Showing 46–54 of 1959 results
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Karla’s failure to recognize her staff
$15.00A2. Apply the material from the assigned readings regarding how to effectively perform a job analysis. What is a job analysis, and what are its components? What resources and information do you need to execute a job analysis?
B2. Employee’s attitudes, experiences, feelings, and opinions about the workplace influence how they perform. All leaders in the organization need insight into how engagement influences individual performance. Leaders, supervisors, and HR staff need all of this information to alter and improve current programs and to address individual issues like Karla’s failure to recognize her staff. With 15 employees it’s unlikely that not one employee in her office is worthy of recognition at the end of the year. Please select one of the two questions to respond to.
* How can we work with Karla to support her as she evaluates her staff for performance or recognition?
* How does engagement influence employee performance?
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Strategic Organizational Learning Plan
$35.00that could be presented to the leadership team. At a time when our internal and external environments are being influenced by powerful technological
changes, organizations must look at the entirety of their operation. The needs of the organization will
require us all to become lifelong learners, and the logical next step is to develop and implement the
organization’s broad plan for learning. Ultimately, we need to integrate learning and development
activities into a plan that aligns with the organization’s objectives. Whatever the organization’s principal
objectives, a learning strategy that reflects human capital needs is essential. HR Challenge Dr. Thompson, a senior leader in CapraTek, has asked that you guide the preparation of a strategic
learning plan for the organization. There are a number of areas at CapraTek that represent strengths
and other areas that need attention. Some areas provide unique opportunities to enhance
organizational productivity and others to sustain the current demands. You are an HR professional for CapraTek with a specialty in learning and development. Use the
information in the scenario above to prepare an organizational strategic learning plan for CapraTek.
Remember: while there are multiple communities of practice in every organization, this assessment
focuses on the information technology and marketing community of practice only. Below is a list of organizational goals, general information about the direction of the company, and
recommendations from the communities of practice within the company. Please use this data to create
an organizational strategic learning plan. CapraTek Organizational Goals
• Enhance the company’s capability to adapt to changing technological advances.
• Nurture an environment of innovation that will disrupt the markets we compete in.
• Significantly improve responsiveness to changes in customer demands and expectations.
• Develop new approaches to shorten time to market for all current and future product offerings. CapraTek Information
• CapraTek is deeply involved in a new innovation and product development effort that
introduced very new technology that was merged into the organization and will be combined
with technology everyone at CapraTek uses every day. The research and development program
is a major component of the company’s strategy. Both information technology and marketing
influence the organization’s strategy. These new conditions require new learning strategy to
support organizational objectives. Community of Practice InformationCommunities of practice are very active at CapraTek. Individuals from similar roles meet as a COP at
least monthly to share common learning opportunities, discuss issues and innovations, and provide
recommendations to the larger organization. Recently, the following recommendations were collected from all of the COPs in the company and
delivered to the HR department:
• Custom learning and development plans will be required for IT pros and marketing professionals
in the organization.
• The community of practice lead for Information Technology (priority) has said that company
information technology professionals will need learning and development opportunities in two
areas:
o New CLOUD provider certifications.
o Software development content knowledge and development skills.
• The community of practice lead for marketing has indicated that the marketing team at
CapraTek could benefit from:
o Marketing certification.
o Digital marketing content knowledge and development skills. Instructions Outline an organizational strategic learning plan in a 10–12 slide presentation with presentation notes
that could be presented to the leadership team. Include the following in your presentation: 1. Consider the background information above in the HR Challenge. This assessment requires
learners to weigh the material presented in the introduction, the CapraTek Organizational Goals,
CapraTek information, and the Community of Practice information, and present a plan outline
that integrates this information to form an effective strategic learning plan. 2. In the introduction, discuss the importance of the strategic learning plan and the contributions it
makes to the organization and its membership.
o What are the implications for learning and development? 3. Outline your strategic learning plan, including these minimum requirements:
o Explain strategic learning plan alignment to organizational goals that will drive strategy.
o Define the scope of learning:
o What is covered by the strategic learning plan?
o What are the highlights of the plan without getting too far into the details?
o Prioritize community of practice requirements, considering information technology is
the primary focus of this assessment.o Describe the learning approaches:
o What learning capabilities are needed to support the learning (Moon & Ruona,
2015)?
o Explain how the company will support learners working toward the five-year goals:
o What is the coordination with the supervisors and the resource allocation?
o Set periods of evaluation for five-year plan:
o Ensure evaluation is conducted from both employee and management
perspectives (Neal, 2012).
o Consider how the learning function has impacts across other staff and programs (Leahy,
Wegmann, & Nolen, 2016).
o Learners are encouraged to use scholarly research to add to the template. 4. Prepare a 10–12 slide PowerPoint presentation with slide notes that describes the
organizational strategic learning plan as if you were presenting to the organizational leadership
team. Use headlines, graphic organizers, or images to make your slides look professional.
o Length of presentation: 10–12 slides with slide notes, not including one slide for
resources.
o Organization: Make sure that your writing is well-organized, using headings and
subheadings to organize content for the reader.
o Font and font-size: Times New Roman, 12-point.
o Number of resources: A minimum of four course resources.
o Evidence: Support your thoughts and ideas with data and/or in-text citations. Use
current APA format for in-text citations and create a reference list at the end of your
documents.
o APA formatting: Resources and in-text citations are formatted according to current APA
Style and Format.
o 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 Additional RequirementsThe 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. Competencies Measured
• Competency 1: Analyze the strategic role of human resource development to create an agile and
innovative workforce.
o Explain alignment of the strategic learning plan goals to organizational goals that will
drive strategy.
• Competency 3: Evaluate approaches for the design, development, and implementation of
programs which support learning needs in the workplace.
o Describe the learning approaches that will be used to address the needs of the
communities of practice.
o Evaluate how the company will support learners and the impact of the learning and
development function on the company.
o Explain how evaluation is conducted from both employee and management
perspectives over the course of the five year plan.
• Competency 4: Develop approaches to support learning, career development, and mobility of
individual contributors, managers, and leaders.
o Define the scope of the strategic learning plan.
• Competency 5: Communicate clearly, accurately, and professionally for the HR field.
o Create a 10–12 slide presentation with presentation notes to explain the analysis of the
strategic learning plan.
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards. References Donaire, L. (2014). Enable business goals through L&D. Training, 51(4), 12–13. Leahy, S. K., Wegmann, S., & Nolen, L. (2016). Through the looking glass: Foundation evaluation and
learning and the quest for strategic learning. The Foundation Review, 8(5), 23–37.
Macpherson, A., & Antonacopoulou, E. (2013). Translating strategy into practice: The role of
communities of practice. Journal of Strategy and Management, 6(3), 265–285. Moon, H., & Ruona, W. (2015). Towards a deeper understanding of strategic learning. Leadership &
Organization Development Journal, 36(6), 657–674. Neal, B. (2012). Designing and implementing a learning strategy plan. T + D, 66(6), 76–77. -
Personalized Mentoring or Coaching
$15.00•
• For the two scenarios provided, prepare a recommendation for mentoring or coaching for HR
leadership in an internal memo that is a total of 2-3 pages. Today’s employee has different expectations from work than employees have had in the past.
Employees want their organizations to offer extensive opportunities for growth, learning, and
advancement. In addition, employees have expectations that go beyond the present. The vast majority
of employees in the organization have aspirational desires for career advancement. A challenge HR
professionals and learning-development staff and supervisors are experiencing is guiding employees
towards their long-term goals. Some employees aspire to become organizational senior leaders and will
likely be in roles that will prepare them for that opportunity. Other employees want specialized tracks to
success, tracks that will move them into senior positions with responsibility over products and
programs. Another group of employees isn’t sure what they really would like their careers to be and will
benefit from exposure to different roles and responsibilities across different disciplines in the
organization. Employees often have visions of their professional future that require mentoring to achieve. Mentoring
will maximize the benefit of the experiences, learning, and development they will have while working in
your organizations. In addition to mentoring, many employees will need coaching at different stages of
their development in the organization. Coaching may be needed for many organizational roles and
activities. Mentoring The nature of mentoring varies, and the type of mentoring we give depends on the needs of different
employees. What might seem an easy, quick session with one employee might turn into an extensive
engagement for another. Mentoring in organizations may be formal or informal. Formal mentoring
usually involves a group of dedicated members of the staff willing to guide employees through
professional learning they do not know and may not understand. Formal mentoring may be
administered by the learning and development office of human resources. Some organizations have
ongoing informal mentoring that manifests based on professional affinity between a prospective mentor
and mentee. The benefits of mentoring are significant and allow employees to learn from past
experiences of their mentor. This relationship can help encourage social confidence, support individual
community and open networks to the mentee they did not know existed. Coaching Organizations must be capable of responding to performance, leadership, and other aspects of
organizational life that require attention. An activity that can help improve all these areas is coaching.
Coaching is a demanding skill that requires training and knowledge on how to execute it and directly
support the employee’s challenges. Some challenges require more sophisticated coaching by certified
coaches, but other less demanding coaching needs are often performed by supervisors or managers. HR ChallengeThese are two individuals that are in need of professional coaching or mentoring. Consider which
approach would be most effective for each case. Joaquin aspires to become a manager in the organization. He is currently in the very early stages of his
career as a financial management professional at CapraTek. He is struggling with understanding what he
could do to achieve his dream of becoming an executive at the company years from now, or possibly for
one of CapraTek’s competitors. Steve is a Baby Boomer who had worked at CapraTek, retired, and was offered the opportunity to return
to the company because he possessed a very specific bio-tech background that was in high demand in
the competitive landscape. Now that he is back and has made some very significant contributions to the
company’s bio-tech projects, he would like to work in human resources, as he wants to make his new
career about people. The HR business partner that you support as part of the learning and development office for CapraTek
has asked you to make a recommendation for each of the individuals above to begin a mentoring or
coaching process within the company. Instructions For the two scenarios above, prepare a recommendation for HR leadership in an internal memo that is
2–3 pages.
• Select and explain whether mentoring or coaching would be the better approach to
support each employee’s professional development needs.
• Describe the nature of mentoring OR coaching best practices, relevant to each
individual.
• Evaluate the benefit to the organization from each individual’s mentoring or coaching
program.
• Develop a communication strategy to inform the direct managers and their employees
about the decision to initiate the mentoring OR coaching process. 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 coaching and mentoring recommendations should be a total of
two recommendations and 2–3 pages in length.
• 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
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 Describe mentoring and coaching best practices from scholarly sources.
• Competency 3: Evaluate approaches for the design, development, and implementation
of programs which support learning needs in the workplace.
o Evaluate the benefit to the organization from each individual’s mentoring or
coaching program.
• Competency 4: Develop approaches to support learning, career development, and
mobility of individual contributors, managers, and leaders.
o Explain whether mentoring or coaching would be the better approach to
support each employee’s professional development needs.
o Develop a communication strategy to inform the direct managers and their
employees about the decision to initiate the mentoring OR coaching process.
• 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. -
HR Challenge: Selecting the Right Candidate (Internal – External)
$35.00A.
* For the HR Challenge: Selecting the Right Candidate (Internal – External), you will prepare a 3–4-page paper that states how and why you would address possible courses of action if you were the Vice President of Human Resources (VP of HR) for a sales division that has had high turnover.
* What You Need to Know
Organizations are consistently faced with the question of whether they should seek internal or external candidates for advancement opportunities. Among the 20 new positions that have to be sourced for the new research and development branch, there are two supervisory positions. There is a lot of chatter among current employees, some who will want to apply for the supervisory positions. Kimberly and Dana are a bit apprehensive about how this will work out. The hiring manager has made a public statement that he has no preference, but he has also made private statements to the staffing director that he would prefer to hire new managers from outside the company.
Kimberly and Dana are working on sourcing the supervisory positions first before they work on the 18 other information technology positions that have to be filled in a difficult market. The local and national recruiting markets are very competitive, and Kimberly has been told that she will be able to fund four positions with a moving allowance. This means local candidates must fill 16 positions. What advice would you give Kimberly on this matter?
Resources
Use the following resources to help you explore hiring from within, or looking externally, in order to complete this week’s discussion:
External Recruitment
* Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). New York, NY: McGraw-Hill Education. ISBN:9781259756559.
* In Chapter 5, read the following sections:
* Strategic Recruitment Planning, pages 208–218.
* Communication, pages 223–235.
* Strategic implementation, pages 236–250.
* Internal Recruitment
* Heneman, H. G., III, Judge, T. A., & Kammeyer-Mueller, J. (2019). Staffing organizations (9th ed.). New York, NY: McGraw-Hill Education. ISBN:9781259756559.
* In Chapter 6, read from the following sections:
* Strategic Recruitment Planning, pages 271–282.
* Strategy Implementation: Recruitment Sources, 286–295.
B.
HR CHALLENGE: ENGAGEMENT STUDY PREPARATION
Introduction
HR professionals should anticipate a need before it actually happens in the organization, at least to the greatest possible extent. As the managers of the organization’s most valuable resource – people – even the smallest negative influences can have a major impact. Part of anticipating these needs is knowledge of employee engagement and the Gallup model of the employee life cycle. Then, HR pros need to be able to research the situation and provide leadership with options for a solution to the employee or workplace issue the organization is facing. This assignment takes the learner to the HR role, having to respond to a situation that introduces one of a group of first-line supervisors who are not sufficiently engaged with their direct reports.
Scenario
Currently, CapraTek is experiencing what senior leaders in the organization consider poor engagement. In some cases, supervisors and managers are disconnected from their subordinates. Some leaders are being seen as insensitive to their direct reports’ professional needs and desires. Based on information gathered, gossip and actual formal complaints, many employees say they do not see their first-line supervisors as invested in their futures, so they only focus on getting work done.
Among the many supervisors at CapraTek is Karla, whose employees and others have recently approached the HR department about the lack of connection, recognition, and professional development offered from first-line supervisors to employees. Karla has a history as a good supervisor; she is quite shy and reserved and supports her employees but is not really engaged with them and spends way too much time in her office. She avoids making contact with her direct reports and has not nominated any of them for recognition in four years, something that every other leader in the organization does. These types of complaints have been repeated by the employees of two other supervisors in CapraTek.
Alley is an HR Pro at CapraTek, responsible for the organization that Karla and her employees are part of and is about to attend a meeting with senior leaders. The senior leaders have been doing a lot of chatting amongst themselves about employee engagement. Alley wants to be ready to ask the questions she knows are coming, and she wants to have a plan of action to present to senior leaders if they ask what strategy she is planning to use to address the employee engagement challenge. The HR pros are now in a situation where they will need to collect information from employees about their attitudes and opinions on their supervisors, managers and the leadership overall. Exactly how this will be accomplished is a major component of this assignment.
Your Challenge
As an HR professional at CapraTek, you have been tasked with putting together an internal memo that briefly describes the employee engagement issues that have been observed and options that the leadership team could consider to address the engagement issues in advance of a meeting with the organization’s leadership team.
Instructions
Write an internal memo of approximately 2–3 pages that an HR professional could use as a reference when attending a meeting with the organization’s leadership team. Include the following in the memo:
* Format your paper as an internal memo that includes the following fields at the top of the page:
* To, From, Internal Memo: CapraTek Employee Engagement, Date.
* The rest of the memo can be written as a normal paper including an introduction, conclusion, and the following elements:
* Describe the current employee engagement situation at CapraTek as observed from the weekly introductions and discussions in the course.
* Explain the stages in the employee lifecycle according to the Gallup model.
* Explain theories of motivation that lead to organizational commitment, employee retention, and employee development.
* Prepare a list of tools and practices that could be used to collect data about employee engagement at CapraTek.
* What are the actions that could address the engagement problems?
* Analyze what criteria would be present for you to know that employees at CapraTek are engaged and functioning as effectively as possible in the workplace.
* What is the ideal state of employee engagement?
* What would that look like in the day to day work of employees?
Submission 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 2-3 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.
* Number of resources: A minimum of 4-course readings.
* Evidence: Support your thoughts and ideas with data and/or 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:
* Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.
* Write for a specific audience, using the vernacular of the profession.
* Use spell-check and other tools to ensure correct spelling and grammar.
*
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Value of Financial Statements
$25.00Financial statements provide an opportunity for management to track the progress of the firm’s strategic goals. These goals are both financial and operational. There are three (3) primary financial statements that are used to provide such insight. The balance sheet and the income statement are the two (2) basic statements used in conjunction with the statement of cash flows.
For this assignment, describe each of the financial statements along with providing samples from a publicly traded company. The paper should provide a description of the different components of financial statements, as well as describe their functionality, which will describe how these financial statements are utilized in the decision-making process.
Length: 5 to 7-page paper
References: Include a minimum of 5 scholarly resources.
The completed assignment should address all of 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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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.
-
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?