Showing 46–54 of 1965 results
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Employer Branding
$15.00page memo to recommend strategies to be implemented for branding by CapraTek. In today’s markets, a brand that stands for something and stands out from the crowd goes a long way to
sell products as well as attract high quality employees. The HR team can contribute to the brand by
helping the marketers tell the story of the unknown service ethic of the company or how they inspire
their diverse employees. The brand of the company is a part of the employee experience from attraction
to departure. While the brand attracts, it also reinforces connection and commitment between employee and
organization. It is also representative of the organization’s culture. When employees tell others about
their company, the culture and brand are wrapped into one story. Every time an employee shares
information about the organization, it is a story about challenges, successes, and failures. These stories
give listeners a feel for the company’s character—is this a company that is resilient, persistent,
competent, caring? How the story is told matters. The individual reflection can yield pride or
resentment. Once in the organization, the candidate will either embrace the culture or not. One of the
elements that influence this is the employee’s personal alignment to the mission of the organization. If
what attracted the applicant to the company transitions to a sense of belonging and common purpose,
that employee will be proud to work for their organization. When employees are proud of their
company’s work, there is a foundation or engagement that is supported by culture. Scenario Alley, an HR pro at CapraTek, laughed upon realizing that Molly didn’t know about CapraTek’s many
charitable works. “CapraTek has many divisions! I know you work in public affairs, and maybe what the
company does in IT research may not seem to be the kind of contribution to society you were hoping to
make. However, one of CapraTek’s divisions is committed to the development of orphan medications.
Do you know what those are?” “No,” Molly replied slowly. “Not really. Honestly, Alley, I don’t think there is much information on the
pharmaceutical part of the company in the public domain.” “Well, there are diseases called ‘orphan diseases.’ They’re called that because they either affect 200,000
or fewer people worldwide, or the disease is common but ignored because it is far more prevalent in the
developing world. It isn’t profitable to create medications to treat or cure these diseases because so few
people have them, or because the people who have common diseases like malaria and tuberculosis are
poor. I’m not sure if you know this, but it can cost upwards of two billion dollars to develop a single
drug, and some of those don’t make it through FDA trials. CapraTek, though, researches treatments for
orphan diseases, and we forgo profits. This is something the company does to improve society through
better health. We work along with two other companies, sharing the burden of finding cures and
treatments, and I think it’s pretty wonderful.” “Alley, I had no idea,” Molly said. “Robert, what about you?” “Nope, not a clue,” replied Robert. “Molly, if people in CapraTek’s public affairs office don’t know about
this, then I guess nobody does. Maybe your job is a little more important than you thought! As a publicaffairs and HR pro, what do you recommend we do to get this aspect of who we are and what we do
into the media?” Your Challenge As a member of the CapraTek HR team, you have been tasked to write a 3–4 page internal memo about
employer branding and how it can benefit organizations like CapraTek. You will submit the internal
memo to the company leadership team in order to recommend the changes that you would like to make
to the CapraTek career website. Instructions
• Read the Maurer article and review the Google careers website.
o Maurer, R. (2019). Despite worker complaints, google is still world’s most reputable
employer. HRNews, Retrieved from
http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocvie
w%2F2300196709%3Facc
o Look for information about corporate culture, benefits and compensation, social
responsibility, and career development.
o How would you assess their brand as a candidate?
• Select two more corporations and review their career websites for comparison. Select other
tech companies of similar size—such as Facebook and large tech companies—and look for the
same characteristics as the Google site.
• Write a 3–4 page internal memo about employer branding and how it can benefit the
organization. Include the following in your memo:
o To, From, Internal Memo: Employer Branding, Date.
o Follow a format similar to a normal paper, including an introduction, conclusion, and the
following elements:
o Describe an overview of the employer branding concept and its benefits to an
individual employee and the organization.
o What is “brand?”
o What is the impact of branding on potential employees?
o How can recruiters use the employer’s brand to attract people?
o How does employer branding influence strategic retention?
o Analyze the three most influential features to include on a company career
website: benefits, compensation, culture, social responsibility, or career
development. Give examples of how each feature can be done well based on
your website reviews.o Describe what kind of branding and recruitment would attract you as a career
candidate.
o Explain best practices for responding to negative reviews on social media about
an organization’s employer brand. 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.
Other requirements include the following:
• 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 five resources, not including course readings.
• Evidence: Support your assertions 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 formatting.
• 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. Scoring Guide Criteria
• Competency 1: Apply models of employee motivation, growth, and engagement in the
workplace to create the employee experience.
o Explain best practices for responding to negative reviews on social media about an
organization’s employer brand.
• Competency 2: Analyze the ways in which culture, employee, and leader behavior impact
strategic retention.
o Analyze the most influential features to include on a company career website to
promote strategic employee retention.
• Competency 3: Assess the influence of technology on engagement and retention outcomes.o Describe overview of employer branding concept and its benefits to an individual
employee and to the organization.
• Competency 4: Design practices that impact the employee life cycle and generate positive
employee and organizational outcomes.
o Describe what kind of branding and recruitment would attract you as a career
candidate.
• Competency 5: Communicate clearly, accurately, and professionally in the Human Resource
Management field.
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards. -
Contemporary performance appraisal C&D
$20.00C.
Today, performance management and the employee experience are being framed in very different ways from the past. The performance appraisal is being criticized and even rejected for good reasons. The challenge is that we still need the content of the appraisal for many different reasons. At the same time, many organizations and professional environments may have gotten to a point in the evolution of work that the use of traditional performance appraisals may have come to their natural end. However, there are still many organizational contexts and commercial settings where the old approach or something like it will be necessary.
The HR concept of the employee experience comes from the field of marketing and seeks to provide HR professionals and their clients a very different perspective of work and the workplace. This means many different things to different people. From well-conceived and executed onboarding processes, to access to good cuisine, an accommodating place to work, opportunities for advancement, work rotations, and personal growth. The challenge is to create the best possible experience for the employees in the organization, which will attract employees with high potential to make valuable contributions. Determining what makes work a positive experience by a significant majority is similar to benefits programs but from the view of demographic influences. There will be generational differences and lifestyle-oriented preferences.
For this discussion, help Dana and Kimberly create talking points for the HR VP on the following:
* Contemporary performance appraisal approaches:
* No more performance appraisals?
* The employee experience.
D.
Alley and Robert had an interesting and insightful visit from their neighbor down the hall who is about to become a career changer. However, there was more to Molly’s visit than asking for a little advice. Alley, Molly and Robert’s conversation reminds us that what a company does matters to the brand of the organization and how it is perceived and respected by customers, employees and their families. Image matters, and organizations must pay attention to their brand. Not having any visibility is as unfortunate as a negative public image. Positive branding and such items as logos and company prestige often means a bigger market share and respect and appreciation from the community.
* Consider organizational brands that you view as positive and others you view as negative. What do the positive companies have in common, and what do the negative companies have in common in your opinion?
* If you were an HR pro with a company that had a neutral reputation, what might you do to improve it?
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A and B Attracting and retaining top medical talent
$20.00A.
Physician demand is expected to continue and will be at a shortfall of 47,000 by 2032. In the scenario Dana and Kimberly are working on, the medical system in a particular region of a state has traditionally only recruited physicians with MD (Medical Doctor) degrees and have not recruited DO (Doctors of Osteopathic Medicine) degrees or physicians that have graduated from Caribbean medical schools. The medical system is currently over 29% short of physicians across all specialties represented in the system.
The shortages of physicians in the medical system have gone critical, and the system has been contracting services, which is costing the system almost twice as much as it would to have full-time employees. Should the medical system continue this practice or broaden its hiring practices to include doctors from non-allopathic medical schools as well as those in the Caribbean?
Apply material from the assigned readings to help Dana and Kimberly create a framework strategy for:
* Medical Recruiting: Cost-effectiveness of attracting and retaining top medical talent.
B.
Alley explained how to best tailor the employee experience to employees of different generations. Interestingly, all three major employee populations have different sets of expectations and place their priorities in different areas. While boomers respond superbly well to engaged supervisors, millennials have more complicated relationships with authority and hierarchy. Some of them have a more expensive set of professional expectations. Learners will work to understand the generational differences among baby-boomers, generation X’ers, and millennials. As you learn about the employee experience, post a response to one of the specific areas below:
* What can HR pros do to retain millennials in the organization?
* What support can HR pros seek from other staff to create an employee experience that will positively influence millennial retention?
* How can information technology support a framework for an enhanced employee experience?
* What can we do to ensure other generations in the company also have a positive employee experience leading to retention?
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Calculate Ratios and Explain Their Results
$15.00n order to get an accurate comparison of firms’ performance, ratios are important components that should be used when determining how organizations are performing or have performed. There are four (4) main categories of ratios. These are profitability, liquidity, business risk, and financial risk ratios. . The profitability ratio perhaps is the most calculated and evaluated as both managers and investors use these to measure success. Other important categories of ratios that are used in determining a firm’s performance are, coverage, stability, and control ratios.
The liquidity ratio attempts to measure the ability of the firm to meet short-term obligations. Short-term obligations are defined as those that are due within 12 months. The debt ratios measure the longer solvency of the company. There are several types of activity ratios that assess inventory management and accounts receivable management. Example of the market-based ratios include the price-to-earnings ratio.
For this week’s assignment, identify and describe the five (5) most important ratios for a potential equity investor. Explain the reasoning for your selection. Illustrate your discussion using numerical examples and respond to the following:
Provide ratio comparisons of three companies.
Identify and describe the five (5) most important ratios for a potential bond investor in a corporate bond issuance. Explain the reasoning for your selection. Illustrate your discussion using numerical examples.
Identify and describe the five most important ratios for a potential bank investment in a short-term corporate loan. Explain the reasoning for your selection. Illustrate your discussion using numerical examples.
Identify and describe the five most important ratios for a potential shareholder to assess prior to making a stock purchase in a company. Explain the reasoning for your selection. Illustrate your discussion using numerical examples.
Provide recommendations on how the company could improve the results for each ratio identified.
Length: 10 to 12-slide PowerPointReferences: 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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Job analysis, job competencies, and job descriptions
$15.00Assignment Introduction
Scenario
Job analysis, job competencies, and job descriptions form critical elements of employee recruiting, selection, and organizational staffing. We must understand the job, know its nature, and describe its competencies before we can announce the position and attract quality applicants. To get to this point, the HR professional must have the skills to conduct research, including employee and supervisor interviews. These interviews will contain valuable real-life information that will describe the job to be advertised and filled. For this assignment, you will be assisting our senior HR professional Kimberly by developing a position description.
Your Challenge
Use O*Net Online to develop a job description and competencies for any job of your choosing. The job should have five to seven competencies. Your job description and competency model should follow this example of a medical job description for a Physician Assistant:
Serves in the Occupational Medicine Program (OMP), Occupational and Environmental Medicine (OEM) and other Occupational Health (OH) services and related matters.
Advises on Occupational Health (OH) program development, management, administration and evaluation. Formulates OH service policies and objectives as required. Advises on program requirements and procedures. Establishes criteria for OH program evaluations and assessments. Advises on the development, interpretation, and application of occupational health standards. Provides technical assistance on health conservation requirements, OH practices, and delivery of OH services that impact worker health as needed. Participates in epidemiological investigation of disease, illness, or accidents of particular importance to the OH program as required.
Plans, coordinates, and conducts OH program consultation reviews, visits, and special studies. Evaluate the effectiveness of OH programs. Analyzes and interprets data on OH programs. Resolve complex OH problems to improve OH clinical services, health education, and wellness. Researches trends and patterns. Reports on findings and conclusions, with recommendations as needed.
Reviews state and federal regulations on occupational health for organizational impact, recommending changes as needed. Develops new OH program evaluation methods and criteria. Develops standard procedures, model administrative documents, and informational material relating to the development and management of installation OH programs. Develops innovative and unique methods of problem solving and evaluation.
Reference
Department of the Army (n.d.) Army position description: Physician’s assistant. Retrieved from: https://acpol2.army.mil/fasclass/search_fs/search_fs_output.asp?fcp=zutpk3eFRtaToL2jorlGuam0buidbYGWmalTiGC7hLBmYn%2BYmKc%3D
Assignment Instructions
Prepare a 1–2-page job description and competency model that follows the example given. Use O*Net Online to select the job you will describe, and include the following:
* Provide a description that includes knowledge of the content information and expertise associated with the work.
* Analyze what someone in this job would need to know and be able to do.
* Would they need to have special skills, training, licenses or degrees?
* Define tasks and technology skills that are aligned to the context of the environment in which the work is done.
* Does the description include details on what the main tasks and skills are?
* How does the work environment impact the work?
* Create descriptions of work activities that match the context of the work.
* Are the job elements described?
* Are they consistent with job framework, setting, or expectations?
* Develop a description of work that displays a clear connection to measurable elements of performance.
* How are things connected and do they make sense?
* Would a potential job applicant be able to read the description and understand the job expectations?
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HR CHALLENGE: PRESENTATION TO LEADERSHIP
$8.00HR CHALLENGE: PRESENTATION TO LEADERSHIP
Introduction
HR professionals are more often being included in the leadership discussions for organizations. Sharing information and recommendations about employee engagement and development is part of your role as a trusted stakeholder. This assignment gives you the opportunity to practice creating a thoughtfully designed PowerPoint presentation that you could use to present data and recommendations to the leadership team at CapraTek.
Scenario
The leadership team at CapraTek has agreed that a “pulse” survey would provide much-needed information about the specific feelings and concerns from this organization. Ultimately, they will use your presentation of the plan outline to help them decide how to spend the money, time, and resources to conduct an engagement study. CapraTek is an organization that has 360 employees in three research and development divisions across two locations.
CapraTek has had some difficulty in retaining millennial employees at entry and mid-levels in all fields across the organization. Also, the level of satisfaction of the overall boomer workforce is not as positive as it could be. The HR team has observed that they are not applying for advancement opportunities. This is an area of concern. The HR team does not have any specific data on generation X employees. No survey has been done. They are just starting to think about generation Z employees, as the youngest group is just graduating from college. There also seems to be issues with how our work areas in the company spaces are organized, which may have some connection to generational preferences, but we are not sure. There is a great deal more information that we don’t know because the company does not have an active survey program.
The current perspective among the executive leadership of the organization is that there are no employee engagement issues or concerns. There have been some comments that HR is not sourcing the best possible candidates for hiring and that is having an impact on retention rates.
Your Challenge
As an HR professional at CapraTek, you have been tasked with preparing 10–12 slides that could be presented to the leadership team about employee engagement issues, the goals for the engagement study, the likely budget and timeframe, as well as how you will select the best strategy to conduct the engagement study for the different generations in your workplace.
Instructions
Create an effective 10–12-slide presentation deck with detailed presentation notes elaborating on each bullet point that could be presented to a leadership meeting. Your presentation should describe the engagement issues to address at CapraTek, how the engagement research tool will be selected, and the time/budget/plan to implement the engagement research strategy.
Include the following in your slide presentation and presentation notes:
* Analyze the current employee engagement situation at CapraTek from observations of the different generations.
* Re-read the weekly introductions and discussions from the first six weeks of the course to make observations of the different generations at CapraTek.
* What issues do you see from the employees’ perspective?
* What issues do you see from the managers’ perspective?
* Define the goals and the purpose of collecting engagement data from employees.
* What is the purpose of collecting engagement data from employees?
* How will the data collected be used to address the engagement issues identified above?
* Analyze the common process in the field for selecting appropriate engagement survey questions and/or selecting the right survey tool.
* Estimate the approximate budget, time, and resources needed to implement an engagement research strategy for CapraTek.
* 360 employees at CapraTek, three divisions, two work sites.
* Describe the overview of the implementation plan for engagement research at CapraTek.
* An effective PowerPoint presentation for this purpose typically includes:
* 1 title slide, APA formatted.
* 1–2 introduction slides explaining the employee engagement context at CapraTek, taken from the scenario above and the first six weeks of unit introductions and discussions.
* 1–2 slides identifying the main engagement issues for the different generations.
* 1–2 slides defining the goals for the engagement study and how the data will be used to address the issues.
* 1–2 slides analyzing the common process for creating or selecting and engagement research tool.
* 1–2 slides with an approximate needed budget, time, and resources needed to implement an engagement research strategy.
* 1 conclusion slide with an overview of the implementation plan for the engagement research at CapraTek.
* 1 slide with APA-formatted references.
* Presentation notes under each slide to describe the main points of emphasis.
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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.