Journal

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.

 Scholarly Activity

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.

One-Pager Assignment

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

1. Give your one-pager a title – Put the title at the top of your one-pager. Be sure that it stands out reflects the essence of your page
2. Present at least 2 visual images of human resource topics.
3. Include 2 quotes from class readings.
4. Write 2 quotes from 2 other separate sources that connect with the concepts of your one-pager (these quotes can be from any 2 sources such as other readings or material from other classes, news, movies, the web, data bases, your own experiences, or real life. Include the sources of the quotes.
5. Include 2 original statements from you (discussion posts, conferences, etc.) in green font.
6. Include 2 questions regarding human resources you still have red font (your questions can be rhetorical, factual, convergent, divergent, or evaluative).
7. Include 2 or more paraphrased quotes related to issues in human resources management spoken by members of our class during discussions or conferences (include source).
8. We can attach our one-pager when we reply to the discussion thread.

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 

Instructions

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.

• Provide an introduction, and explain the role that human resources has in upholding legal responsibilities of an organization.
• Identify and discuss at least two current equal employment opportunity laws.
• Discuss the differences between management of diversity and affirmative action.
• Describe the challenges in managing a diverse work team.
• Provide examples of how the management of diverse teams can be improved within an organization.

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.

Resources

The following resource(s) may help you with this assignment.

• Citation Guide
• CSU Online Library Research Guide
• Submit Writing Center Request

Unit IV Introduction

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.

1. Methods of Forecasting Demand
2. Quantitative techniques—regression analysis, ratio analysis
3. Judgmental (qualitative) techniques—top-down approach, bottom-up approach
4. Methods of Forecasting Supply
   1. Quantitative techniques—Markov analysis

                              b.  Judgmental techniques—executive reviews,
                                    succession planning, vacancy analysis

1. The Hiring Process                                                                     

The hiring process has three components:  recruiting, selection, and socialization.

1. Challenges in the Hiring Process                                              

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.

1. Meeting the Challenges of Effective Staffing                 

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

1. Personality tests
2. Honesty 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.”

• Describe an example of “learning by doing” that has helped you or a colleague to grow professionally.
• What did this experience teach that could not be taught through formal training?
• What part of the experience could have been learned through formal training? 
• Should your organization create formal training to complement its hands-on learning activities? Why or why not?

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

Debate

I hope that we are slowly gaining a holistic view of Outdoor Education, and that your first impressions shared during week 1 have evolved accordingly. We have looked at Outdoor Ed through an academic lens, and had explored how these programs manifest themselves in the market place. At this point we have identified the Outdoor Ed has significant advantages when it is presented as a multifaceted educational experience that targets several different objectives via diversified curriculum. In simplified categories, Outdoor Ed works in the following realms:

Social Emotional Learning– Is the increasingly mainstream terminology that encompasses traditionally labeled ‘emotional intelligence’ topics. SEL is slowly working its way into the public school system, and gaining traction in state mandated educational requirements. For more information check out- https://casel.org/what-is-sel/ (Links to an external site.) 

Environmental Literacy– P21 Sums up Environmental Lit well- http://www.p21.org/about-us/p21-framework/830-environmental-literacy (Links to an external site.) 

Technical Outdoor Skills– From map and compass navigation, travel techniques in bear country, medical knowledge regarding heat related illness, to assessing and managing risk, teaching technical outdoor skills has long been the primary focus of Outdoor Education.

Dynamic programs meets many other needs but for our purposes we will focus on the above three items.

For this week please DEBATE which of the above elements of Outdoor Education you feel are most needed and/or most important in your community. All responses should be posted in the Discussion section under Week 5- Ranking debate.  

First, define your community (family unit, peer group, local population, generational group (e.g. millennial’s) etc. Your definition of community should be explained in 2-3 sentences.

Second, rank from 1-3 your priority of subjects within Outdoor Education that are you feel are most needed and/or most important within your community. Explain your rankings with two-three (2-3) sentences each. Feel free to argue for a component other than Social Emotional Learning, Environmental Lit, or Technical Outdoor Skills. You can also introduce and argue for your own category that you feel exists in Outdoor Rec. 

NOTE: This is a Chinese client, female.

If you are unclear about certain topics, continue to explore, identify, and synthesize 

This is one of our final theoretical assignment, before we shift our focus to the Back country component of this course.

*A reminder that all submitted work should always be your own. Plagiarism in any form will not be accepted and will be reported accordingly*

I need an APA formatted PowerPoint Presentation on the topic called  ‘develop compensation and benefits package that you would like to be offered from your organization’.  I need 6 – 7 PPT slides along with the notes on each slide having more than 100 words of notes for each slide and need at least 5 – 6 references and the whole ppt should be in APA format without any plagiarism. 

Topic: Challenges of creating a job classification system for companies with fewer than 50 positions, provide examples.

Requirements:

Write a 7 pages single space paper (11 pts font), with footnotes and bibliography. Present your hypothesis clearly and concisely. You may use APA or MLA format for citation. TURNITIN IS USED FOR PLAGIARISM. References must be cited. Content:

· Title Page

· Table of contents

· Page numbers at the bottom of each page

· You may have attachments in the addendum (create a salary grid from a reputable job, or a job classification family table

· Reference the book and attached materials as much as possible

Topic: Discrimination

Type of paper: Coursework

Discipline: Other : Human Resource Fundamentals

Format or citation style: APA

 Go to http://www.eeoc.gov/eeoc/newsroom/index.cfm and choose 3 cases dealing with different areas of discrimination. Identify the laws violated and what the organization could have done differently to prevent the case from going to the EEOC. Submit your findings in a 1000 word paper. Please ensure to include references and case reference link (not counted as part of your 1000 word requirement) 

Option #1: Employee Performance Needs

A critical aspect of a performance management system is to create an organization in which employees can maximize their potential. Often maximizing employee potential requires negotiating requirements and performance standards, outcomes, and measures for employees. This week, we focus on identifying employee performance issues or skills and competency gaps and how we can address employee performance needs, while making an impact on the organization’s strategy.

For this assignment:

1. Identify how to determine individual performance management needs.  When responding to this question, consider the role of performance reviews in identifying performance strengths, weaknesses, and areas for opportunities. Think about how performance reviews impact/influence performance management.

2. Often during an individual performance needs assessment, we identify performance issues, skills, or/and competencies that are not being met. Describe how organizations can improve knowledge, skills, and abilities through implementing training and development programs.

3. Identify how organizations can determine the benefits and drawbacks of implemented programs and policies to improve performance. Explain the role of metrics in assessing program quality.

4. Finally, explain the relationship between employee performance and organizational strategy. 

Requirements:

· Write a 5-7 page paper, or about 2300 words, not including the title and reference pages, which are required.

· Your paper must be properly cited and formatted according APA.

· Include a formal references page. This is an individual paper; however, you should reflect on our discussion forums and incorporate ideas from there, as appropriate.

· You must support your analysis with at least three scholarly references