Business and Management
Showing 37–45 of 1945 results
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Leadership Development Program Plan
$25.00others stage from The Leadership Pipeline. Organizations must determine how to prepare or “grow” future leaders for all levels. The first level of
leadership is of great importance because it is the employee-facing aspect of management. The
employee-facing aspect of management is about employee engagement. The first level of organizational
leaders is the first line of supervisors throughout the organization. This creates a worthy goal for
companies to grow quality first-line supervisors. In the flatter, modern organization there are more first
line leaders, but there are fewer paths for them to become strategic leaders. One of the most important aspects presented in the leadership pipeline approach by Charan, Drotter,
and Noel (2011) is the time necessary for development and transition to the next level of leadership
competency. They make the point that a leader cannot transition from one stage to the next without
demonstrating a good command of the leadership competencies for the level they want to grow out of.
It is a tenant of the pipeline approach that leaders don’t move to the next stage when they only have
shaky performance of the competencies at the previous level. References Charan, R., Drotter, S., and Noel, J. (2011). The leadership pipeline: How to build the leadership powered
company, Second Edition. Jossey-Bass. Skillsoft Books BusinessPro Collection. HR Challenge You are an HR professional who needs to be a strategic thinker. You must consider the enterprise-wide
effects from the decisions you make. Your plan for the leadership development program must ensure
that leaders learn and practice the skills to lead others and prepare for the next stage of the leadership
pipeline. CapraTek is not yet in a position where the company can effectively manage a broad leadership
development program through all the stages of the leadership pipeline. At this time there are many leadership roles in the organization, but there is no uniformity of
qualifications for selection. Also, there are no current polices that provide guidance or pathways that
would help aspiring employees and current supervisors or managers know how to prepare for and
compete for advancement. The learning and development staff will create the first level of a leadership development program
(leading others) that will focus on the second stage in the leadership pipeline (Charan, Drotter, and Noel,
2011). The reasoning behind the emphasis on the first stage is there is a need to prepare prospective
first-line supervisors because they have the greatest impact on the largest number of employees in all
areas of the organization. It is expected that two cohorts of supervisory candidates will participate in the
program during each year, with approximately 20 participants from a broad range of occupational fields. In the future, the program can be expanded, but for now the scope of the program should serve as a
pilot for a more comprehensive program that will include all levels of the leadership pipeline: leadingothers, leading leaders, functional leaders, business leaders, group leaders, and enterprise leaders
(Charan, Drotter, and Noel, 2011). As the program is developed, learners should recognize that the
creation of these types of programs often coincides with obstacles. Some of these barriers include what
part of the organization should have responsibility and what part of the organization will be responsible
for costs and participation approval. Lastly, it is essential in most organizations that new programs of
this scope be challenged during the review process, long before implementation. As such, seeking the
active support of one or more senior executives as program champions is something that should be
considered in this assessment. Instructions Write a 4–5 page plan with outline of a first-level manager leadership program based on the leading
others stage from the leadership pipeline: 1. Read chapters 2 and 3 from The Leadership Pipeline.
o Charan, R., Drotter, S., and Noel, J. (2011). The leadership pipeline: How to build the
leadership powered company, Second Edition. Jossey-Bass. Skillsoft Books BusinessPro
Collection. 2. Write an introduction to the leadership development program including:
o Explain the theory for developing frontline leaders from scholarly sources, including The
Leadership Pipeline.
o Provide an example of how you would go about program development and
implementation, given the information provided above and in the text.
o Select 2–3 activities from above for your abbreviated leader development program
activities and support their contribution to the program with references. 3. Analyze selected parts of the leadership development program so that concepts are integrated
into how they would support the program deployment or the employee development. 4. Explain the rationale for your selection of program activities. 5. Analyze how the plan could be expanded to include other stages of the leadership development
program within the company, according to the text and other references. 6. Write a conclusion that summarizes the rationale for the leadership development program, the
highlights of the program you designed, and how the program could be adapted in the future. Additional Requirements The deliverable for this assessment applies professional skills in Human Resources Management (HRM)
to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your
learning, we focus on the development of effective professional communication skills for the workplace.
• Length of paper: Your leadership development plan should be 4–5 double-spaced pages, not
including a resource page.• Organization: Make sure that your writing is well-organized, using headings and subheadings to
organize content for the reader.
• Font and font-size: Times New Roman, 12-point.
• Number of resources: A minimum of four course resources.
• Evidence: Support your thoughts and ideas with data and in-text citations. Use current APA
format for in-text citations and create a reference list at the end of your document.
• APA formatting: Resources and in-text citations are formatted according to current APA Style
and Format.
• Written communication:
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards.
o Write for a specific audience, using the vernacular of the profession.
o Use spell-check and other tools to ensure correct spelling and grammar. Competencies Measured
• Competency 1: Analyze the strategic role of human resource development to create an agile and
innovative workforce.
o Explain the theory for developing front line leaders from scholarly resources.
• Competency 2: Apply theories and models of professional learning.
o Describe the rationale for selection of leadership development activities that are varied
and aligned with the “leading others” stage.
• Competency 3: Evaluate approaches for the design, development, and implementation of
programs which support learning needs in the workplace.
o Analyze how the plan could be expanded to include other stages of leadership
development.
• Competency 4: Develop approaches to support learning, career development, and mobility of
individual contributors, managers, and leaders.
o Explain how the leader candidates will be evaluated and given feedback throughout the
program that will promote career development.
• Competency 5: Communicate clearly, accurately, and professionally for the HR field.
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards. -
Nurse Entrepreneurship
$20.00Discussion 6.1: Nurse Entrepreneurship.
Top of Form
Review the module readings and resources. Then, post a two-paragraph response to the prompt below by Day 4 of this module. Be sure to use relevant information from the course readings and presentations to support your response, and include references and citations formatted according to APA requirements.
“Successful entrepreneurs are made, not born.” They possess a skill set that promotes the identification and development of new ideas. Which of the following statements apply to you? Consider where your ability to function in an entrepreneurial role can be improved. (You don’t need to share your rating, just think about it.)
- I have a low level of comfort with uncertainty.
- I find it difficult to “sell” my ideas.
- My inexperience with business procedures makes me unsure.
An answer of “yes” to any of the previous questions should not be viewed as a barrier to your entrepreneurial effort. Instead, use this exercise as a tool to help you develop new skills. List five things that you can do to boost your chances of success in each of the previous areas.
- Assignment 6.1: Critical Thinking Exercise # 1
Go to page 308 of your Waxman textbook and complete Critical Thinking Exercise #1 and answer questions A through F. (See attached folders)
Submit your assignment as a Word document.
To understand how your work will be assessed, review the scoring rubric.
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Learning in the Flow of Work
$15.00the decision whether or not the proposed software supports the company goal of increasing learning in
the flow of work. Today, the workforce has many learning needs that must be responded to without pre-planning, and
adjustment times are quick. In the early tenure of an employee, or when the work task is new, the
employee will need an ecosystem of learning strategies and products to facilitate learning in the flow of
work. The ecosystem could include micro learning, on the job practice, learner developed videos,
coaching, or other modalities. Learning in the flow of work is the process of using different activities
throughout the workday to learn new skills to respond to task demands (Bersin, 2018). There are thousands of technology-based learning platforms and vast amounts of content in many
different formats. One way in which organizations can be successful in selecting the effective learning
processes is by using different theories of learning and applying critical success factors (CSFs) when
selecting mechanisms of learning. Theories of adult learning include: andragogy, which exploits a
learner’s past experiences (Arghode, 2017); transformational learning, which makes connections
between ideas and concepts (Yukawa, 2015), and experiential learning that connects meaning to reality
(Human Resource Management International Digest, <em”>2016). Critical success factors can be used to determine best practices for the selection of learning platforms.
CSFs provide facilitators to overcome internal organizational political and social barriers to learning
(Bizcommunity.com, 2019). CSFs that focus on process:
• Align to goals and design for impact.
• Work from a foundation of solid methodology.
• Monitor and ask for feedback from the start.
• Integrate learning into the flow of work and ensure application.
• Work cleverly within budget and resource considerations. CSFs that can overcome social and political barriers:
• Have internal champions.
• Choose the right partners.
• Capture interest and attention.
• Make it a successful brand exercise. Not all learning success factors are suited for every situation. Think about which success factors will
support your recommendation in your assessment.References Satisfying the workers who appreciate galloping change. (2016). Human Resource Management
International Digest, 24(7), 35–37. Bizcommunity.com. (2019). Implementing a learning project: 9 key considerations for success. SyndiGate
Media, Inc. Arghode, V., Brieger, E. W., & McLean, G. N. (2017). Adult learning theories: Implications for online
instruction. European Journal of Training and Development, 41(7), 593–609. Bersin, J. (November 4, 2018). Learning in the flow of work, keynote speech [Video]. Youtube.
https://www.youtube.com/watch?v=niOI9VoS7IY Yukawa, J. (2015). Preparing for Complexity and Wicked Problems through Transformational Learning
Approaches. Journal of Education for Library and Information Science, 56(2), 158–168. HR Challenge Your task is to identify which of the critical success factors and learning theories will be used with the
implementation of new software. Also recommend whether or not the proposed software supports the
company goal of increasing learning in the flow of work. Pick at least three critical success factors and
one of three theories. You work for a customer service organization that serves and tracks vendor needs for materials that are
sold to other companies for resale. The company’s sales representatives give advice and
recommendations based on cost and the buyers’ needs. They have to have a working knowledge of
customer expectations, needs, and the customer companies’ operations. Your organization wants
software that will provide the sales reps with data on items and costs while they are on the phone with
the customer. The company has a tradition of being very cost-conscious and is not usually the first to
buy new technology. The software application that has been proposed for use by the sales representatives has the following
characteristics:
• Database capability for all catalog items plus 500 gigabytes of unused storage.
• Same or similar content layout no matter what device—desktops, tablets, and phones.
• Training modules that can be accessed from the website for the software application, range in
length from 20–30 minutes each.
• Microlearning lessons (3–5 minutes each) accessed from within the application.
• Pop-up help messages within the application with helpful information about many functions.
Can be turned on and off.
• Frequently Asked Questions/Resource documents are searchable within the software for step-
by-step instructions.• Individualized reporting of application usage, average time per transaction, and training
materials accessed weekly or monthly. As an HR generalist, you also have learning and development responsibilities. To assist in the decision to
purchase software, you have identified the learning tools included with the software as well as some
general sales-related learning needs of the sales representatives who will be expected to begin using the
system as soon as it is installed. Instructions Write a 3–4 page internal memo that will be presented to the company leadership team as they make
the decision whether or not the proposed software supports the company goal of increasing learning in
the flow of work. 1. Listen to Josh Bersin’s presentation Learning in the flow of work, keynote speech [Video]. 2. Read the following article:
o Bizcommunity.com. (2019). Implementing a learning project: 9 key considerations for
success. SyndiGate Media Inc. 3. Write an internal memo for leadership about their decision to invest in software at this time.
Include the following in your memo:
o Format the memo using To, From, RE(reason), and a title.
o Explain how the characteristics of the sales software application (listed above) will
facilitate learning in the flow of work.
o Identify which 3–5 of the critical success factors will be met with the implementation of
new software for your company.
o Explain a reason why each critical success factor was selected and how the success
factor will influence the implementation of the new software at your company.
o Identify which of the three learning theories you will use to help sales representatives
learn the software application and why.
o Evaluate and recommend whether or not the proposed software supports the company
goal of increasing learning in the flow of work, including the rationale for your
recommendation, based on the critical success factors you selected. Additional Requirements The deliverable for this assessment applies professional skills in Human Resources Management (HRM)
to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your
learning, we focus on the development of effective professional communication skills for the workplace.
• Length of paper: Your memorandum should be 3–4 double-spaced pages, including the
resources page.• Organization: Make sure that your assessment writing is well-organized, using headings and
subheadings to organize content for the reader.
• Font and font-size: Times New Roman, 12-point.
• Number of resources: A minimum of four course resources.
• Evidence: Support your thoughts and ideas with data and in-text citations. Use current APA
format for in-text citations and create a reference list at the end of your documents.
• APA formatting: Resources and in-text citations are formatted according to current APA Style
and Format.
• Written communication:
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards.
o Write for a specific audience, using the vernacular of the profession.
o Use spell-check and other tools to ensure correct spelling and grammar. Competencies Measured
• Competency 2: Apply theories and models of professional learning.
o Explain how the characteristics of the sales software application will facilitate learning in
the flow of work.
o Identify which 3–5 of the critical success factors will be met with the implementation of
new software.
o Explain a reason why each critical success factor was selected and how the success
factor will influence the implementation of the software.
o Identify which of the three learning theories will be used to help sales representatives
learn the software application and why.
• Competency 3: Evaluate approaches for the design, development, and implementation of
programs which support learning needs in the workplace.
o Evaluate whether or not the proposed software supports the company goal of
increasing learning in the flow of work, including the rationale for the recommendation
based on the critical success factors selected.
• Competency 5: Communicate clearly, accurately, and professionally for the HR field.
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards. -
Social Media and Recruiting
$25.00A.
Not long ago, while attending their local SHRM chapter meeting, Kimberly and Dana heard several of the other members share the challenges they were facing in sourcing information technology professionals. They were hoping to get someone to speak to the chapter about the challenges and best practices for recruiting employees in high tech. Kimberly and Dana decided to jump into this project, working on it most afternoons of the week if the pace of their regular work allows. Since they are also working on the strategy for recruiting, talent management, and employee retention, they plan to hire a temporary employee who is retired but wants to come back to help for a few months. Things are really picking up, and the team can see how their important work can directly influence the future of the organization.
Resources
To help Kimberly and Dana as they work to recruit the IT professionals needed for the new research and development branch, use the following resources to explore options:
Social Media in Recruiting
* Koch, T., Gerber, C., & de Klerk, J.,J. (2018). The impact of social media on recruitment: Are you LinkedIn? SA Journal of Human Resource Management, 16, 1–14.
* O’Connor, J. (2019, 03). Recruiting strategies for social media. Talent Acquisition Excellence Essentials, 1–2.
* Internet Recruiting
* Leong, C. (2018). Technology & recruiting 101: How it works and where it’s going. Strategic HR Review, 17(1), 50–52.
* Online Applicant Assessment
* Kulkarni, S. B., & Che, X. (2019). Intelligent software tools for recruiting. Journal of International Technology and Information Management, 28(2), 2–16.
* Dane’s Challenge: How HR Professionals Guide Supervisors in the Recruiting and Selection Process
Introduction
Dane is a Data Scientist working in the CapraTek research and development (R&D) division. Dane has three new team leaders who will have four new teammates each. Two of the new team leaders are being supportive and cooperative in the process of developing a job announcement that Kimberly and Dana need to go forward in the recruiting process. One teammate is not. Calvin has prepared extensive, detailed work competencies that are very difficult for fellow IT peers to understand, and even harder for the HR staff to understand. Calvin said that these materials are essential for a successful set of hires. Dane is the supervisor, and he does not understand the material. Calvin works very hard and is currently doing the work of multiple employees.
HR Consultation
In Dane’s Challenge: Part 1, consider how Dane consults with our HR professionals, Kimberly and Dana, on how to respond to the situation with Calvin and the list of work competencies that are so unique, even he does not understand the level of technical detail.
* Write Your Discussion Post
Create a short summary of how to best use social media in recruiting, internet recruiting, and online applicant assessment to recruit applicants for the new department in the new research and development branch.
B.
* This week, explain how “purpose” can influence the image of an organization in the eyes of prospective applicants and employees.
* What You Need to Know
Employer Brand
* (2015, June 16). Futurestep survey: Organizational culture and employer brand are top competitive advantages when recruiting talent. Business Wire.
* This article includes results from a survey of executives on what gives a competitive advantage when recruiting top talent, including employer brand and culture.
* Milligan, S. (2018). HR 2025: Reach new heights by becoming a trusted advisor. HRMagazine, 63(7), 30–33,36,38.
* With examples of real company branding initiatives, this article makes the case for the reason that branding matters to job seekers and to the company.
* HR and Marketing as Partners
* (2016, July 26). HR C-suite: HR and marketing: Working together to build brand. Newstex Global Business Blogs.
* This article emphasizes that when the HR and the marketing department work together they are able to build brand ambassadors that engage with consumers who look for what the company represents when they consider a purchase.
* Tavis, A. (2017). How HR and marketing are reinventing the talent brand together. People and Strategy, 40(4), 8–9.
* This article uses three case studies to illustrate how competing for talent, personalizing the employee experience, and providing transparency as if employees were customers is the new normal.
* Case Study
* Buhlman, N. W., & Lee, T. H. (2019). When patient experience and employee engagement both improve, hospitals’ ratings and profits climb. Harvard Business Review Digital Articles, 2–5
* This case study draws the connection between patient experience, the impact on how engaged hospital employees are, and the actual financial return when the hospital ratings improve. It tells the story of why branding and engagement matters to the bottom line.
* Write Your Discussion Post
There is an established link between company brand and organizational culture. Company brand influences potential employees, and organizational culture sets the tone for all members’ interactions, growth, challenges, and ultimately is an element in whether they remain or depart. We are at a time in which organizational image and purpose resound with prospective job applicants. As you learn about the employee experience, post a response to one of the specific areas below:
* What actions can HR take to influence the image of the organization from the perspective of applicants and employees?
* How would a strong relationship with the sales and or marketing staff of the organization benefit the HR office in enhancing how potential employees view the company?
* How does “purpose” influence organizational image in the eyes of prospective applicants and employees?
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Comprehensive Reward Plan PowerPoint Presentation
$25.00Structure your 10–12 slide presentation by the sections below:OVERALL STRATEGY AND GOALS•Evaluate compensation and benefits components in your plan.oArticulate the overall strategy.oIdentify legally required benefits in your plan.oIdentify discretionary benefits.oArgue whether this is a good return on investment.TACTICAL STEPS•Outline specific tactical steps. PAY STRUCTURES•Create a visual representation of strategic pay structures. This could be a table, chart, or diagram.•Create a visual representation of a strategic benefits structure and propose a timeline for implementation. •Justify the alignment of external and internal pay structures.oA strategic pay structure.oA strategic benefits structure.CONCLUSION•Evaluate the effect of rewards plans on workforce behavior of employees and executives.•Cite evidence that the plan is internally consistent and externally competitive.Note: Your faculty may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to share a design for a pay structure. This skill is necessary in a professional setting when you are trying to make strategic compensation recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.Additional Requirements
The deliverable for this assessment applies professional skills in HRM to workplace situations that you will likely encounter in your day-to-day work in HRM. As part of your learning, focus on the development of effective professional communication skills for the workplace.•Length: Your PowerPoint presentation should be 10–12 slides.•Organization: Make sure that your assignment writing is well organized, using headings and subheadings to organize content for the reader.•Font and font size: Ariel, 28 point.•Resources: Use two scholarly, peer-reviewed or academic sources.•Evidence: Support your assertions with data and/or in-text citations and create a reference list as the final slide.•APA formatting: Resources and in-text citations are formatted according to currentAPA Style and Format. •Written communication: oAddress the appropriate audience, using familiar, discipline-specific language and terminology.oUse spell-check and other tools to ensure correct spelling and grammar.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:•Competency 1: Assess the impact of compensation systems on individual and organizational performance.oEvaluate the impact of reward plans on workforce behavior of employees and executives. •Competency 2: Apply compensation theories to formulate a total rewards strategy.oAssess the alignment of external and internal pay structures.oFormulate the overall strategy and goals of a total rewards strategy for a scenario.•Competency 3: Analyze the influence of job classification systems on compensation programs.oApply specific tactical steps recommended for the plan and propose a timeline.oCite evidence the plan is internally consistent and externally competitive.•Competency 4: Communicate clearly, accurately, and professionally in the Human Resource Management field.oAddress the appropriate audience, using familiar, discipline-specific language and terminology.
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Strategic Benefits Structure
$7.00Strategic Benefits
For CapraTek management, write a 3-4 page report for a benefits structure that is commensurate with job classifications.IntroductionThe challenge for this assessment is to create a benefits structure that includes both legally required and discretionary benefits, taking into consideration an overall total rewards strategy for an organization. This should include an alignment with your pay structure. Individual and organizational performance should be evaluated.Preparation The HRM professional or compensation expert should have the ability to strategically manage the compensation for a flexible workforce. Because your previous work has been well received by management and you are viewed as a “rising star,” your manager has asked you to expand on your work and develop a 3–4 page benefits structure report for CapraTek commensurate with job classifications.CapraTekCapraTek is a virtual technology company. The assessment is based on the CapraTek scenarios.•CapraTek Key Issues and Initial Analysis. oThis simulation walks you through identifying key issues that will affect a strategic compensation plan and analyzing the basic organizational information necessary to make decisions and recommendations about a strategic compensation plan.•CapraTek: Strategic Pay Structures. oGet the perspective of CapraTek employees and determine the elements needed for a strategic pay structure.Assessment InstructionsTo complete this HR challenge, write a 3–4 page benefits structure report. This report must be written in the third person, adhering to conventions of academic tone.Organize your 3–4 page benefits structure report using the following headings:Benefits Structure•Construct a benefits structure for CapraTek, including legally required benefits, retirement plans, and discretionary benefits.Alignment to Pay Structure•Validate the alignment of your benefits plan to your pay structure. Evaluation
•Evaluate strategy considerations, including individual and organizational performance and the overall total rewards.Note: Your faculty may also use theWriting Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to share a design for a pay structure. This skill is necessary in a professional setting when you are trying to make strategic compensation recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the CampusePortfolio page.Additional RequirementsThe deliverable for this assessment applies professional skills in HRM to workplace situations that you will likely encounter in your day-to-day work in HRM. As part of your learning, focus on the development of effective professional communication skills for the workplace.•Length: Your report should be 3–4 pages. •Organization: Make sure that your assignment writing is well organized, using headings and subheadings to organize content for the reader.•Font and font size: Times New Roman, 12 point.•Resources: Use two scholarly, peer-reviewed or academic sources.•Evidence: Support your assertions with data and/or in-text citations and create a reference list as the final page.•APA formatting: Resources and in-text citations are formatted according to current APA Style and Format. •Written communication: oAddress the appropriate audience, using familiar, discipline-specific language and terminology.oUse spell-check and other tools to ensure correct spelling and grammar.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: •Competency 2: Apply compensation theories to formulate a total rewards strategy.oEvaluate total rewards strategy in a given scenario.•Competency 3: Analyze the influence of job classification systems on compensation programs.
oSynthesize strategic benefit components into the pay structure for a given scenario. oSynthesize legally required benefits into a pay structure for a given scenario. •Competency 4: Communicate clearly, accurately, and professionally in the human resources management field.oWrite in the third person, adhering to conventions of academic tone.
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Strategic Pay Structure
$12.00•Evaluate the alignment of job classifications to this pay structure.Note: Your faculty may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to share a design for a pay structure. This skill is necessary in a professional setting when you are trying to make strategic compensation recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.Additional RequirementsThe deliverable for this assignment applies professional skills in HRM to workplace situations that you will likely encounter in your day-to-day work in HRM. As part of your learning, focus on the development of effective professional communication skills for the workplace.•Length: Your 3–4 page memo should be typed, double-spaced pages, including the resources page.•Organization: Make sure that your assignment writing is well organized, using headings and subheadings to organize content for the reader.•Font and font size: Times New Roman, 12-point.•Resources: Use two scholarly, peer-reviewed or academic sources.•Evidence: Support your assertions with data and/or in-text citations and create a reference list at the end of your document.•APA formatting: Resources and in-text citations are formatted according to current APA Style and Format. •Written communication: oAdhere to the rules of grammar, usage, and mechanics.oUse spell-check and other tools to ensure correct spelling and grammar.oWrite for a specific audience, using the vernacular of the profession.COMPETENCIES MEASUREDBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: •Competency 1: Assess the impact of compensation systems on individual and organizational performance.
oAnalyze the applicability of merit pay, sales-incentive plans, and person-focused programs for a given scenario. •Competency 2: Apply compensation theories to formulate a total rewards strategy.oPropose a strategic pay structure for a scenario including the number of pay structures, market pay line, defined pay grades, and pay ranges.•Competency 3: Analyze the influence of job classification systems on compensation programs. oEvaluate the alignment of job classifications to the proposed pay structure.•Competency 4: Communicate clearly, accurately, and professionally in the Human Resource Management field.oAdhere to the rules of grammar, usage, and mechanics.ReferenceMartocchio, J. J. (2020).Strategic compensation: A human resource management approach (10th ed.). Hoboken, NJ: Pearson.
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Create a Podcast on Banking Regulation
$10.00Develop a podcast (audio recording) that identifies a regulation that affects commercial banking or the investment banking industry that directly affects the sector. You can record your podcast using the Kaltura Capture tool. A resource is included in this week’s resources to help you record your podcast using the Kaltura Capture Tool.
Make sure you explain to your listeners what the regulation is in response to which activity surrounding the 2008 Financial Crisis. Then, evaluate whether the regulation is beneficial to the global economy and whether or not it benefits or harms the general population.
Length: 5 to 10-minute podcast recorded using Kaltura
References: Include a minimum of 3 scholarly resources. These can be submitted in a Word file along with your podcast.
The completed assignment should address all the assignment requirements, exhibit evidence of concept knowledge, and demonstrate thoughtful consideration of the content presented in the course. The writing should integrate scholarly resources, reflect academic expectations and current APA standards
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Internally Consistent and Externally Competitive
$15.00Internally Consistent and Externally CompetitiveWrite a 4-5 page report for an internally consistent and externally competitive compensation system for CapraTek, based on one specific job structure.IntroductionThe real-world challenge in this assessment is to focus on three areas: building consistency, being competitive, and recognizing employee contributions. Keep in mind you are building a total rewards system for an imaginary company, CapraTek. First, focus on consistency for your system, which will include job analysis and job evaluation. Second, review how to create a competitive package that includes surveying the market (which you do not do for this assessment). Finally, consider how to design a pay structure and evaluate various approaches, focusing on an overarching strategic approach.The assessments, based on CapraTek scenarios, must be completed in sequence. Preparation As a newly hired compensation specialist, your first challenge is to design an internally consistent and externally competitive compensation system for CapraTek.Your manager gives you the following advice: “First, focus on consistency for your system, which will include job analysis and job evaluation. Second, review how to create a competitive package that includes surveying the market.” (You will construct an action plan with recommendations, but you do not actually conduct a survey). “Finally, consider how to design a pay structure and evaluate various approaches, focusing on an overarching strategic approach.”CapraTekCapraTek is a virtual technology company. The assessment is based on the CapraTek scenarios.•CapraTek Key Issues and Initial Analysis. oThis simulation walks you through identifying key issues that will affect a strategic compensation plan and how to analyze the basic organizational information necessary to make decisions and recommendations about a strategic compensation plan.•CapraTek: Job Structures and Compensation. oExamine the strategic and tactical decisions that need to be considered, as well as the various contextual influences. Assessment InstructionsChoose one specific job structure on which to conduct your analysis (administrative, research and development [R & D], sales, marketing, production).Using CapraTek’s division structure, as well as online research, analyze and create an overview of an internally consistent and externally competitive compensation system for CapraTek. The specific pay structure and benefit structure will be further developed in the next assessments.
The deliverable for this assessment is a 4–5 page proposal of an internally consistent and externally competitive compensation system for CapraTek.Structure your proposal with the following headings:Job Analysis and Job Evaluation•Conduct a job analysis and job evaluation for CapraTek to ensure internal consistency.•Analyze jobs and job classifications to understand how they work together and evaluate the impact of job classification systems on compensation.Strategic Analysis•Conduct a strategic analysis, including internal and external considerations.Market Compensation Survey Action Plan•Construct an action plan with recommendations for a market compensation survey. (You do not need to conduct a survey.)Conclusion•Develop an overview of an internally consistent and externally competitive compensation system for CapraTek.•Validate your strategy as to why it is or is not an internally consistent and externally competitive compensation system.Note: Your faculty may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.ePortfolioYou should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to share a design for a compensation system that is consistent internally and externally competitive. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the CampusePortfolio page.Additional RequirementsThe deliverable for this assessment applies professional skills in human resources management (HRM) to workplace situations that you will likely encounter in your day-to-day work in HRM. As part of your learning, focus on the development of effective professional communication skills for the workplace.•Length: Your 4–5 page proposal should be typed, double-spaced pages, including the resource page. •Organization: Make sure that your assignment writing is well organized, using headings and subheadings to organize content for the reader.
•Font and font size: Times New Roman, 12-point.•Resources: Use two scholarly, peer-reviewed or academic sources.•Evidence: Support your assertions with data and/or in-text citations and create a reference list at the end of your documents.•APA formatting: Resources and in-text citations are formatted according to current APA Style and Format. •Written communication: oUse spell-check and other tools to ensure correct spelling and grammar.oWrite for a specific audience, using the vernacular of the profession.Competencies MeasuredBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: •Competency 1: Assess the impact of compensation systems on individual and organizational performance.oAnalyze the impact of job classification systems on compensation. •Competency 2: Apply compensation theories to formulate a total rewards strategy.oApply compensation theories to formulate short-term and long-term action steps.oValidate the strategic action plan as internally consistent and externally competitive.•Competency 4: Communicate clearly, accurately, and professionally in the human resources management field.oApply APA formatting to in-text citations and references.
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