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Write a 2400 word research paper on Organizational Change in any Fortune 1,000 company.

MUST FOLLOW ALL INSTRUCTIONS!!!

-APA 7th Ed, double spaced, times new roman, 12 pt font, no excessive spacing. Images/charts/visuals can be used but must be outlined in the Appendices

-Must have a 2 paragraph Abstract

-All writing must be in essay/paragraph format (NO BULLETS). 

Below is the following information that must be used in the paper

Company: AECOM ( https://aecom.com/about-aecom/ )

Position: Construction Project Manager ( https://aecom.jobs/arlington-va-va/project-manager/A06B4CB49FD94554918BE8EFDF5EAF08/job/ )

Develop a recruiting plan for the chosen position utilizing the theories discussed in the text. Discuss recruitment strategies, models, and goals. Evaluate the need for internal recruitment, external recruitment, or both (see rubric). Outline the steps in the process and show the reader how to apply each step as it relates to your specific org and position. Create a job announcement and include the KSAO’s or job requirements you are looking for. Place the announcement in the appendices.

REFERENCE PAGE

– Must utilize provided textbook a minimum of 2 times (PDF FILE ATTACHED)

– Websites can be used but must be from North America sources. No Asia or Middle Eastern references will be accepted. 

An Example is provided but understand that the formatting is not correct. 

Response 1

 Danielle Norman RE: Week 2 DiscussionCOLLAPSE

Hello Professor and class,

Human Resources Management

• In your experience, does this quote ring true? 

In my experience, this quote rings true because the most innovating and engaged people are not always those who are hired based on how good of a “cultural fit” they are. Hiring people regardless of how common their attributes are ensures a firm tackles the issue of diversity. Talent is not fixed, but rather it is contextual (McCord, 2018). Essentially, a great hiring strategy is one that ensures that it delivers a diverse array of skillsets and opinions.

• Describe an example of a hire you were involved in that supports your position. You may have been the HR recruiter, the hiring manager, part of an interview team, or the candidate. 

 I was once involved in a hire as a candidate for a small startup firm that needed a small team to help with its expansion. The role required minimal work experience but presented an opportunity to gain a lot of real-world experience. 

• Explain clearly what made the hire expected or unexpected. 

What made this particular higher expected was that it followed the conventional rule of hiring strategy. Essentially, the firm advertised in a local newspaper and social media, while the vetting process was standard. However, what made it unexpected was that there was a final stage where an oral interview was administered in a group setting. In order to make a great hire, the interviewers did not conduct individual interviews, so as to evaluate how different individuals reacted to a hypothetical business crisis while facing divergent views from their peers. The group setting also lightened the mood by helping everyone to relax through humor, which is the number one form of self- expression for the millennial generation (Dhawan, 2016)

• In addition, comment on whether or not the workforce strategy of your organization aligns with the mission. If not, what can they do differently?

The workforce strategy of my organization does not align with its mission. According to Bamford (2019), over 60% of employees do not know the mission, values, or vision of the companies for which they work. This is the same case in my organization, where a significant portion of the workforce struggles with low morale due to a disconnect with the company’s strategic direction. To fix this challenge, the firm should regularly review its strategies and revise them based on current information. In addition, it should also improve it communication strategies across all levels. 

Bamford, A. (2019, October 3). Three steps to align your workforce to your strategic plan. Retrieved October 11, 2020, from https://www.bizjournals.com/portland/news/2019/10/03/three-steps-to-align-your-workforce-to-your.html

Dhawan, E. (2016). Recruiting Strategies for a Tight Talent Market. Harvard Business Review.

McCord, P. (2018). How to hire. Harvard Business Review, 90.

Response 2

 Chetan Doshi RE: Week 2 DiscussionCOLLAPSE

In my experience, Patty’s statement or quote is true.  I have been involved in several interviews as the hiring manager. 

Current organisation does not have a structured way of interview or interview process. Interview process usually involves a talent acquisition team soliciting resumes, screening it with a functional head, setting up interviews. There is no prescribed format of questionnaire, however each interviewer is expected to rate the candidate based on companies core values.  Interviewing team usually consists of the hiring manager, HR representative and the hiring manager’s manager.

Recently for one of the senior positions in R&D, leading a team of about 45 scientists, an underperforming team. This was one of the strategic positions within R&D as the pipeline of the company depends on the performance of this position and hence the individual.(2) The team had issues about decision making, problem solving and strategic thinking, though the team had members who were strong in technical skills.

Several resumes were shared by the talent acquisition team. Very impressive resume with almost all of them with very impressive work background, sound technical skills , and great personality or good interviewing skills. Candidates would give perfect answers for the behavioural questions. However, the need was to find a leader ( a candidate with soft skills) with sound technical skills. It was difficult to decide and narrow down on a suitable candidate.

A psychometric test taken by these candidates revealed none of them were matched for several competencies. We came across one candidate, who was not having an experience from big and reputed companies, during the interview personality, verbal communication, and appearance did not indicate him to be a leader. However, his psychometric test results turned out to be excellent, indicating key leadership competencies and was found to be complementing the teams strengths and weaknesses. This individual was hired in January November 2019 and the outcome so far is very good. Team’s performance has significantly improved.

For another role as a packaging development manager,  the need was to find a candidate with specific technical skills along with a collaborative and influencing attitude. Amongst several candidates, one candidate with relatively less experience and limited exposure was selected. However, the individual was good at the networking, which helped in gathering necessary information and resolving strategic issues. Thereby , enabling progress of projects to the desired outcome. However, the candidate was too talented for the job role within the organization and left the organization just before the completion of the probation period. 

Talent acquisition team did engage the hiring manager fully in the process. Hiring manager treated the recruiter as a business partner.  Compensation package was good enough to attract the new hires and was adjusted to meet the best candidate’s expectations (1) Talent acquisition teams were not always in recruiting mode. It worked based on the requisition created by the managers. Team usually used recruiting agencies for getting resumes.(3) None of the work rules, as defined by Bock, were followed to hire the best (4). 

References:

1. Patty McCord;  How to Hire , HBR Jan – Feb 2018
    
2. Week 2 Lecture notes – Identifying Your Strategic Positions.
    
3. Erica Dhwan; Recruiting Strategies for a tight talent market, HBR April 2016
    
4. Bock, Chapter 4: Searching for the best

Evaluation as Part of a Disaster Management Plan

Established in 1970, the Institute of Medicine (IOM) is a nonprofit, non-governmental health arm of the National Academy of Sciences (chartered by President Lincoln in 1863) and has served as an unbiased advisor to the nation on health care improvement. The IOM has a key role to play in helping to shape the direction of health care in the United States and abroad and works to enhance quality and add value to the health care system. Their seminal report from 2001, Crossing the Quality Chasm: A New Health Care System for the 21st Century, describes a strategy for improving health care overall.

Historically, heath care for mental health and substance-use conditions had a less developed quality measurement infrastructure than general medical practice. This characteristic was addressed in the 2006 report, Improving the Quality of Health Care for Mental and Substance-Use Conditions and recommendations were made for quality improvement, patient-centered services, strengthening evidence-base practices, and care coordination.

To prepare for this Discussion:

• Review the Summary and the summaries for Chapters 3, 4, and 5 in the ebook, Improving the Quality of Health Care for Mental and Substance-Use Conditions, focusing on the importance of evaluation and reevaluation of plans.
• Review Chapter 17 in your course text, Crisis Intervention Strategies, focusing on systems overviews and the Principles of a Crisis Intervention Ecosystem and then consider the value of ongoing plan evaluation.
• Review the Appendix and Chapters 5 and 9 in your course text, Crisis Management in the New Strategy Landscape, focusing on the components of an effective crisis management plan and organizational learning.
• Review the article, “Program Evaluation: The Accountability Bridge Model for Counselors.” Consider the importance of developing effective counseling evaluation programs and the importance of accountability for counselors.
• Review the article, “Violence Prevention After Columbine: A Survey of High School Mental Health Professionals.” Consider how research and program evaluation can improve the effectiveness of counseling.
• Review the article, “Collaborative Consultation and Program Evaluation,” focusing on how effective program evaluation can inform and improve counselor education and leadership.
• Review the “Six-Aims of Health Care Systems” at http://books.nap.edu/openbook.php?record_id=11470&page=8 and consider how adherence to these guidelines should be kept in mind as you develop and evaluate crisis management plans.
• Review the article, “Five Years After Katrina: Progress Report on Recovery, Rebuilding, and Renewal” or use a search engine to find another disaster recovery plan. Think about areas that still need improvement. Be sure to include resources if a different recovery plan is used.

With these thoughts in mind:

Post by Day 4 a brief justification for three components of the Six Aims of High-Quality Health Care that you think are most important when evaluating a crisis management plan. Then provide a brief analysis of the “Five Years After Katrina: Progress Report on Recovery, Rebuilding, and Renewal ” recovery plan or the plan you chose, and explain insights you gained.

Note: Please include the three components you chose in the first line of your post. You will be asked to respond to a colleague who chose at least two different components.

 What does your ‘nationality’ mean to you? Reflect on to what extent your identity is shaped by your nation/region of birth and how you relate to the common stereotypes about your nation/region. If your life has been marked by migration, reflect on how the intersection of multiple nations/regions influenced your identity (min. 200 words). 

I was born in china

Communication and media have changed a great deal in just the past decade. Take a moment to think about mass media and some of the ways it influences American culture. Now think how it has affected you personally. Consider the advertisements, news stories, and other media images and content you have encountered or interacted with today. Reflect on the overall effect of these media. Are these positive messages, negative messages, or do they have another effect?

200 words required for this response.

• From what you have learned thus far from the textbook’s readings, and review of PPT#1 presentation, please complete the following questions about this case. Submit your answers to one of the questions below. Keep answers to 1min 30 sec

Can Mrs. Klausman Stay in Assisted Living?

Mrs. Klausman is a 92-year-old resident in an assisted living facility. She has a mild cognitive impairment and needs help with bathing and medication administration. Because of progressive arthritis, she is having difficulty eating. The silverware slips out of her hands and falls to the floor so that staff members must keep replacing it. Mrs. Klausman becomes visibly frustrated and embarrassed. The food service manager and the administrator decide to meet with Mrs. Klausman’s daughter and recommend that the family should hire a home care provider to assist Mrs. Klausman at mealtimes. The facility does not have staff resources to feed residents. The resident’s daughter is thinking whether a skilled nursing facility would be more appropriate for her mother.

Questions
1.  Identify and evaluate Mrs. Klausman’s deficit in self-feeding from different perspectives on what long-term care consists of.
2.  Should Mrs. Klausman be transferred to a skilled nursing facility? Explain.
3.  Is hiring a homemaker appropriate? Why or why not? What do you suggest?

 – prepare a one page (2 single spaced paragraphs) case and current event analysis memo.

1) How does the case specifically apply to the chapter material?

Case attached,   

 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis (Ch 2) 

Chapter 2 Short version attached 

2) How does one WSJ story from the last 7 days apply to the material in the chapter?

              –  https://www.wsj.com/ 

I need some one to develop an IPM plan for the following pests;

1. Thrips

2. Scales

3. Leaf rust

Respond (discussion post) Compare your thoughts on designing a social media policy. Provide constructive feedback to your peers for improving their analyses.

When developing a social media policy it is important that the policy is clear and consistent, and is able to provide examples on what is allowed and not allowed. Moreover, when it comes to legal aspects to policies governing what an employee may or may not do on social media, but a one or two sentence policy is not going to cut it (Johnson, 2017). It is vital when considering a social media policy that when creating a social media policy that it is reviewed, and tweaked to ensure that the expectations are clearly defined so that there are no gray areas that could possibly lead to legal action. 

There are challenges and risks when formulating a social media policy. Formulating a policy has to comply with the National Labor Relation Act in which protects employees’ rights to communicate regarding their environment and terms of their employment. Over the past few years the NLRB investigated found reasonable cause to believe that some policies and disciplinary actions violated federal labor law, and the NLRB Office of General Counsel issued complaints against employers alleging unlawful conduct (NLRB, n.d.). Legal questions will arise due to social media always evolving, and it is important for Human Resources to keep updates with current laws and regulations. 

Policy that addresses a company’s engagement in social media should be approved and championed from upper management, and also be technologically neutral. This support should have the company’s goals, objectives, governance structure, and company culture. Successful policy creation should be a collaborative effort within the company. Additionally, if records and information management personnel are developing the policy, they should elicit input into policy development from other stakeholder groups, including, but not limited to, Human Resources, Information Technology, Legal, and Marketing (Keys For Developing a Social Media Policy).