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 Write 7-page single space using the executive summary below, and  reference the attached materials. You may have attachments in the  addendum (create a salary grid from a reputable job, or a job  classification family table. You may use APA or MLA format for citation.  TURNITIN IS USED FOR PLAGIARISM.    

EXECUTIVE SUMMARY

Introduction

Today’s technology world has opened the door for many businesses to digitalize their business model and operate in new markets with almost no boundaries. We have also known companies with capital market exceeding billions and even few have reached the trillion-dollar market. While this is great for business opportunities and job creations, it has also added pressure on the small companies in the market. One of the pressures that small companies with less than 50 employees can face is the challenge of designing a job requirements that is enriched enough to recruit and retain highly talented employees. 

Problem

· Challenges of recruiting and retaining talent employees for companies with fewer than 50 positions and have less budget than companies with hundreds of thousands of employees.

· How can companies maintain equity and support engagement with limited budget and still compete with larger companies?

· How can companies improve engagement during difficult times?

There many stakeholders involved in this business challenge. They include but not limited to the following:

· Business owners who have less than 50 employees in their business.

· Employees.

· Local community where those business operate.

· External vendor and source that those companies deal with.

Research Methodology

The research will depend on past practice from some of the small business companies that overcome those challenges and turned their business into a much bigger and efficient business. It will also take into consideration laws regulating small business as well as overall laws regulating the human resource field and employees and companies’ rights. More importantly, market research is going to be a key player in the research methodology for this paper.

Top human resource journals such as the following:

· Human Resource Management Journal

· International Journal of Human Resource 

Alternatives

In order to help small companies overcome this challenge, companies can apply the following recommendations. However, more alternatives can be presented in the final paper as we go more with market research. 

· Be the company that people want to work for, attracting culture-fit, like-minded candidates.

· Make it appealing and easy for prospective candidates to engage with your hiring decision makers.

· Encourage social networking conversations touting company events, product launches, service offerings.

Each of those alternatives would be reviewed, and any obstacles will be taken into consideration in order to ease the steps on the companies to implement those alternatives

Final Recommendation

A final recommendation will be made as to which of the alternatives can best fit different business models. Small business companies may have different business model and each may need a different alternative to better recruit and retain employees with small budget while competing with larger companies who attract those employees with better compensations packages. 

Review Chapter 10: Talent Development

“Since organizational outcomes rely on individuals making quality contributions and fulfilling their roles effectively, HR professionals must work together to bring out the best in employees.”  Performance management and/or appraisal process allows organizations and employees to measure job performance.

Research Performance Management and explain/identify:

• Why a performance management process is necessary or why organizations should eliminate their performance management process.
• Differences between strategic, administrative, and developmental uses of performance appraisal.
• Advantages and/or disadvantages between rating, ranking, and goal-setting methods.
• Ethical considerations pertaining to the performance appraisal process.

Paper Requirements:

• Write a 3-4 page double-spaced, 12 font, and APA formatted paper that addresses the items above.
• Do not use first person. This paper isn’t your opinion. Your paper is guided by your research. 
• The 3-4 pages is counted from the introduction through the conclusion. It does not include the title page or reference page.
• Include a title page properly formatted in APA. 
• You Do NOT need to include an abstract
• Make sure to include an Introduction to your paper. Your introduction needs to include a strong preview sentence.
• Create headingsin the body of the paper (between the Introduction and Conclusion) that are named based on the content in that section of the paper. For example, your headings could be the trends you identified. Please review the APA Heading Format Guidelines (Links to an external site.)Links to an external site. (Links to an external site.) in order to develop a good understanding of how to format the headings in your paper.
• Include a Reference page. You must include a minimum of 5 references (textbook and 4 scholarly peer-reviewed journal articles from Welder Library E-Resources). 

Please refer to the rubric for the grading requirements.    

Your submission will go through turnitin. Turnitin evaluates the originality score of your paper. Your turnitin score should be 25% or less. 

Instructions

Review the University of Pennsylvania’s Knowledge @ Wharton website and conduct a search about a contemporary human resource topic. Suggested topic areas listed below. From the results, choose an article to read and briefly describe the topic in one or two paragraphs:

• Global competition for Talent
• Challenges with a global workforce
• Diversity Initiatives/Training
• AI ( Artificial Intelligence) at work
• People Analytics

For additional details, please refer to the Journal Rubric document.

SEE ATTACHMENT FOR INSTRUCTIONS PLEASE

 CASE 

Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didn’t seem to help much. 

Helen had inherited the business three years ago when her father, Jake Bowers, passed away unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants scattered throughout Missouri. 

Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view, however, he paid them more than he had to, asked their advice far more often than he should have, and spent too much time listening to their ideas and complaints. When Helen took over, she vowed to change how things were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help. 

In addition to changing the way employees were treated, Helen had another goal for Bowers. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial equipment. She saw this as both a threat and an opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms, Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Helen had to make sure that Bowers could compete effectively with highly productive and profitable Japanese firms. 

From the day Helen took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built. She thought the employees really didn’t use it much, and she wanted the space for future expansion. 

Helen also announced that future contributions to the firm’s profit-sharing plan would be phased out. Employees were paid enough, she believed, and all profits were the rightful property of the owner—her. She also had private plans to cut future pay increases to bring average wages down to where she thought they belonged. Finally, Helen changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew what was best. If she asked for advice and then didn’t take it, it would only stir up resentment. 

All in all, Helen thought, things should be going much better. Output should be up and costs should be way down. Her strategy should be resulting in much higher levels of productivity and profits. 

But that was not happening. Whenever Helen walked through one of the plants, she sensed that people weren’t doing their best. Performance reports indicated that output was only marginally higher than before but scrap rates had soared. Payroll costs were indeed lower, but other personnel costs were up. It seemed that turnover had increased substantially and training costs had gone up as a result. 

In desperation, Helen finally had hired a consultant. After carefully researching the history of the organization and Helen’s recent changes, the consultant made some remarkable suggestions. The bottom line, Helen felt, was that the consultant thought she should go back to that “humanistic nonsense” her father had used. No matter how she turned it, though, she just couldn’t see the wisdom in this. People worked to make a buck and didn’t want all that participation stuff. 

Suddenly, Helen knew just what to do: She would announce that all employees who failed to increase their productivity by 10 percent would suffer an equal pay cut. She sighed in relief, feeling confident that she had finally figured out the answer.  

You are the Chief Human Resource Officer (CHRO) at your organization. As the CHRO, one of your primary roles is to be the workforce strategist. Your organization is planning to expand business operations to your neighboring state by opening an office. As a result of this expansion, your organization needs to make sure that the best and brightest employees are recruited to fill key roles at the new office. Write a 4-6 page research paper using APA style outlining the steps involved in recruiting the staff at the new office.
 

Discuss the following in your recruiting plan:

1. Will initial recruiting be outsourced?
2. What types of media will be used for recruiting?
3. What types of positions are needed?
4. What is the timeline for completing the recruiting      process?
5. What stakeholders need to be involved in developing the      recruiting plan?
6. What types of costs will be involved in recruiting the      new employees?

reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name 

question-

 Discuss the adverse impact of stereotyping in the workplace. Give detailed examples of various HR functions where stereotyping may occur. Examine the consequences of stereotyping as they relate to an employer’s exposure to liability. 

students response

Adverse impacts of stereotyping in the work place can lead to a false impression of an employee. For example, at my current company, each quarter we discuss managers and what their timelines are for the next role. Some of the descriptions of female managers are aggressive, passive, non confrontational, quiet, or emotional. Descriptions of male managers are commanding, assertive, intelligent, challenging, even tempered. I really started to take notice of these meetings and saw how the females who were seen as emotional were just as assertive as the men but it was received differently. Women who were deemed aggressive said the same thing as the men who were labeled commanding.

This type of descriptive words hurts companies because a female manager may illicit passion to increase the budget and sway a board meeting to increasing the budget but the male manager is asked to speak to the board because he is “commanding”.

It also is discriminatory the other way around. A female employee may not want to speak to a male manager about an issue not knowing the male manager would be a great person to listen to the employee because he may have been through something similar.

The divide stereotypes create decreases productivity and increases rifts in management.

In what ways might health literacy affect an agency’s marketing plan to promote health care services or health care delivery? 

Before marketing a health care service or program, health care administrators must first consider the target audience that will most likely use the service or program. In identifying the target audience, the health care administrator also must determine the health literacy of the target audience and devise strategies to market the service or program appropriately within this respective target audience. Therefore, the ability of the target audience to decipher the health message, determine the service or program being offered, and identify how to best access this service or program represents the important considerations that inform how the message should be communicated.

For this Assignment, consider what impact the health literacy of your intended target audience might have on your plan. Reflect on how you will determine your target audience’s health literacy and what considerations you will need to address in your plan.

Note: The completion of this Assignment will consist of the elements necessary for Component 4 of your Final Project.

The Assignment (2–3 pages)

• Describe the health literacy of your target audience for your marketing plan.
• Explain how your marketing plan will address the health literacy of your target audience.
• Describe two strategies you might take to best tailor the messages in your marketing plan to promote uptake within your target audience and explain why.’

APA styles 

references

 see details 

Problem Statement: 1 Page
All research should begin with a problem statement. You want to describe the thing you’re about to study. This should be an observation of some phenomena that exists in the world. It should lead logically to a research question. Describe the event or observations that are the driver of this particular bit of research. You’ll want to identify the purpose of this research. For our purposes, we are doing applied research. That is, we want to solve some problem in the world. What is the problem you want to solve?

Background Information: 4 Pages
Once the problem is identified, you will need to gather background information about it. You will do this by conducting a Literature Review. In the field of Public Administration, the types of literature, and the background you are gathering are slightly different from basic social science research. That is: the salient or relevant information you are looking for is going to be different. Your background should address the following key questions.

• What are the contributing factors or causes of the problem?
• Who is impacted by the problem and how are they impacted?
• Who is responsible for addressing the problem? This is usually some level or branch of government.
• What policies exist presently that have either positive or negative impacts on the problem?
• How are those policies funded? Where does the money come from? How much is involved?
• What barriers are there to addressing this problem?

Assignment Content

1. Complete the Wk 1 – Apply: HR Competency Journal worksheet.

   (See attached worksheet)         Submit your assignment.