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Human Resource Management

What areas of international HR and diversity are of most interest to you? If you

What areas of international HR and diversity are of most interest to you? If you have taken a related course or training in the past, what topics do you want to explore further in this course?
• Please share with me some of your own background and life experiences that you believe influence your perception of globalization, culture and diversity. How might sharing your specific experiences with other students help them get more out of this course?

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Human Resource Management

Based on information learned in this course, create a human resources plan of the steps needed to create a one-person hr department.

You are a Human Resources (HR) program of one. Based on information learned in this course, create a Human Resources plan of the steps needed to create a one-person HR department. The design of the HR department must correspond to the various dimensions of the organization. For example, if there are multiple customers, products, or locations, then HR needs to support them all.
Must use at least five scholarly sources, three of which must be from the University of Arizona Global Campus Library, in addition to the text.
The Scholarly, Peer Reviewed, and Other Credible SourcesLinks to an external site.

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Human Resource Management

Descriiption, analysis and recommendations for improvement of the performance evaluation process for a support staff position or area in a selected school district.

Descriiption, Analysis and Recommendations for Improvement of the Performance Evaluation Process for a Support Staff Position or Area in a Selected School District.
**Review the attached instructions (SLC 2) Pleas follow the instructions**
**Use as much sources to help complete work, please use the attached readings for this work also.
keep sources to educational sources **

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Human Resource Management

Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity

Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity

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Human Resource Management

Answer the following questions:

Read: The Adobe Case Study by Stanford University and the Adbobe check-in toolkit (see links above)
Answer the following questions:
What was the catalyst for changing Adobe’s performance management process?
How was Adobe’s previous performance review process out of alignment with the company’s strategic vision and goals?
What was Adobe’s previous process and why was it problematic?
How was Adobe’s internal communication style contributing to the problems with their prior performance management process?
How did Adobe fix the problem?
How did the performance management process before and after Adobe implemented the “Check-in” method affect employees, managers and the organization as a whole?
According to Adobe’s check-in toolkit, what are the three phases of check-in? Why do you think they are aligned this way?
If you were an employee at Adobe, would you enjoy participating in this process? Do you think it would be motivating to you?

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Human Resource Management

Evaluate the concept of market competitiveness in relation to an organization’s pay system, particularly when it is unable to offer its employees market competitive salaries due to a lack of financial resources.

Your paper should be written in a scholarly third-person tone; it should be in APA format. Your essay should address the following:
Evaluate the concept of market competitiveness in relation to an organization’s pay system, particularly when it is unable to offer its employees market competitive salaries due to a lack of financial resources.
Propose at least three alternative approaches for organizations which have limited financial resources.
Identify at least three specific steps that could be taken to minimize the impact implementing these alternative approaches could have on the firm’s success. Justify why these steps would be the most appropriate in this situation.

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Human Resource Management

Provide one example and evidence to support your response.

Introduction: You read about and practiced with some concepts related to equal employment opportunity in the workplace in the learning activity. Now you will apply some of these concepts to a scenario. Read the following scenario and respond in a business memo to the checklist items.
Scenario: MTE is a robotics firm that has clients all over the world but is based in the U.S., with offices in most major cities. Recently MTE has been experiencing an upsurge in discrimination lawsuits by women and minorities since they grew from 2,000 employees in 2016 to have 3,500 employees by the third quarter of 2019. A demand for their technology services exploded with the expansion of some of their clients’ high-technology needs in the medical industry. There are currently 3,000 employees in the Northeastern U.S., and 500 employees in other countries.
The lawsuits claim that women and minorities are not being hired in equitable numbers due to a discriminatory hiring system. MTE has an automated hiring system on its hiring website. Applicants first submit their resumes, which are scanned for certain educational requirements (including top 10 university degrees) and key phrases. Then those applicants that pass the initial screening take an online technology test that is timed to see how many answers they get correct within a short time frame. Those that pass this test are contacted for a group online interview using Google Hangouts™ and a few company robots that ask a series of questions from one of five possible question lists. After this third screening, they are contacted by an automated HR message to have an individual interview by an actual HR person, and subsequently a group interview by several actual managers and a robot during the same day of the individual interview. Finally, the managers make a decision and submit it to the HR department that then makes an offer of employment to the selected candidate.
You have been newly hired away from another technology firm’s HR department to work for MTE and are tasked with the following:
Checklist: Write a minimum 1–to–2-page business memo (i.e., minimum of 250–500 words) to the HR director regarding the following:
– Describe the problems with the company’s hiring practices and the laws that have been violated. Provide one example and evidence to support the problems and the laws that have been violated.
– Explain how the firm can increase employee diversity by changing hiring practices. Provide one example and evidence to support your response.
** Rubric attached **

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Human Resource Management

Candidates to act naturally and authentically, demonstrating their true potential rather than focus on ‘rehearsed’ examples of competence.

Task/assessment brief: Recruitment and Selection at York Met Police
Case Study
Recruitment and Selection at York Met Police
York Met Police (YMP) is one of the UK’s largest single-county forces. It needs to continuously respond
to the ever-changing threats to society – from fraud to cyber and sexual offences to terrorism. The
development of a research piece that shaped the design of a future workforce blueprint by 2025 revealed
that the traditional approaches to recruitment and assessment, embedded in the organisation and
standardised across the force, would not meet future policing needs. A more agile, innovative and
forward-thinking approach was required.
Meeting future talent needs
With its future requirements in mind, the organisation knew it needed to strengthen and develop its talent
planning. In September 2020, supported by Cap, a global recruitment consultant, it began by looking at
existing research and best practice from other organisations and sectors as well as drawing on the
national Policing Vision 2025 and the workforce reforms initiated on a national level. It also questioned
the effectiveness and shortcomings of its existing competency-based approach to recruitment and
selection. Its ambition was to attract talent based on potential rather than competence, ‘because
competence is expected as standard’. It also wanted to develop a more flexible approach around entry
and exit into policing to attract, retain and really nurture talent.
‘Policing in the future won’t be a job for life but will be a connection for life. So, if you’ve reached
a certain point in your career and need to go off and do something else because we can’t satisfy
that need, we won’t think about what you’ve lost but what you’ve gained.’
-HR Strategic Leader
Introducing and embedding a strengths-based approach
The team concluded that a strength-based approach to recruitment and selection supported by the use
of innovative technology would be the best way to meet its needs and help unlock potential. To deliver
the new approach, the Talent and Resourcing Team needed the support of the entire force, so gaining
buy-in from the Chief Officer Team from the outset was critical to its success.
‘Some people love statistics and evidence, others are only convinced when they see it, so we
tried a mixture of things to bring people along and respond to their concerns. We started at the
top, with a vacancy for deputy chief constable, and the initial process combined a blend of the
old and the new for us to learn from – but immediately the feedback was really positive. As we
rolled the process out to other ranks, we immediately got change advocates because people
were talking about it and saying, “I can’t believe how innovative and different this is.”’
-HR Strategic Le
3
The strategy had clear objectives and measures of success:
• Upskill the Talent and Resourcing Team to ensure effective delivery of the programme.
• Create a levelled framework supported by strengths, as identified through success analysis, which
involved speaking to key stakeholders as well as making sure anything designed complemented national
frameworks. This allows the approach to be tailored for different levels and ranks while enabling a
consistent recruitment approach across the entire force.
• Design and implement valid selection processes around six core strengths to assess for future potential.
These incorporated a range of innovative selection tools, including an online immersive assessment,
strengths-based interview, micro exercises and virtual reality. Using this technology has enabled
candidates to act naturally and authentically, demonstrating their true potential rather than focus on
‘rehearsed’ examples of competence.
• Promote a positive candidate experience through managing expectations – workshops held across the
force for each rank to inform employees of the changes and to provide support, advice and guidance
where required.
‘We didn’t want our use of virtual reality and other technology to be seen as just going with the
latest fad, so we were keen to demonstrate its validity and how it adds value through candidate
engagement sessions that allowed people to test the system and become familiar with it.’
-Talent and Development Manager
• Full and comprehensive training for all assessors involved in the selection processes to ensure the
quality of hire.
• Ongoing evaluation and improvements – at the end of each assessment, feedback is collected from
assessors and candidates through debriefs and surveys to continually review, refine and ensure it is fit
for purpose. Any themes of gap areas then shape the development programme.
Outcomes
Feedback on the new approach has been outstanding from the outset: 88% of candidates rated the
candidate experience as excellent or very good, and 68% of candidates felt the process was fair and
consistent (in comparison with 28% in the previous promotion process). This has led to a significant
reduction in appeals from unsuccessful candidates.
‘We have worked hard to reduce any bias in the new system by focusing on the candidate as an
individual and allowing them to demonstrate through the process their potential in the future –
rather than, for example, manager recommendations.’
-Talent and Development Manager
All assessors (100%) rated the strengths-based selection process as excellent or very good and all felt
the process was fair and consistent. Early indicators show significant improvements in the quality of
candidates, speed to competence, work outputs, retention and accelerated progress to the next level of
promotion. Cost per hire has been reduced (by up to half for some job categories that attract a high
volume of applicants). Additionally, instead of the recruitment team shortlisting candidates, the new
process uses online situational strengths tests, which present potential applicants with a realistic job
preview, including the types of situations and scenarios they will face. This process also enables less
suitable candidates to deselect themselves if they feel it’s not the right career move for them.
The approach has attracted considerable interest from other forces as well as other public sector
organisations – all of whom now want to share this best practice.
Case Study Report: Question
Critically analyse the recruitment and selection strategy employed by York Met Police (YMP). Your
critique must include an evaluation of the strengths and weaknesses of the competence-based approach
to recruitment and selection and analyse why the adoption of strength-based approach in recruitment
and selection has been seen as ‘best practice’ at YMP. Further, based on your understanding of relevant
theories/models/concepts in this module, you are required to develop and recommend a post-pandemic
recruitment and selection strategy for YMP with a focus on diversity and digitalisation.

Categories
Human Resource Management

Provides recommendations for overcoming barriers to change.

Scenario
You are the Chief HR Officer of a large textbook publishing company. At the last leadership meeting, the CEO indicated a concern that the company’s customer base was shrinking. The CEO provided data that shows more universities are adopting electronic textbooks; your company only currently produces textbooks in hard copy. Although historically resistant to creating electronic textbooks, the CEO has decided that the time has come to do so. Otherwise, the company may be in danger of shutting down.
The CEO is determined to make the change to e-textbooks successful and has asked you to brief him on potential obstacles to this change. The CEO has specifically asked you to prepare an executive summary describing the most likely risks and obstacles to his plan of changing to the production of electronic textbooks.
Instructions
•APA Format 7th edition
•8 scholarly citation, credible sources only no older than 2016
•Always connect/relate back to the scenario, make up businesses, this needs to be done like a creative writing, so bring the imagination. (review the attached document with rubric specific information for further instructions and guidance).
-Conduct research and prepare an executive summary for the CEO that:
1.Details the most likely reasons change efforts fail.
2.Discusses the risks of change initiatives.
3. Provides recommendations for overcoming barriers to change.
4. Examines the roles of management and HR in change initiatives.
5. Provides attribution for credible sources used in the executive summary.

Categories
Human Resource Management

F​‌‍‍‍‌‍‌‍‍‍‌‌‌‍‌‌‌‌‌‌​ocus Competencies In this project, you will demonstrate y

F​‌‍‍‍‌‍‌‍‍‍‌‌‌‍‌‌‌‌‌‌​ocus
Competencies
In this project, you will demonstrate your mastery of the following competencies:
Determine how an organization gains a competitive advantage
Determine organizational risk and growth opportunities in order to develop a strategic plan
Defend business decisions in support of an organization’s strategic plan
Scenario
It’s the moment of truth: your opportunity to demonstrate why your new product or service is worth funding. You have done the research and know that the funding you seek can be a game changer for the company. Not only will it produce revenue and profitability, but more importantly, it will strategically set the company apart from its competition.
You just have to convince senior management.
In preparation, you have created a checklist for yourself to use in compiling information that includes research, feasibility of the idea via the BMC, scope of project (timeline included), project risk mitigation, DEI, CSR, and 24-month pro forma.
You know that anything can happen in a funding pitch. With this in mind, you are prepared to answer questions that encompass all aspects of the project.
Directions
Create a pitch for funding. In this pitch, you will have to convince senior management to greenlight the new product or service. Aspects of the pitch that must be addressed:
Value proposition: Describe the company’s current value proposition in the market.
Describe the selected company’s main product or service.
Discuss the company’s overall strategic plan.
Competitive advantage: Describe the competitive advantage the company will gain by funding the project.
Describe how you discovered an opportunity to do something better than your competitors.
Determine how the new product or service shifts the value proposition of the company.
Risks and opportunities: Establish the risks and growth opportunities of the company.
Determine if the new product or service could disrupt the current industry.
Identify the risks associated with the development of this new product or service.
Growth opportunities: Describe the areas of potential growth for the company.
Identify the growth opportunities within the company.
Explain how the competitive advantage allows for growth.
Distinguish as a new product or innovation: Distinguish the new product/service as an innovation or improvement on an existing product/service.
Determine if the product or service fits within the capabilities of the company.
Note: a company’s SWOT analysis or 10-K is an indicator of whether the new product or service could be feasible.
Explain how the new product or service adds to the portfolio of the company.
Target segment: Describe the targeted segment.
Identify the target customer.
Explain your blue ocean strategy.
Note: The new market is identified here.
Speculate sales: Speculate on the projected sales.
Justify your product or service by the numbers; discuss your projected revenue gain.
Note: it MUST have an ROI that justifies the project for investors and/or senior management.
Explain the risks associated with projected sales.
Speculate profitability: Speculate on the profitability of your proposed product or service.
Determine if the project is profitable.
Note: In this pitch for funding, senior management has to know that the project, based on market research, is speculated to be profitable. Use the company’s current income statement to project how the company’s profitability will be affected. Look to other companies in the marketplace with products or services similar to the one you are proposing as a basis for your projections. Note: these numbers are purely speculative.
Determine the impact on the functional areas of the business (accounting, marketing, sales, and so on).
CSR plan: Outline the plan to service the community or customers that purchase the product or service.
Discuss how the idea demonstrates corporate social responsibility (CSR).
Identify what the company has invested in as it relates to the communities they serve.
Discuss how a good CSR plan helps the company gain competitive advantage.
DEI plan: Summarize how the project will include a variety of perspectives to get a better unique value proposition.
Determine if the company has a corporate culture built on DEI.
Discuss how the project’s DEI plan fits into the company’s overall strategic plan.
What to Submit
To complete this project, you must submit one of the following:
Funding pitch video or audio recording
Film a 15-minute camera facing or audio only recording. It must be submitted as one of the following file types: SWF, MPG, MPEG, RM, MP3, MP4, M4V, M4A, AVI, WAV, RAM, ASF, MOV, RA. You must also submit a speech outline in a Word document with the topics listed in order and a References page. Sources should be cited according to APA style.
OR
Funding pitch script
Your script should be written as if you were delivering the speech, submitted as a 7- to 8-page Word document. Sources should be cited according to APA style.
Project Rubric
Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Value Proposition: Main Product or Service Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Describes the selected company’s main product or service Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descriptions that are lacking in detail or inaccurate Does not attempt criterion 3
Value Proposition: Overall Strategic Plan Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Discusses the company’s overall strategic plan Shows progress toward proficiency, but with errors or omissions; areas for improvement may include incomplete or inaccurate descriptions of strategic plan Does not attempt criterion 5
Competitive Advantage: Opportunity Discovery Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Describes how you discovered an opportunity to do something better than someone else Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descriptions that are cursory or incomplete Does not attempt criterion 4
Competitive Advantage: Value Proposition Shift Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines how the new product or service shifts the value proposition of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include inaccurate or cursory explanations Does not attempt criterion 5
Risks and Opportunities: Industry Disruption Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines if the new product or service could disrupt the current industry Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is incomplete or inaccurate Does not attempt criterion 4
Risks and Opportunities: Risks Associated With Development Exceeds proficiency in an exceptionally clear, insi​‌‍‍‍‌‍‌‍‍‍‌‌‌‍‌‌‌‌‌‌​ghtful, sophisticated, or creative manner Identifies the risks associated with the development of this new product or service Shows progress toward proficiency, but with errors or omissions; areas for improvement may include risks that are inaccurate or lacking in detail Does not attempt criterion 4
Growth Opportunities: Company Growth Opportunities Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies the growth opportunities within the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include growth opportunities that are inaccurate or lacking in detail Does not attempt criterion 5
Growth Opportunities: Competitive Advantage Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains how the competitive advantage allows for growth Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explanations that are lacking in detail or inaccurate Does not attempt criterion 5
Distinguish as a New Product or Innovation: Fit Within the Capabilities of the Company Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines if the product or service suggested fits within the capabilities of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is inaccurate or cursory Does not attempt criterion 4
Distinguish as a New Product or Innovation: Overall Portfolio Addition Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains how the new product or service adds to the portfolio of the company Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explanations that are fragmentary or incomplete Does not attempt criterion 4
Target Segment: The Customer Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies the target customer Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion of target customer that is lacking in detail or inaccurate Does not attempt criterion 5
Target Segment: Blue Ocean Strategy Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains blue ocean strategy Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explanations that are cursory or inaccurate Does not attempt criterion 5
Speculate sales: Projected Revenue Gain Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Justifies your product or service by the numbers: discusses your projected revenue gain Shows progress toward proficiency, but with errors or omissions; areas for improvement may include justifications that are incomplete or inaccurate Does not attempt criterion 4
Speculate sales: Risks Associated With Sales Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Explains the risks associated with projected sales Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explanations that are not associated with projected sales or fragmentary Does not attempt criterion 5
Speculate Profitability: Is the Project Profitable? Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines if the project is profitable Shows progress toward proficiency, but with errors or omissions; areas for improvement may include determinations that are incomplete or lacking in detail Does not attempt criterion 4
Speculate Profitability: Impact on Functional Areas Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines the impact to the functional areas of the business Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that lacks detail or does not assess the impact on functional areas of business Does not attempt criterion 5
CSR Plan: The CSR Data Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Discusses how the idea demonstrates corporate social responsibility (CSR) Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussions that don’t address CSR or are lacking in detail Does not attempt criterion 4
CSR Plan: Community Investment Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Identifies what the company has invested in as it relates to the communities they serve Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explanations that are lacking in detail or don’t relate to the community being served Does not attempt criterion 4
CSR Plan: Increasing the Competitive Advantage of the Company Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Discusses how a good CSR plan helps the company gain competitive advantage Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussions that are lacking in detail or are not targeted toward helping to gain competitive advantage Does not attempt criterion 3
DEI Plan: The Culture Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Determines if the company has a corporate culture built on DEI Shows progress toward proficiency, but with errors or omissions; areas for improvement may include descriptions that are lacking in detail or cursory Does not attempt criterion 3
DEI Plan: Overall Strategic Plan Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Discusses how the project DEI plan fits into the company’s overall strategic plan Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussion that is missing key components or is inaccurate Does not attempt criterion 5
Articulation of Response Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, negatively impacting readability Submission has critical errors in grammar, sentence structure, and spelling, preventing understanding of ideas 5
Citations and Attributions Uses citations for ideas requiring attribution, with few or no minor errors Uses citations for ideas requiring attribution, with consistent minor errors Uses citations for ideas requiring attribution, with major errors Does not use citations for ideas requiring attribution 5
Total: 100%
Proceed with this script
Your script should be written as if you were delivering the speech, submitted as a 7- to 8-page Word document. Sources should b​‌‍‍‍‌‍‌‍‍‍‌‌‌‍‌‌‌‌‌‌​e cited according to APA style.