Your Capstone assignment, for this week, requires that you assess the competencies that today’s global human resources professional should possess. For this discussion post, list at least two areas that you’d like to improve your own knowledge or skills on and why you think these competencies are important. Then, outline a plan for acquiring this knowledge or competency.
Please include scholarly content with citations supporting your research,
Please see attached.
Once you have read the article answer the following questions:
You may find the following videos of assistance with answering the above questions:
Because leadership is often learned by exploring stories of successful leaders, the CEOs have asked you to reflect on your own experiences as a leader. They would like to you to think about which leadership theories or styles you use. They believe that by sharing these stories, they will be able to prepare you for leading the merger.
Review the scenario for this course, and in a paper of 500–700 words, please respond to the following:
Essay minimum 750 words no more than 1250 words // font is arial w a point size 12.
Utilize a graphic organizer of your choice.
Use 5 paragraph format but doesn’t have to be 5 paragraphs
min 2 references
Instructions
Discuss how the concepts in this course can be applied to real-world situations and increase your chances of career or life success.
Your journal entry must be at least 200 words in length. No references or citations are necessary.
Instructions
Job Description and Job Evaluation
For this assignment, you will create a job description and a performance evaluation document that can be used in identifying a position within an organization and assessing the performance of an employee. The two items should be based on research for a specific job position in a career field you choose.
Be sure to identify the compensation (direct and indirect) factors, the pay plan, and the performance appraisal as they apply. You can refer to the previous units to obtain additional assistance in completing the assignment.
Click here to access the template for this assignment. It contains pertinent instructions to ensure you cover all of the areas of this assignment.
In total, utilizing the template, your submission should be a minimum of three pages in length, not counting the title page and the references page. A minimum of two scholarly references are required. Be sure to follow proper APA formatting and guidelines.
Synthesis One-Pager: Given the topics, discussions, conferences, etc. throughout the course; identify what issues are important in human resources. This is different from a one-page written paper. It requires creative thinking and synthesis.
Directions: Create a One-Pager to synthesize our learning on issues in human resource topics. Your one-pager must have the following components
For full credit, you are required to review and respond to a minimum of two classmates. Your one-pager needs to be posted by Wednesday at midnight. Your responses can be in written format. Please begin your reply by addressing the student by name. Your responses must be completed by Friday at midnight.
Visit Stanford’s Encyclopedia of Philosophy (http://plato.stanford.edu/) and search for one of the Big 8 ethics theorists (St. Thomas Aquinas, Immanuel Kant, John Stuart Mill, John Rawls, Martin Buber, Lawrence Kohlberg, Victor Frankl). You may also use the web resources for each individual theorist provided in the text on page 25.
Read about the different theorists and then summarize your thoughts about the relevancy of the philosopher’s writings to today’s healthcare issues
Please make sure that you follow all the teacher instruction beacuse she is a strict grader and you must follow the APA format that is require for this course. Make sure you watch out for spelling and grammar errors. This must be your own owrk and not copy and paste his is a DBA coure and the paper have to written on this level. Please read the sudy guide and Unit IV Intriduction
Book reference: Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.) [VitalSource Bookshelf version]. Retrieved from https://online.vitalsource.com/#/books/9780133953718
In Unit III, you researched and analyzed the legal responsibilities of an organization and differences between diversity and affirmative action. You also examined challenges of managing diverse work teams and researched opportunities to improve the management of a diverse team.
For this assignment, you will reflect on the research you conducted and write a paper that addresses the items below.
Your research paper must be at least three pages in length, not counting the title and reference pages, and must include at least four peer-reviewed sources.
Be sure to support your research paper with the resources you located for your annotated bibliography in Unit III. Use APA style for your paper.
The following resource(s) may help you with this assignment.
Recruiting and Selecting Employees
Human Resource Supply and Demand
Human resource planning is the process an organization uses to ensure that it has the right amount and the right kinds of people to deliver a particular level of output or services in the future. Failures in HR planning can lead to labor shortages, layoffs, and significant financial costs.
A. Forecasting Techniques
There are two basic categories of forecasting techniques: qualitative and quantitative. Quantitative techniques have two main limitations. The first is that most rely heavily on past data or previous relations between staffing levels and other variables. The second is that most of these techniques are quite old and do not translate well in smaller organizations. Qualitative techniques, however, rely on expert judgments or subjective estimates of labor supply and demand.
b. Judgmental techniques—executive reviews,
succession planning, vacancy analysis
The hiring process has three components: recruiting, selection, and socialization.
Despite the obvious importance of selecting the best from the available talent, the hiring process is fraught with challenges. The most important of these are: determining what characteristics are most important to performance, measuring those characteristics, evaluating applicants’ motivation levels, and deciding who should make the selection decision.
A. Determining the Characteristics Most Important to Performance
The characteristics important to performance are not always obvious because the job changes over time. The culture of the organization may also play a role, and different people in the company may be looking for different things in a new employee.
B. Measuring the Characteristics That Determine Performance
Some tests are better than others at predicting job performance, and they can vary widely in cost.
C. The Motivation Factor
Performance = Ability x Motivation
D. Who Should Make the Decision?
Depending on the job it should be a combination of the HR department, the manager, and potentially the new hire’s subordinates.
Choosing the right person for a job can make a tremendous difference in productivity and customer satisfaction. Choosing the wrong person can result in sluggish operations and lost business and customers. For these reasons it is important that each step of the staffing process be managed carefully.
A. Recruitment
Issues include sources and costs of recruitment, external versus internal candidates, recruiting protected classes, and planning the recruitment effort.
1. Nontraditional recruiting in the current labor market
2. External versus internal candidates
3. Recruiting protected classes
4. Planning the recruitment effort
5. Planning your job search
B. Selection
Reliability and validity terms are important and defined here. Extensive coverage is given to selection tools as predictors of job performance, as well as combining predictors, selection and total quality management, reactions to selection devices, and manager reactions to selection systems.
1. Reliability and validity
2. Selection tools as predictors of job performance
a. Letters of recommendation
b. Application forms
c. Ability tests
f. Interviews
g. Assessment centers
h. Drug test
i. Reference checks
j. Background checks
k. Handwriting analysis
3. Combining predictors
4. Selection and the person/organization fit
5. Reactions to selection devices
a. Applicant reactions to selection devices
b. Manager reactions to selection systems
IV. Legal Issues in Staffing
Legal concerns can play an exceptionally important role in staffing, particularly in selection. Selection is affected by a number of legal constraints, most notably federal legislation and its definition of illegal discrimination. Negligent hiring concerns have increased in recent years, and attention is given to that issue as well.
A. Discrimination Laws
To lower the chances of lawsuits, firms should ensure that selection techniques are job related. In other words, the best defense is evidence of the validity of the selection process.
B. Affirmative Action
Federal Executive Order 11246 requires organizations that are government contractors or subcontractors to have affirmative action plans in place.
C. Negligent Hiring
Negligent hiring refers to a situation in which an employer fails to use reasonable care in hiring an employee who then commits a crime while in his or her position in the organization.
Conducting a termination or layoff is one of the most sensitive and difficult things that a manager will ever have to do. There are a number of factors to consider when conducting this process, and the manner in which the termination or layoff is performed and managed has impact on not only the affected employee but also those who remain with the organization in its aftermath. Additionally, many separations (voluntary or involuntary) can be avoided through good management practices. The cost of separations to the organization are much higher than many people realize, making good management practices even more important.
Managing Employee Separations, Downsizing, and Outplacement
I. What Are Employee Separations?
An employee separation occurs when an employee ceases to be a member of an organization. The rate of employee separations in an organization (the turnover rate) is a measure of the rate at which employees leave the firm.
A. The Costs of Employee Separations
There are always costs associated with employee separations. The cost may be more or less, depending on whether managers intend to eliminate the position or to replace the departing employee. Costs included in separations include recruitment costs, selection costs, training costs, and separation costs.
B. The Benefits of Employee Separations
Although many people understand the costs of employee separations, there are benefits as well. Some of the benefits of separations include reduced labor costs, replacement of poor performers, increased innovation, and opportunity for greater diversity.
II. Types of Employee Separations
Employee separations can be divided into two categories based on who initiates the termination of the employment relationship. Voluntary separations (quits and retirements) are initiated by the employee. Involuntary separations (discharges and layoffs) are initiated by the employer.
A. Voluntary Separations
Voluntary separations occur when an employee decides to end the relationship with the employer. These separations include quits and retirements.
B. Involuntary Separations
Involuntary separations occur when management decides to terminate its relationship with an employee due to economic necessity or a poor fit between the employee and the organization. Involuntary separations include discharges, layoffs, and downsizing and rightsizing.
III. Managing Early Retirements
When a company realizes that it needs to downsize its scale of operations, its first task is to examine alternatives to layoffs. One of the most popular of these methods is early retirement.
A. The Features of Early Retirement Policies
Early retirement policies consist of two features: (a) a package of financial incentives that make it attractive for senior employees to retire earlier than they planned and (b) an open window that restricts eligibility to a fairly short period. After the window is closed, the incentives are no longer available to senior employees.
B. Avoiding Problems with Early Retirements
Managing early retirement policies requires careful design, implementation, and administration. When not properly managed, early retirement policies can cause a host of problems. All managers with senior employees should make certain that they do not treat senior employees any differently than other employees.
IV. Managing Layoffs
Generally, an organization will institute a layoff when it cannot reduce its labor costs by any other means. Managers should first try to reduce labor costs with layoff alternatives.
A. Alternatives to Layoffs
There are many alternative methods of reducing labor costs that management should explore before deciding to conduct a layoff. These alternatives include things such as changes in employment policies, job design, pay and benefits policies, and training.
B. Implementing a Layoff
A layoff can be a traumatic event that affects the lives of thousands of people, so managers must implement the layoff carefully. Issues that need to be considered include notifying employees, developing layoff criteria, communicating with laid-off employees, coordinating media relations, maintaining security, and reassuring survivors of the layoff.
V. Outplacement
Outplacement is a human resource program created to help separated employees deal with the emotional stress of job loss and to provide assistance in finding a new job.
A. The Goals of Outplacement
The goals of outplacement reflect the organization’s need to maintain employee productivity. The most important of these goals are (1) reducing the morale problems of employees who will be laid off so that they will remain productive, (2) minimizing the amount of litigation initiated by separated employees, and (3) assisting separated employees in quickly finding comparable jobs.
B. Outplacement Services
The most common outplacement services provided to separated employees are emotional support and job-search assistance. These services can help achieve the goals of outplacement.
Learning by Doing
Conaty & Charan write that, “Developing talent through experiences expands capability and capacity… This is learning by doing, and no book or classroom teaching can substitute for it.”
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.
1st Response to this classmate
RE: Week 4 DiscussionCOLLAPSE
Hello Class and Professor,
In most organizations, formal training is an essential component of keeping up with new trends and technologies in the industry. However, training may not solve all performance and behavioral problems. Hence, an organization should conduct a training needs assessment before introducing training programs to assess whether training may solve a performance problem. Other than training, learning by experience may be an option. As such, evaluation of learning by doing or experience is essential in informing its effectiveness in complementing formal training.
Describe an example of “learning by doing” that has helped you or a colleague to grow professionally.
After graduating from university with a bachelor in Statistics, Kelvin joined our local animal feeds manufacturing company as a data analyst. His university training was majorly mathematical and had nothing to do with animal health and nutrition. However, his new role required him to have insights into animal nutrition. He quickly got in touch with the production manager and was occasionally involved in the production team while formulating the food rations. With time, Kelvin developed the skills of accurately preparing feeds’ components such as proteins and minerals while retaining acceptable profit margins. Soon, Kelvin became an essential component of both the production and analytics teams.
What did this experience teach that could not be taught through formal training?
Although the training was an option in learning animal nutrition, it would take time to cover all aspects. Still, the organization does not use all aspects of animal nutrition modules. Learning by doing was the most suitable learning method as it incorporates relevant theoretical and practical elements of animal nutrition. Nevertheless, training modules hardly existed at the organization to enhance the incorporation of animal health and data analytics.
What part of the experience could have been learned through formal training?
Animal health and nutrition training is available at the organization. Employees within the production team regularly participate in formal training relating to trends and new technologies in line with animal feed production. However, Kelvin’s case stood out, as it required integrating skills in feeds formulation, production, and data analytics.
Should your organization create formal training to complement its hands-on learning activities? Why or why not?
Kelvin’s case depicts a situation where learning through experience may yield significant outcomes. However, it is rational to analyze such a situation in the context of the problem at hand. Organizations should also adopt formal training to complement learning by experience. Learning through experience enhances personal growth and competence aligning with new roles (Fernández-Aráoz et al. 4). Formal training improves collective responsibility for success among current employees and new teammates by sharing experiences, challenges, and insights (Stibitz 3). A blend of learning through experience and formal training enhances performance and employee outcomes.
Fernández-Aráoz, Claudio, Andrew Roscoe, and Kentaro Aramaki. “Turning potential into success: The missing link in leadership development.” Harvard Business Review, vol. 95, no. 6, 2017, pp. 1-9.
Stibitz, Sara. “How to get a new employee up to speed.” Harvard Business Review, 2015, pp. 1‑5.
2nd response to this classmate
Dear Professor Dibenedetto and Class
1. Describe an example of “learning by doing” that has helped you or a colleague grow professionally.
I am a long-life learner in all aspects of my life. I have developed a growth mindset. I have improved my life quality and work as observe people doing things that I will not ordinarily do well. One example that stands out in my pursuit of learning by doing is how to do proper workforce planning, which is a combination of HR concepts such as organization design, budgeting, and job pricing. These are competencies that involve knowledge in HR, finance and remuneration, and data analytics. I realized that I do not have a budget to hire an employee who is an expert in workforce planning, as it is a critical skill in the insurance business. Most actuaries do not want to work in HR but were keen to design a workforce tool. I approached our CEO, who agreed that he would second an actuary into HR to develop the tool. I used to watch him with the design and play with the tool until it was executed.
2. What part of the experience could have been learned through formal training?
There is no part in the learning process that I would say required formal training. I am already a seasoned excel spreadsheet practitioner; otherwise, I would have preferred formal training as a beginner. I still believe that 70/20/10 learning is still relevant, where 10% is about formal learning.
3. What did this experience teach that could not be taught through formal training?
I currently do all my annual workforce planning and reporting using the tool, and I have trained others in the team through action learning and are using the tool in all our 33 countries. We used the same tool during COVID-19 to schedule the workforce and understand who can work from home indefinitely (and only come as required), hybrid model, and tracking those on sick leave due to the pandemic. We are also using it to plan for the workforce plan during the recovery phase caused by the pandemic as we want headcount growth not to increase by 2% over the past three years. I would not gain a portfolio of diverse skills in reward, budgeting, and data analytics at the same time if it were not through action learning.
4. Should your organization create formal training to complement its hands-on learning activities? Why or why not? My organization has formal training programs supported by a learning management system. Our main challenge is that learning it is isolated from the day to day work requirements of employees. I believe learning on the job through the 70/20/10 action learning process should be the norm. Learning can be powerful if it is integrated into the daily workflow. As scholar Josh coined, “there is a new paradigm of learning in the flow of work.” The fourth industrial revolution tools such as AI, automation, podcasts, youtube has enabled an environment where lifelong learning is part of the economic imperative. For employees, research now shows that development opportunities have become the second most crucial factor in workplace satisfaction (after the nature of the work itself). In my view, the traditional corporate learning portal (the learning management system) is rarely used (other than for mandatory compliance training), and it often takes many clicks to find what you need. Learning, therefore, ends up being reduced to important-but-not-urgent matters.
References
Dr. John. E. Di Benedetto, H.R.M. ANNUAL, Executive On-Boarding… Successfully Assimilating New Leaders, Week 4 JWI 521. 2020 JWI 521, Week 4 Lecture Notes, 2020
