nurses and experienced a nursing turnover rate of about 25 percent per year. The turnover rate was average for the city during this time period. However, it has accelerated to an average of 35 percent over the past three years.

These higher turnover rates have put additional pressure on the recruiting process to provide larger numbers of qualified candidates. However, Sam Barnett, director of human resources, has reported more difficulty locating qualified nurse candidates over the last three years. Barnett’s office has prepared the recruitment data shown in Exhibit 2.9. The data show that 273 applicants (from all sources) had to be screened to produce 52 qualified candidates who accepted a job offer. One year later, 19 of these 52 had left the hospital. The last column shows the direct and indirect costs of recruitment by source, including clerical time, supervisor time, and direct costs, such as travel and postage. The human resource department has also conducted a telephone survey of all the nurses they could locate who did not accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit 2.10.

Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for many years. This includes attending both the local Nursing Job Fair and the State Nursing Association Annual Meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over the years.

At a recent meeting, she suggested that an outside group (your group) be brought in to analyze the recruiting process, identify problems and opportunities, and suggest improvements. Sister Mary Louise and Barnett readily agreed to an outside consultant because they are aware of current nursing shortages due to declining nursing school enrollments. St. Vincent’s Hospital itself contributed to this enrollment decline by closing its own School of Nursing due to fewer applications and the high cost of operation.

Since recruitment of new nurses has begun to fall behind turnover of nurses employed at St. Vincent’s Hospital, the vacancy rate has begun to increase. Five years ago, only 11 percent of staff nursing positions were unfilled. This percentage has now increased to 23 percent. One result has been an exhausting workload on the existing nursing staff. In addition to increased turnover, the symptoms of staff burnout (i.e., stress, conflict, absenteeism) are becoming more evident.

Questions

1. How would you evaluate the nurse recruiting strategy currently being used by St. Vincent’s Hospital? Is the hospital using too few or too many recruiting sources? Why?

2. If you feel that the hospital is using too many recruitment sources, which ones would you eliminate and why?

3. What stage or stages in the recruitment process seem to be most amenable to improvements? What specific improvements would you suggest to decrease the yield ratios? Why?

 
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HRM 532

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Assignment 5: Sustainable Talent Management
Due Week 10 and worth 200 points

With the same talent management strategy in mind from Assignment 3, ATTACHED, write a six to eight (6-8) page paper in which you:

    • Determine which performance management process you will employ to measure employee talent.
    • Analyze the key concepts related to the talent pools and the talent review process.
    • Develop appropriate talent management objectives to measure functional expertise.
    • Assess the key elements of global talent management as they apply to your organization.
    • Recommend a process that optimizes a sustainable talent management process.
    • Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date.
  • The cover page and the reference page are not included in the required page length.

The specific course learning outcomes associated with this assignment are:

  • Determine the effects of leadership in the management of talent pools and the talent review process.
  • Compare and contrast the talent assessment and employee performance management processes.
  • Review the process of developing functional expertise and setting and measuring talent management objectives.
  • Discover how the management process affects global talent management.
  • Determine the organizational benefits of strategy-driven talent management and building a sustainable process.
  • Use technology and information resources to research issues in talent management.
  • Write clearly and concisely about talent management using proper writing mechanics.

 

Talent management strategy entails the entire process of recruitment to retain the employees. The processes involved in talent management are staff recruitment process, employee retention, performance appraisal, feedback, planning and development of a good organizational culture which supports talent development (Silzer & Dowell, 2010).

Formulate a talent management strategy to encompass the entire talent requirements of the organization.

Planning of talent management strategy starts with the alignment of organizational objectives, initiatives and goals with the staffing needs. Thus, talent management begins with aligning the business processes by allocating the right employees to the positions in which they qualify and where they can maximize on their abilities. This happens with employee recruitment whereby the company advertises the job offer then shortlists the applicants who qualify and are selected on the most suitable for the position. Since the hiring process is expensive, if a company aims to have the employee for long-term, they should also have a plan for personal development and corporate growth. This enables the employees to gain more knowledge and skills based on the type of job for which they are hired.

The approaches to personal development can entail coaching, mentoring sessions, training camps and having leaders who are role models. First, coaching can be done to train the staff on new processes and skills that will enable them to perform better in the event of outsourcing and will ensure the company can perform internal outsourcing of personnel. Secondly, the firm can put into place mentoring sessions which can be used to provide feedback to employees on their performance. This will help to improve performance in the areas most needed. In addition, good leadership is a way of enhancing corporate growth for the employees since the leaders act as role models. Therefore organizations must ensure that they have leaders who can be emulated by staff who are the potential future leaders of the company. The performance plan is also an important element of talent management strategy. Performance analysis helps to acknowledge and formulate solutions for poor performance of staff by nurturing a constructive discussion between the leaders and employees on the areas of performance. A review should be done monthly or quarterly based on the set target. This encourages employees to perform better in the suggested areas of improvement (Bickham, 2016).

Another component of talent management strategy is planning. This can include Human Resource planning, objective planning and strategic planning. Planning of goals is mainly aimed at ensuring that organizational resources are utilized maximally to increase revenue and to attain the strategic long-term goals. Through employee involvement in organizational planning, employees are able to set personal goals which are in line with the company’s goals. This helps to reduce conflict of interest in the workplace as employees are aware that attainment of corporate goals will drive them to achieve personal growth.

Finally, to maintain a talent management strategy the organization must have a diverse group of people. Diversity is accomplished by understanding the personnel capabilities, experiences, educational levels, skills and capacities. This will provide a clear insight to the critical gaps that should be worked on to ensure individual capacities align with the organizational goals. Diversity can be fostered by creating a learning workplace environment where staff and leaders are able to learn from each other to embrace diverse perspectives.

Determine the key components of talent management, including identifying, assessing, and developing talent.

In talent management, the employees strive to add value to the organization through business processes which involve sales, innovation and direct participation in serving the customers. Organizations should always seek to employ people who add value to their firm in order to meet their goals and to survive in the dynamic business environment. However, they also need to ensure that their staff is retained while recruiting new employees in an effort to safeguard business continuity. For this reason, organizations must ensure that they have integrated processes in place for training, retaining, and supporting their staff (Wellins, Smith & Erker, 2015). It is therefore, important to include identifying, assessing and talent development in the talent management process. The process starts with identification. This is when staff is recruited for shortlisting for a vacant position within the organization. In staff recruitment the Human Resource Manager must assess the outstanding skills that the candidate possesses which is determined by their resumes. Once a candidate has been identified they are then contacted for an interview wherein an assessment is done to determine if the candidate is a good fit for the company. The assessment may be in the form of one on one questions, situation analysis, or behavioral and personal testing.

The six components of talent management are strategic staff planning, talent training, acquisition and retention, performance analysis, employee motivation, career development and advancement, and succession planning (Silzer & Dowell, 2010). To begin with, the organization must develop employee planning by identifying the job requirements and the qualified personnel assigned to the role. Next, an organization must incorporate talent retention and acquisition. This is accomplished by hiring a diverse workforce with various talent and then cultivating the talent throughout the organization. Talent cultivation within the organization can be done through employee loyalty and motivation. The third component is performance management which allocates the right person and the characteristics of having the right person fit for the role. This helps to ensure that the business is able to attain its strategies through employee motivation, resulting in job satisfaction. The fourth component of motivation and learning allows staff the ability to acquire more skills which in turn enables them to gain more experience and knowledge while increasing growth impacts in the organization. The component of career development is in line with talent retention (Tan & Crowell, 2015). Because of the high cost of recruitment and training of new staff, it would benefit the organization to hire from within. With this, the organization can groom its current employees to be potential leaders giving staff the opportunity to experience career development which is also important to succession planning. Lastly, the component of succession planning requires the awareness of what talent already exists within the organization and to align long-term goals with current talent. When seeking to fill an open position, staff from within can be considered and placed into the role with the knowledge of how well performance has been demonstrated.

Examine how the talent management process is a strategy for a competitive advantage for your organization.

To compete in a dynamic environment requires the organization to have a competitive advantage over its competitors and employees are among the competitive advantage companies can have since skills cannot be imitated or duplicated (Bickham, 2016). Connecting the right staff with the right skills for a particular position requires the organization to have a good strategic talent management plan to ensure it recruits the right fit and assigns them to the right position all while retaining them in the organization.

Having the appropriate personnel supports the organization in gaining a clear understanding of their current state in the competitive market, identify the talent gaps and then to come up with the required actions to minimize them. By bridging the gaps, the organization is able to achieve a commanding competitive advantage given they are able to tap into their talent during the achievement of the organizational goals and objectives. In addition, a good talent management strategy helps in employee retention as organizations are able to treat their employees as their most important asset. Hence, through talent management strategy practices, there exist a low turnover rate given that employees do not portray self-interest, and so they are not outsourced by competitors (Silzer, Rob & Dowell, 2003). Therefore, organizations possess a competitive advantage by having systems put into place to empower employees through employee engagement, employee appraisal and employee satisfaction (DePaul, 2016).

In summary, for organizations that aim at achieving a competitive advantage, they should focus on implementing talent management strategies that enhances continuous performance through their employees. They can improve on employee performance by continuously engaging them in learning processes, mentorship programs, and cross-training programs and by training staff on leadership skills to qualify them to have the competencies for succession planning. Moreover, they should direct their training programs to a talent pool that meets the current and future needs of the business. There should also be an understanding of the strategic intention of the organization now and in the future before implementing any strategic capabilities.

Assess how the talent management strategy should change with the anticipation of the organization doubling in five to six (5-6) years.

Organizational strategies now solemnly rely on how compatible the human program and the talent management plan exists. Talent management is imperative to leadership since it has become extremely difficult for any organization to be successful without incorporating talent into its business model (Silzer & Dowell, 2010). With the anticipation to double in size, leadership is paramount for continued growth pattern. As organizations aim to position themselves for expansion and growth this will require good leaders who can be emulated as role models

and employees who have diverse talent and skill. Thus, talent management remains important since continuous talent replacement could hinder the achieved efforts. Furthermore, because employees are an organization’s primary asset, they are the principal agents of success in any organization. As a result, the talent management team should come up with a good talent management plan to ensure a solid foundation for business growth.

In the next 5-6 years, the assumption is that the marketplace will have a shortage of the high profile talented candidates due to the increasing demand for a talented workforce in the business setup (Tan & Crowell, 2015). With this, the talent management plan should aim at improving on their talent management practices to develop and nurture their internal workforce for future roles in the firm. In doing so, the organization will be able to build a good succession plan which fosters growth of the organization offering the staff a better view of what the company wants to achieve in the future in comparison to its current state.

 

References

Bickham, T. (2016). ATD Talent Management Handbook. Alexandria, VA: ATD Press

 

DePaul, G. (2016). Nine Practices of 21st Century Leadership: A guide for inspiring creativity,

 

innovation, and engagement. Boca Raton, FL: CRC Press, Taylor & Francis Group

 

 

Silzer, R., & Dowell, B. (2010). Strategy-driven talent management: A leadership imperative.

 

San Francisco: Jossey-Bass

 

 

Tan, W., & Crowell, B. (2015). Organizations and managers must reassess how they view career

 

Development, Association for Talent Development

 

Wellins, R., Smith, A., & Erker, S. (2015). Nine Best Practices for effective talent management

 

(White paper). Development Dimensions International Inc. Retrieved from

 

http://www.ddiworld.com/DDIWorld/media/white-papers

 

TALENT MANAGEMENT STRATEGY

 
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Assignment 2: New Supervisor Training On Performance Evaluations

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1. The short story “Senior Picture Day” (page 51) begins with the sentence: “Sometimes I put two different earrings in the same ear.”  In the context of the story, what might “two different earrings” symbolize?  On page 53, Terri and the narrator discuss the difference between being Mexican and Californian.  In what ways is the narrator both?

 

2. What standard of beauty is the narrator of “Senior Picture Day” trying to achieve by pinching her nose?  Can you think of any attempts on the part of women in our society to conform to a standard of beauty that is not natural for them? In what ways does Terri’s life also fail to conform to standards of perfection?  What does that prove?

 

3. In “It’s Hard Enough Being Me” the narrator states: “Trying to understand who and why I am, while understanding Plato or Homer, is a lot to ask of myself”(136),  What does she mean?  How does her comment support Claude Steele’s research (see video on Stereotype Threat) on the connection between stereotype threat and intellectual achievment?

(Video link : https://www.youtube.com/watch?v=W2bAlUKtvMk)

 

4. Mention two ways in which Anzaludua in “To Live in the Borderlands Means You” page 1175 expresses a dilemma similar to both “Senior Picture Day” and “It’s Hard Enough Being Me.”  Mention and explain at least one example you know of a person or group living on “the borderlands.”

 

 

5. Mention one way in which the play Los Vendidos might reinforce stereotypes, and one way in which it satirizes the whole idea of stereotypes.  Give one example of a stereotype found in popular media today.

 
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Annotated Bibliography: Doctoral Identity

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Annotations are descriptive and critical assessments of literature  that help researchers to evaluate texts and determine relevancy in  relation to a particular research project. Ultimately, they are a  note-taking tool that fosters critical thinking, demonstrates  understanding, and evaluates the source material for possible later  use.  In this assignment, you will read and annotate three articles.

General Requirements:

  • Locate  the articles by Baker and Pifer (2011), Gardner (2009), and Smith and  Hatmaker (2014) in the Course Materials for this topic.
  • This  assignment uses a rubric. Review the rubric prior to beginning the  assignment to become familiar with the expectations for successful  completion.
  • Doctoral learners are required to use APA style for  their writing assignments. Review the GCU APA Style Guide for Writing  located in the Student Success Center. Note: A title page is  required for this assignment, but a reference page is not required since  the references are included with the annotations.
  • Refer  to the resource, “Preparing Annotated Bibliographies” located in the  Student Success Center, for additional guidance on completing this  assignment in the appropriate style. Use “Sample APA Annotated  Bibliography” example in this resource.
  • You are required to submit this assignment to LopesWrite. Refer to the directions in the Student Success Center.

Directions:

Read  the articles by Baker & Pifer (2011), Gardner (2009), and Smith  & Hatmaker (2014). These articles and the persistent links to them  are located in the Course Materials for Topic 2.

Provide an  annotated bibliography (750-900 words total, excluding the reference  notes) of the articles. Including the following for each article:

  1. A reference note formatted according to APA style guidelines. The reference note is not included in the total word count.
  2. An  annotation (250-300 words) of the article. Annotations are descriptive  and critical assessments of peer reviewed articles. Annotations  summarize the key concepts and evaluate the article for its strengths  and weaknesses. Why was the study conducted? What was the population  studied? What did the researcher(s) conclude? What other information  about this study do you believe is unique or important to recall? Are  there specific statements made by the author you wish to retain?
 
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The “Ottawa Way” Thrives

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■v*V icma.org/pm

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By Al Vanderberg and Bill Capodagli

.^ ‘Ottawa Way”Thrives A Michigan county adopts a

customer-centric culture

Does it really make a difference if a local government adopts a customer-centric culture? Yes, say government officials in Ottawa County, Michigan, who have undergone training to learn “The Disney Way” of providing quality customer service.

Ottawa County, Michigan, is located in the southwestern section of the state. Located 174 miles west of Detroit and 150 miles northeast of Chicago, the county includes six cities, 17 townships, and one village within 565 square miles. More than 272,000 residents enjoy famous Lake Michigan beaches and 7,000 acres of county parks.

Ottawa County is also a vacation destina­ tion with Holland, Michigan’s Tulip Time festival and Grand Haven’s Coast Guard Festival held during the summer.

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Some may wonder about a possible disconnect between the public sector and a Disney-like customer-centric culture. At least in the private sector, competitive forces provide an incentive to emulate outstanding customer service icons like Disney, Starbucks, or Four Seasons Hotels and Resorts. Surely, counties already have a monopoly on their services, many of which are regulatory in nature, and Ottawa County is no exception.

Given its assets, why should the county be concerned with customer service? Responding to this question, a county official noted that the county has earned its reputation largely due to the people who live, visit, and do business with it. As such, it owes great service to visitors, residents, and employees. Besides, it’s just good business.

When a new business locates within a region, for example, the effect on employment is: 1) a direct impact from the jobs provided by the business itself; 2) an indirect impact if

JULY 2015 | PUBLIC MANAGEMENT 1 5

 

 

the business buys production materials and services locally; and 3) an induced impact or multiplier effect from the flow of wages spent by new employees, which may provide new jobs in other businesses, and in turn, the spending of those wages.

The Michigan Multiplier 2013 (Montgomery Consulting, spring 2013, http://isO.gaslightmedia.com/northern- lakeseconomicalliance/_ORlGINALJ fs27-1370442191-27000.pdf) reports that Ottawa County’s employment multiplier is 2.12. This means that if a business locates within a county and provides 100 new jobs, 212 additional jobs will be created to support the new business.

If a visiting executive who is search­ ing for a new location within a county has a good customer service experience, it certainly may help his or her decision to locate there. A terrible customer service experience, however, could result in a search for another location.

‘’Ottawa Way” Customer Service Initiative After reading the best-selling book The Disney Way, Ottawa County officials contacted the company created by the book’s authors to help the county develop a Disney-like customer service culture. Training began in fall 2012 with the cus­ tomer service steering team. This group continues to meet monthly to oversee the customer service initiative and to review accomplishments and next steps.

The steering team included key leaders from the 33 departments, offices, courts, and agencies that make up Ottawa County. The first step was total immersion in the Disney Way experience through a series of three, one-half-day workshops over a period of two weeks (see Figure 1).

During initial workshops, the county team came to realize that although the 33 areas ranged from law enforcement to social services, the same Disney Way experience should drive them all. From that point on, Ottawa County’s custom­ er-centric culture would be known as the “Ottawa Way.”

FIGURE 1. Disney Way Experience.

Dream/Vision Values

Disney Way Customer-Centric

✓ Culture

♦ \ Show • Story • Setting • Roles • Backstage

Casting • Hiring • Orientation • Feedback • Development Plans

Reviews • Moments of Truth • What to Measure • How to Measure

Here are the steering team accom­ plishments from its initial workshops:

• Developed preliminary dream and vision. Here is the last paragraph of The Ottawa County Customer Service Story: “Imagine a team with a variety of skills—collaborating, engaging one another, and having fun.. .that work to improve, protect and serve their citizens and the environment. This is Ottawa County and you are the Ottawa Way!”

• Identified preliminary values. The customer service value statement reads: “Empowered to Solve Prob­ lems with Integrity and Empathy to Inspire Trust.”

• Established preliminary codes of con­ duct. Examples of Ottawa County codes: “We live the Golden Rule.” “We take accountability for our actions and deci­ sions.” “We create a culture of service in which every customer is valued! ”

• Storyboarded potential barriers to the implementation. A storyboard is a visual display and problem-solving technique that captures, organizes, and prioritizes the thoughts and ideas of everyone on the team. This tool was developed by Walt Disney.

• Developed a road map for change. One of the main tasks was the commitment for everyone in the organization to experience the three-day, customer­ centric culture training.

Management Buy-in The next step to implementing the Ottawa Way was a three-day leadership workshop for 100 front-line leaders.

Becoming customer-centric is not an activity to be checked off during an annual strategic planning process or a performance review, or briefly communicated in a retreat setting. An organization-wide cultural change driven by top management is required for success. Front-line leaders must not only embrace the new culture, they must also believe they have ownership in its development and results. This was the main focus of the leadership workshop.

Here are the front-line leaders’ accomplishments from the three-day workshop:

• Finalized dream and vision. • Finalized values. • Finalized codes of conduct.

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• Storyboarded potential barriers to the implementation.

• Understood road map for change. • Understood the Disney Way experi­

ence, which means beginning to live the dream, believe, dare, and imple­ ment principles.

The Rollout Upon completion of the leadership workshop, the steering team planned a three-day “Ottawa Way” experience for all employees. For the ensu­ ing year, approximately 60 to 100 employees per session participated in the training that was facilitated on a monthly basis, with a total of 973 employees completing the training.

Local government managers might question why the training needed to be conducted for three days. Couldn’t the principles required for any new culture be communicated in less than a day? If it was that simple, however, countless organiza­ tions would be as magical as Disney.

When employees arrive at the three- day training, they do so with a set of values that has been ingrained in them over the course of their careers. Now they are expected to embrace a new set of values, yet they need time to realize that the old values are no longer the best for the organization as a whole.

Here are the employee accomplish­ ments from the three-day training:

• Participated in the Disney Way Experience.

• Storyboarded potential barriers to the implementation.

• Storyboarded solutions to eliminate key barriers.

The Hot Seat During the afternoon of the second day of training, participants experienced the “Hot Seat” segment. The county administrator and two of the steering team department heads were members of the Hot Seat panel. Participants were invited to ask the panel any questions pertaining to the Ottawa Way or to County operations.

How the “Hot Seat” benefits the staff: 1) top leaders being available, displaying candor, and demonstrating support to employees; and 2) trust and open com­ munication established between manage­ ment staff and the workforce.

A question asked at every session was “How can we provide excellent customer service when in government the answer is not and cannot always be yes?”

The answer: It is all about how you treat someone. We use the Golden Rule that stresses that people treat others as they wish to be treated.

Storyboard Treasure Trove Something of extraordinary and unantici­ pated benefit resulted from the training. As many as 480 storyboards provided a wealth of information about what county employees think; 452 storyboards displayed concerns that pertained to management and leadership. Lack of

trust in management, poor communica­ tion, and little coaching and feedback were a few of the topics of concern.

Participants, by way of 1,406 storyboard response cards, communi­ cated that improvements in leadership, empowerment, accountability, encour­ agement, and setting clear expectations and direction were needed. Lead by example, live the Golden Rule, and provide more feedback were some of the ideas for improvement.

The Leadership Challenge The storyboard process is an ideal way for leaders to gain anonymous feedback and to engage their entire teams. A powerful way to begin helping leaders to become more effective, which was one of the concerns that emerged through county employee storyboards, is to conduct a leadership storyboard.

As an author of this article and the workshop trainer, I challenged A1 to allow his direct reports to participate in this exercise in which they answered the question, “What is the ultimate leader?” After an initial briefing with staff, A1 left the room so that they would have total freedom to continue the process by ranking what is most important to them, what A1 “does best,” and which areas are “opportunities for improvement.”

A1 admitted being a little nervous with the process, but he saw great value in the results. As a next step, both elected and appointed county leaders completed the leadership storyboard process within their own departments.

Brain Trust Follow-up and Next Steps Ed Catmull, president of Disney and Pixar Animation Studios, was quoted in the book as saying that “A hallmark of a healthy creative culture is that its people feel free to share ideas.”

One of the best ways to produce this type of environment is by establishing a brain trust, which is a group of people who assist, advise, and support one another but do not have authority to make decisions for each other’s teams or departments. In

Front-line leaders must not only embrace the new culture, they must also believe they have ownership in its development and results.

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One of the 480 storyboard sessions held with Ottawa County employees.

A quarterly Outstanding Customer Service Award that began in January 2014 has netted an average of 70 employee nominations each quarter.

general, the members also help each other become more effective leaders.

The county is on the verge of creating a leadership brain trust, which will be seven groups composed of 15 to 20 middle-management leaders and one facilitator, along with one group of upper management with a facilitator.

Like the leadership storyboard, the brain trust is intended to improve county leaders’ effectiveness. Each leader will complete a self-assessment customer service implementation questionnaire by rating teams in these categories:

• Constant purpose and improvement and forever using the system of customer service.

• Institute training in codes of conduct, customer service values, and quality.

• Believe in elements of the show or customer experience.

• Eliminate fear. • Break down barriers between

departments.

• Remove barriers to pride of workmanship.

Every 10 weeks after the initial meeting, brain trust meetings will be held to provide updates on the progress of implementing Ottawa Way and to help leaders identify and solve problems.

The Future After the Ottawa Way training sessions were completed in the fall of 2014, the county created an 18-member customer service team with representation from county department operations. With the same lead facilitator, the team can coordinate with the brain trust. Here are team initiatives:

• Determine next steps to customer service training.

• Determine ways to help customers better navigate county buildings and the phone system.

• Find ways of providing more services to residents with the use of technology.

• Implement customer service best practices.

• Implement an ambassador program to assist new employees with on-boarding as they transition to county employment and to create a network, which provides a resource to all employees seeking information on programs, departments, people, buildings, and more.

Early successes have been amazing, particularly considering that the Ottawa Way is still relatively new. A quarterly Outstanding Customer Service Award that began in January 2014 has netted an average of 70 employee nominations each quarter.

A sheriff’s deputy was nominated for a customer service award after issuing a traffic ticket to a motorist. The Public Health Department’s restaurant inspection division, heavily criticized by many res­ taurants just three years ago, has received 87 customer service nominations from the private businesses they serve. Busi­ nesses praised the transition from a highly regulatory “gotcha” attitude to more of an attitude of educating and coaching, thus becoming a valued partner.

These are just a few examples of great stories emerging that celebrate county employees going above and beyond the call of duty. The county references achievements on its website at http://miottawa.org/CustomerService/ outstanding_current.htm.

A few years ago, the notion of having the 33 different areas of the county singing the same customer service tune seemed like an impossible dream; however, as Walt Disney said, “If you can dream it, you can do it.” That is the Disney Way, and now it is the Ottawa Way, too. Pt/l

AL VANDERBERG is county administrator, Ottawa County, Michigan (avanderberg@miottawa. org). BILL CAPODAGLI

is president, Capodagli Jackson Consulting, Winter Garden, Florida (dreamovations@aol.com) and coauthor of The Disney Way (2nd edition, McGraw-Hill, 2006).

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Copyright of Public Management (00333611) is the property of International City/County Management Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.

 
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3 Questions 2 Pages Double Spaced Each -Human Resources

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HRMD 610
Week 6
Assignment 2
Spring 2019
110818
<image001.png>General Instructions:   Each class is likely to be different.  If you assume you know what is required, you may make a mistake that can be avoided just by reading the instructions.
Please post your response in your individual assignment folder by the due date listed in the Course Schedule.
v  Please post on time to avoid the 5% per day late penalty required by departmental policy.  Remember the late window begins at 12:00 a.m. the next day.  Please don’t ask me after the deadline to waive a late penalty.  If you’re having a problem that matches the criteria in the grading policy, contact me before the deadline.  See the Grading Information in the syllabus.

v  Submissions will not be accepted after grades for this assignment have been posted.  Alternate assignments are not available.

Please work alone; this is not a group assignment.
Do not use any work that has been submitted to a previous class.  See the Grading Information in the syllabus.  This is also part of the Academic Integrity pledge you signed.
Remember to use a Word .doc  or .docx  file format to ensure I can open your work.  See the Grading Information in the syllabus.
Please do use APA to reference your response. Create a reference list at the end and use the (author, year) format within the text; or, if it is a direct quote, the (author, year, page number) format.
Please realize that I cannot answer questions that are actually part of the test itself.  That violates testing methodology.  I can address “administrative type” questions. Post questions to the Week 6, Exam #2 discussion area (vs. email) so everyone will have the same information.
If presentation is not your strong point, use the free writing support tools that are accessed via the classroom.  Allow enough time for the writing tutors to assist.  Access to that service is in the Content area.
Please be sure you have submitted the document you intended.  Double-check by opening your document in your folder after you’ve submitted it.  If you post the wrong document, which students have done, you’ll be late and incur a late penalty. 

Part A (Applied Research – 40% of the assignment score) – This is the task that you received in Week 4. 

Located in Illinois for the last 8 years, your organization is a medium-sized company in the medical supplies industry.  The Vice President of Operations stopped in your office to discuss a recent loss of staff.  He said he has lost 3 key leaders in the last 4 months.  In addition to 2 more employees he fired, several frontline workers have quit.  As a good HR Director, you recognize that it would be wise to do a complete investigation of the turnover.

In a maximum of 2 double-spaced pages, explain:

a)  How would you evaluate whether the experienced turnover is a problem?
b)  What data/metrics would you gather and consider from the HRIS (Human Resource Information System) and/or external sources?  

Consult additional sources in the HR literature, beyond the course readings, to formulate your response.  

Part B (BT Green Case, 20% of the assignment value)
Refer to the BT Green case again, the one you received in Week 3.  You had a chance to discuss the legal risk for the organization in the first assignment.  You’ve responded to the CEO and received feedback about your assessment.  The company decided to let Mr. Banks go. Considering the material you’ve read in Weeks 1-6, now respond to the terminated employee.

Describe the desired outcome (or goal) for your response.
Identify the issues you will consider in crafting your response.
Explain how you will convey the information to the employee (i.e., in writing, verbally, through technology, in person) and why you chose this method.
Write what you will say.
Limit your response to a maximum of 2 double-spaced pages of text.

Part C (Knowledge of Weeks 4-6 Readings)  (40% of assignment value)
Please answer the following questions within a maximum of 2 double-spaced pages.  Note the limit requires you to be concise in synthesizing all the input from the classroom material and any external literature you gather.
Assume an organization wants to gauge the success of its total rewards program.  Discuss at least two possible metrics or outcomes it might use.  Be sure to explain why you chose the metrics you discuss and how they are indicative of a successful total rewards program.
Given what you have learned about employee relations and labor relations, explain whether it is possible for an HR practitioner to be an effective advocate for both employees and the organization at the same time? Why or why not?

 
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