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6 DISCUSSION POST DUE NLT 6PM EST SATURDAY 3 October

 respond to listed statement in at least 170 words. Do you agree or disagree with the statement. 

  A leader must be able to plan, organize, and have control of the people who they oversee and the mission of the organization.  “To improve a criminal justice organization, a leader must be able to ensure that all members of the department are competent and adhere to the highest standards of integrity and ethics” (Vito, 2020).  Leaders must develop a departmental mission, vision, goals, and operational objectives if they want to succeed not only as a leader but in life.  Leadership is the ability to lead by example. 

Supporting Document 1: Memorandum to the CEO

Overview

Using the same scenario from Identifying the Organizational Learning Issue, as the vice president of human resources, you must create a memorandum to the CEO on the issues you discovered from the research. This memorandum serves as your communication to share the discovered problems and request for permission to continue researching future solutions.

Instructions

Write a 1–2 page memorandum in which you:

• Identify the issue(s) you discovered in the organization’s mystification from individual learning to the organizational learning using the examples that you provided in Identifying the Organizational Learning Issues assignment.
• Elaborate on the significant barriers that you discovered impact the process of learning within the organization’s culture. Provide a brief description of the selected OLM (such as, Off-line/Internal, Online/Internal, Off-line/External, or Online/External) that will be most suitable for this transition. Justify the selection.
• Suggest two actions that management can take in order to raise the level of trust as part of their strategy to create psychological safety. Justify your suggestions.
• Use Microsoft Word or other equivalent software to select a memorandum template for this supporting document, or use the template located here.

1. This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
   The specific course learning outcome associated with this assignment is:
   • Prepare a memorandum on issues hindering a transition from individual to organizational learning, including a description of an OLM that will support the transition and actions that can raise the level of trust.
2. By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution’s policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.

Select a company that has violated an HR law.

Imagine that you are a HR manager within that organization. You have been tasked with developing a training to help prevent future violations of the HR law. 

Compile research and information to include in your training. 

Address the following in 700 to 1,050 words from your research:

• Summarize the situation.
• Discuss the law’s requirements. Include information regarding what the law does, how it is executed, and the execution gaps of your selected organization.
• Recommend steps that organizational leadership should take in order to avoid challenges such as this one from happening in the future.

Cite your outside sources with APA formatting.

 Evaluate the effectiveness of both team-based performance management and individual-based performance management. Suggest three pros and three cons of each type of management. Justify your response.

• Next, choose three of the best practices for addressing the facets of team-based performance management. Recommend a strategy for your current or past organization to incorporate the identified practices. Provide a rationale for your response.

• see  notes below

Introduction

Welcome   to Performance Management. In this   lesson, we will be discussing managing team performance in complex settings   and CEO performance management. 

Please   go to the next slide. 

2

Objectives

Upon completion of this lesson, you will   be able to:

Evaluate   performance management processes and best practices for teams within an   organization. 

Please go to the next slide. 

3

Supporting Topics

Specifically,   we will discuss the following topics:

Defining   a team;

The   facets of team performance management; and, 

21   best practices for addressing the facets of team performance management

Please   go to the next slide. 

4

Team Defined

You   are likely to already know what a team is and chances are you have been a   team member several times in your career. It is “a distinguishable set of two or more people interacting   toward a common goal with specific roles and boundaries on tasks that are independent   and are completed within a larger organizational context.” 

Teams are an everyday part   of the twenty-first century workforce. One of the challenges for organizations is designing teams that   measure the outputs of a combined effort of two or more people, while   retaining individual accountability of each member of the team. If a team does not meet its desired   outcomes, does the organization terminate every member of the team? This is why individual performance   measurements are critical in creating, evaluating, motivating and sustaining   teamwork in the workplace. 

Please go to the next slide. 

5

Facets of Team Performance   Management

One   way to look at team effectiveness is through a team’s ability to utilize and   cultivate four key capacities. They   are: 

Adaptive;

Leadership;

Management;   and 

Technical.   

First,   the adaptive capacity is a team’s ability to deal with external   stimulus. This may be people outside   the team, but within the organization, which include events happening inside   the organization which do not directly affect the team, or even current events   occurring outside the organization. If   a team adapts well to the outside environment, chances are the team will stay   on task to reach its goals and deadlines. Teams can cultivate this capacity through paying attention to   assessments, collaborating, networking and planning. 

Second   is the team’s ability to set direction and guide activities towards the goal   or goals, both by a formal or assigned leader and the team members   themselves. This capacity can be   nurtured through visioning, establishing goals, directing, motivating, making   decisions and solving problems. 

Third   is the management capacity, or the team’s ability to administer its resources   efficiently and effectively. This can   be cultivated through careful development and coordination of resources,   including people, money and facilities. 

Fourth   is the technical capacity, which is the team’s ability to design and operate   products and services effectively and efficiently deliver services to   customers. Cultivating technical   capacity varies from team to team. It   depends largely on the nature of the organization and the work the team is   responsible for. It may include such   things as operating software or machinery, or creating processes or   procedures that equate to satisfied customers. 

Please   go to the next slide.

6

Adaptive Capacity Best Practices

On   the few slides are the best practices associated with each of the key   capacities. 

Let   us start with the adaptive capacity. These six best practices allow an   organization to capitalize on a team’s ability to handle outside influences   that do not directly affect the team, yet, can disrupt or interrupt the   team’s focus. 

They   are:
  Build flexible and adaptable team players. Individual team members who posses the flexibility to change focus   will lead the group to being able to do the same. 

Build   a big play book of task strategies. Every good sports coach has a playbook, or those actions or plays that   will fit for a particular situation. If a team possesses the same type of playbook in the area of task   strategies, teams will benefit by being able to choose from and employ   strategies that fit particular situations best. 

Create   teams that know themselves and their work environment. Being able to adapt   quickly means the team possesses a high level of awareness of environmental   changes, its task demands, its ability to adapt. 

Build   teams that can tell when the usual answer isn’t the right answer. While standard processes often result in   efficiencies, changes in the environment can result in complexities that   teams need to reach outside the standard processes to solve. Being able to know when the standard is not   feasible, is an adaptive capacity teams can learn through guided error   training. 

Develop   self-learning teams means teams rely on themselves to learn from mistakes and   successes. They then respond to these   mistakes and successes with new cultural insights and tools. 

Finally,   build teams that take advantage of their resources. Effective teams take inventory of the   transactive memory the team possesses. This is an inventory of who on the team knows what, whether it be task   driven or organizational history, to name just two items. 

Please   go to the next slide. 

7

Leadership Capacity Best   Practices

Next   are the best practices for leadership capacity. 

First,   articulate and cultivate a shared vision. Aligning the team’s goals to the higher goals of the organization is   motivating in seeing the team’s efforts tied to a larger goal. 

Second,   create goals that teams can grow with. Goals should be flexible for teams to make adjustments when called to   do so. Goals should also be within   reach of the team. Goals that are too   easy for the team does not benefit the organization overall. Creating stretched goals, or those goals   that will require effort to achieve, results in individual and team growth,   which does benefit the organization. 

Third,   build motivation into the performance management process. Teams should make clear connections among   their actions, evaluations, and outcomes. When teams take these steps, individuals tend to feel more motivated   and satisfied with their team experience. 

Fourth,   team leaders must champion coordination, communication and cooperation. Without coordination, communication and   cooperation, teams are not likely to succeed. A team leader must always be practicing, modeling and cultivating   these behaviors in order for other team members to feel comfortable to do the   same. 

Lastly,   teams must take the time to examine both failures and successes. It may be easy to justify skipping if other   activities or tasks are seen as priorities. Yet, good leaders recognize taking the time to have these team   conversations results in fruitful examination that can be used towards future   success. 

Please   go to the next slide. 

8

Management Capacity Best   Practices

Remember   that team management involves effective use of human and material   capital. In the area of management   capacity, there are four best practices. 

One,   clearly define what to measure. Since   teams are made up of individuals, it is important to measure outcomes from   both a team and individual perspective. 

Two,   develop measures that are diagnostic of performance. Since performance management is concerned   with optimal performance, it would follow that knowing how to reach optimal   performance is critical for all teams. Measurements that help explain why something did or did not work,   assists in diagnosing performance issues that can then be further   investigated or solved. 

Third,   measure typical team performance continuously. An annual measure is only one snapshot of   performance. Taking six or seven   snapshots reduce any variance and gives a more inclusive picture of the   team’s actual performance. 

Lastly,   include teamwork competencies in formal performance evaluations. Individuals need to know that teamwork is   valued in the organization. One way to   do this is to build teamwork competencies into the individual performance   evaluation. This allows individuals to   receive formal feedback and documentation of his or her ability to work with   and on a team. This also paves the way   for formal development plans, which may result in training in teamwork   competencies that are missing or need to be further developed. 

Please   go to the next slide. 

9

Technical Capacity Best Practices

Technical   capacity involves individual competencies in assigned tasks and individual’s   ability to work in a team setting. This category has two best practices. 

First,   plan and execute the integration of new team members. New members will   undoubtedly be added to the team. By   having a workable plan to getting new members up-to-speed, time is not lost   figuring things out when it happens. 

Second,   assess and foster shared mental models. A mental model is a explanation of   someone’s thought process about how something works in the real world. When applied to a team, a mental model is a   group effort to explain how to do something. An example would be a document that outlines the tasks associated with   getting a new team member onboard. 

Please   go to the next slide. 

10

Multi-team Membership Best   Practices

Research   indicates that workers are becoming more involved with teams in the   workplace. Instead of being on just   one team, today’s workplace is constructed such that individual contributions   are crossing organizational departments as needed. It is becoming commonplace for workers to   be on multiple teams at once. This led   to the development of multi-team membership best practices. 

The   first best practice is to develop or select for individual personal   discipline and organizational skills. For individuals to successfully juggle multi-team roles and responsibilities,   individuals must possess not only expertise to complete the tasks, but also   organizational and time management skills. Individuals without these skill sets can receive training to develop   them. 

The   next best practice is to communicate the big picture of competing goals and   deadlines for all teams is essential in individual awareness of how each team   is affected by individual absences. When one or more members of a team must   tend to activities on other teams, it can cause a ripple effect on several   other teams. Flexibility of all other   team members must be practiced in order to keep tasks on track. Back-up plans are also useful to have for   such circumstances. 

Next,   recognize that a multi-team framework works best for mature projects. New projects tend to require team member’s   full-time attention. When a project is   up-and-running this may be the best time to capitalize on the multi-team   approach. 

Lastly,   foster trust by cultivating a culture of information sharing stems from the   asynchronous nature of multi-team membership. When working remotely, members need to trust that tasks are being done   outside the absence of a formalized team gathering. The best way to foster trust is through a   constant stream of communication to assure deadlines are met. 

Please   go to the next slide. 

11

Check Your Understanding

12

Summary

We   have now reached the end of this lesson. Let’s take a look at what we’ve covered.

We   first discussed the definition of a team. A team is “A distinguishable set of two or more people interacting   toward a common goal with specific roles and boundaries on tasks that are independent   and that are completed within a larger organizational context.” 

Then   we looked at facets of team performance management. They are: 

Adaptive;   

Leadership;   

Management;   and 

Technical.   

This   was followed by the 21 best practices of team performance management,   including a fifth facet called multiple-team membership. 

Let’s   recap each of these best practices categorized by its facet of team   performance management. 

The   best practices for the adaptive facet are: 

One,   build flexible and adaptable team players;

Two,   build a big play book of task strategies;

Three,   create teams that know themselves and their work environment;

Four,   build teams that can tell when the usual answer isn’t the right answer;

Five,   develop self-learning teams; and, 

Six,   build teams that take advantage of their resources.

There   are five best practices in the area of leadership: 

One,   articulate and cultivate a shared vision;

Two,   create goals the team can grow with;

Three,   build motivation into the performance management process;

Four,   team leaders must champion coordination, communication and cooperation; and, 

Five,   examine both failures and successes. 

In   the area of management, these were the four best practices that were   discussed: 

One,   clearly define what to measure;

Two,   develop measures that are diagnostic of performance;

Three,   measure typical team performance continuously; and, 

Four,   include teamwork competencies in formal performance evaluations.

Next,   we discussed two technical capacity best practices. They were:

One,   plan and execute the integration of new team members;

Two,   assess and foster shared mental model.

And   lastly, the fifth category we discussed were the four best practices for   multi-team membership best practices: 

One,   develop or select for individual personal discipline and organizational   skills;

Two,   communicate the “big picture”;

Three   , recognize that a multi-team framework works best for mature projects; and, 

Four,   foster trust by cultivating a culture of information sharing.

This   completes this lesson. 

I need help!

13.1 

what was the last significant life decision that you made. what was the process that you went through in making this decision? were there distinct stages in the process? who or what helped you to arrive at a decision? what was unhelpful? what ideas can you take from this personal expierece that you can applying in helping your counseling clients to make decisions ? it can be useful to carry out this excersise in a group in which each persons decision making story is shared a a means of developing an awareness of the different decision making styles and strategies that exist

14.1

Identify a recent occasion when you collected information in order to help you to deal with a personal issue. ex. might include understanding an illness. what did you do to collect and analyze this information? what helped of hindered you in the process? what roles did other people play? in the end in what ways did you make use of this information you collected in order to accomplish you underlying goals? finally what have you learned from this experience that might e relevant to how you assist clients to collect, analyse and use information

I must have ORIGINAL work with up to date REFERENCES…

Assignment 2: Employee Development and Performance 
Due Week 6 and worth 170 points 

Continuing from Assignment 1, you were selected as the new HR director for the retail company and now have been in the position for approximately 6 months. Your approach to strategy, planning, and selection have been quite successful thus far, and now it is time to address the organization’s expectation for performance and development of employees since these components of HR strategy are critical in achieving business outcomes and success. 

Write a five to six (5-6) page paper in which you: 

• Critically analyze and discuss any researched (web or textbook) training process model you may consider for use in developing employees (here’s an idea:https://educationaltechnology.net/the-addie-model-instructional-design/or exhibit 7-1, page 230 in the text book). Then, identify and discuss some possible challenges that might be faced in implementing a new training process in the company. 
• List and briefly discuss at least three (3) types or methods of training that can be used for employee training. Of the 3, which would you select to train the retail employees, and why? Be specific. 
• Differentiate the concept of performance management and performance appraisal with three (3) to four (4) key points. Then, make your case to leadership for or against using annual performance appraisals in the organization. Be specific with your perspective. 
• Use a minimum of 3 academic quality references at least 1 being the assigned course textbook (required).

Format your assignment according to these formatting requirements: 

1. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. 
2. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. 
3. Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length. Use the Strayer University Library at https://research.strayer.edu to locate additional sources to support your work. 

This is an essay. attached is what needs to be done.

Continuing from the Strategy, Planning, and Selection assignment, you were selected as the new HR director for the retail company and now have been in the position for approximately six months. Your approach to strategy, planning, and selection have been quite successful thus far, and now it is time to address the organization’s expectation for performance and development of employees since these components of HR strategy are critical in achieving business outcomes and success.

Instructions

Write a four- to five-page paper in which you do the following:

• Critically analyze and discuss any researched (web or textbook) training process model you may consider for use in developing employees (Here’s an idea: The Addie Model or exhibit 7-1, page 230 in the textbook). Then, identify and discuss some possible challenges that might be faced in implementing a new training process in the company.
• List and briefly discuss at least three types or methods of training that can be used for employee training. Of the three, which would you select to train the retail employees, and why? Be specific.
• Differentiate the concepts of performance management and performance appraisal with three to four key points. Then, make your case to leadership for or against using annual performance appraisals in the organization. Be specific with your perspective.
• Use at least four quality academic resources in this assignment. Note: You may only use the resources listed in the Course Guide and those that are specifically provided by the professor.

This course requires students to use APA 6 or APA 7 and must indicate their choice on the assignment cover page.

Required Resources (must be used as reference in every course assignment)

Robert Lussier. 2019. Human Resource Management: Functions, Applications, and Skill Development (3rd ed.). SAGE Publications, Inc.

Supplemental Resources (highly recommend to use)

Gregg Learning. May 9, 2016. Human Resource Strategy and Planning. https://www.youtube.com/watch?v=rbvC-zhWTXo&feature=youtu.be

Integrity HR. April 18, 2018. 5 Steps To Developing A Strategic HR Plan. https://integrityhr.com/hrblog/strategic-hr-plan/

Management Study Guide. No date. Job Design – Meaning, Steps and its Benefits. https://www.managementstudyguide.com/job-design.htm

Business Wales/Busnes Cymru. Mar 17, 2015. The Recruitment Process. https://www.youtube.com/watch?v=OJNcYZvToGY&feature=youtu.be

Umar Farooq. September 26, 2015. Recruitment and Selection Process in HRM. http://www.businessstudynotes.com/hrm/human-resource-management/recruitment-and-selection-process-in-hrm/

PSI Testing Excellence. July 3, 2012. 5 Tips for Designing An Effective Employee Selection System. https://blog.psionline.com/talent/bid/147051/5-Tips-for-Designing-an-Effective-Employee-Selection-System

Gregg Learning. June 20, 2016. Lesson 2: Identify Training Needs. https://www.youtube.com/watch?v=Y14R-brmFqA&feature=youtu.be

Carter McNamara. No date. How to Design Your Personal and Professional Development Program. https://managementhelp.org/training/systematic/guidelines-to-design-training.htm

Gregg Learning. Aug 16, 2016. Be a Strategic Human Resource Partner. https://www.youtube.com/watch?v=7cHY_z7T1lg&feature=youtu.be

HRinAsia. November 30, 2015. 6 Key Qualities Transforming HR as a Strategic Business Partner. https://www.hrinasia.com/leadership-2/6-key-qualities-transforming-hr-as-a-strategic-business-partner/

SHRM. April 20, 2017. 5 Reasons to Seek SHRM Certification. https://www.youtube.com/watch?v=WxSoJlanq1Q&feature=youtu.be

Serhart Kurt. December 16, 2018. ADDIE Model: Instructional Design. https://educationaltechnology.net/the-addie-model-instructional-design/

SHRM. May 11, 2016. SHRM Certification Testimonial – Robert Eugene Brabo II, SHRM-SCP. https://www.youtube.com/watch?v=uDVHBQXJB-8&feature=youtu.be

SHRM. July 26, 2018. Why Choose SHRM-CP/SHRM-SCP Certification? https://www.youtube.com/watch?v=IO8YM0N4RUU&feature=youtu.be

SHRM. November 28, 2016. Who is Eligible for SHRM Certification? https://www.youtube.com/watch?v=rgTBZrSppfE&feature=youtu.be

SHRM. No Date. Eligibility Criteria. https://www.shrm.org/certification/apply/eligibility-criteria/Pages/default.aspx

USBank. January, 2019. Benefits At A Glance. http://www.usbankhr.com/hr/docs/benefits/benefits-at-a-glance-next.pdf

University of Wisconsin Madison, 2020. New Employee Benefits Summary. https://hr.wisc.edu/docs/new-employee-benefits-summary.pdf

SHRM. No date. Body of Competency and Knowledge https://www.shrm.org/certification/about/body-of-competency-and-knowledge/Pages/default.aspx

Accоциация HRFORUM. May 27, 2018. The Value of SHRM Certification to Your Employer. https://www.youtube.com/watch?v=aD5pJm3EiGs&feature=youtu.be

Scott Madden Management Consultants. 2012. The Evolution of the HR Business Partner Role. https://www.scottmadden.com/wp-content/uploads/userFiles/misc/8d0d88c7547b6e2b8f6f6fcba6a9d6b3.pdf