Category: Human Resource Management homework help

 
Week 10 Discussion – Staffing a Role
.
Select a job/position you are very familiar with. Feel free to use your current role or one from a previous employer. Assume your employer wants to add an additional resource to the staff and you have been asked to partner with the HR recruiter to help staff the role. Assume that a job analysis has already been developed with a current job description and proposed interview questions.
Post a Response
Please Respond to the following:
What methods/venues would you use to advertise the position?
What would your target population be to source the most qualified candidates and ensure that there is a diverse slate of candidates to interview?
What type of interview process would you utilize and who should participate?

 
Overview
Over the past 10 weeks of this course, you have studied and developed an understanding of several key recruitment and employee retention topics and strategies. As you’ve learned, recruiting and retaining the right employees is an important part of managing and maintaining a successful organization. You will now draw from the knowledge you have gained in the prior week’s discussions and assignments to develop a final recruitment and retention plan.
Instructions
Develop a 6-7 page recruitment and retention plan for entry-level college graduate candidates at a company of your choice, based on the topical outline you created in Week 9. Ensure that your plan is clear and capable of implementation by HRMs or other company managers. Your plan may include elements or sections common within your selected company’s industry.
Explain why specific job positions are needed to support the company’s strategic goals and objectives.

Be sure to identify each job position by title.

Describe the recruitment tactics you intend to deploy, with justification, including messaging, candidate assessment, and effectiveness measurement.
Create a recruitment planning template applicable to a targeted industry, including key elements in communications, interviews, or hiring considerations for a targeted industry.

Refer to the Washington State recruitment planning template as an example.

Describe the practices and strategies you will implement, with justification, to improve the company’s retention rate.
Explain what specific recruitment and retention actions you will take, with justification, to help ensure a diverse workforce.
Use sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides.
This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.
Resources
Review the following resources:
Recruitment Plan Template.Download Recruitment Plan Template.
Managing For Employee Retention, which is located on the XanEdu page under the Course Information module.
The specific course learning outcome associated with this assignment is:
Develop a recruitment and retention plan that will help achieve organizational goals while supporting workforce diversity, equity, and inclusion.
View Rubric
 

 
Overview
As part of your preparation for the Week 10 Assignment, you will create a topical outline concentrating on the details of a recruitment and retention plan.
You may wish to research recruitment and retention topics using the library. You may also review the XanEdu resource Managing for Employee Retention, which is located on the XanEdu page under the Course Information module.
A sample recruitment plan from another U.S.-based university may assist you as you complete this task. It can be viewed in the Recruitment Plan Template Download Recruitment Plan Template.Links to an external site.
Instructions
For this activity, please complete the following:
Create a topical outline (consisting of 6-7 topical sections) for a recruiting plan for an organization you are interested in.
Create a topical outline (consisting of 6-7 topical sections) for a retention plan for the same organization.
You will use these outlines to help you create the plans you will submit in your final assignment in Week 10.

 
Week 9 Discussion – Employee Turnover
Employee turnover has many causes. Two common causes are:
A poor socialization process (the employee was not properly initiated to the organization).
An inadequate employee evaluation program (employees are never sure of how they are actually performing their jobs).
Post a Response
Select one of the employee turnover causes and identify a situation you have experienced in which one of these was a problem.
Describe the problem and how you would have improved this situation. Use external sources to support your response.

 
Read the article titled “Top Five Issues Facing Human Resources in 2020Links to an external site.” and outline a five-stage plan of an intervention process for one current issue in human resources. Justify each stage’s impact on an organization’s OLM designed to address the chosen issue.
https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/04/06/top-five-issues-facing-human-resources-in-2020/?sh=5a489d6b48d5

 
Please respond to the following:
Outline a plan to teach employees the importance of incorporating productive learning as an improvement in their department, job, process, product, or service. Provide at least two examples of productive learning in your plan.

  
Instructions
This past week, you identified your Chronic Illnesses Management project risks and analysis technique. For this assignment, you will perform a risk analysis and prioritization for your project using the identified technique (technical risks, managerial risks, commercial risks, and external risks).  Your assignment deliverable should include:
1. Risk Report
· Template
2. Risk register
· Excel spreadsheet template
1. List your top project risks and prioritize how severe each risk is.
2. Describe the impact to the project and how likely are they to occur.
3. Determine how often the project will refresh the assessment of the top risks.
4. Determine who owns the top risks and is accountable for results, and to whom do they report.
5. Discuss the steps you will use to perform risk analysis and prioritize risk in your project risk register, and
6. Discuss which analysis approach you will use (qualitative/quantitative risk analysis techniques) and why.
Your risk report should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect graduate-level writing and APA standards. Be sure to adhere to Northcentral University’s Academic Integrity Policy.
Length: Include the risk register excel and risk report. The report should be a minimum of 3-5 pages, not including title and reference pages, which is based on risk report template.
References: Include a minimum of 2 scholarly articles. 

 Carefully review the simulation’s introductory information and instructions, as well as the information in the OM Simulation Descriptions and Implementation Tips. After completing the simulation, capture a screen image of your final simulation results, including the rubric evaluation metrics (i.e., MAPE), which are to be included in your Critical Thinking Assignment.
The Operations Quality Management assignment content must include the following:
2.2 Provide a brief definition of operations quality management and identify why it is important in an organization’s operations
2.3 Provide a brief overview description of the Quality Management Simulation, including the targeted goals of the simulation.
2.4 Describe specifics about the model or approach used as the basis for your strategy in performing the Quality Management Simulation; in an appendix, including an illustrated (worked-out) example of a formula, calculation, or technique developed as a central part of your Quality Management Simulation strategy. Clearly describe what your investment priority strategy based on quality considerations was.
2.5 Describe at least three operations quality management methods, principles, or techniques experienced in the Quality Management Simulation. These may include benchmarking, employee involvement, customer feedback, PDCA, cause and effect diagram, House of Quality, etc.
2.6 Clearly describe your simulation results and indicate how well they met the targeted simulation goals.
2.7 Itemize at least three lessons learned from the Quality Management Simulation and describe how this understanding is important for a career in operations management.  Here you can describe a relationship of failure rates, internal/external failures, cost of quality, investment priorities and profit; what impacted most for star rating; any surprises; etc.
2.8 Conclusion should present a recap of key points and summary of main emphasis without repeating verbatim and exclusive of new information.

 
Prepare a 10-12 slide presentation to persuade the company’s owner of the many positive changes that support the employee experience and the value of performance management. Each slide should include speaker notes that flesh out the information listed on the slide.
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Introduction
The employee’s life and performance in the workplace are viewed through a very different lens than they once were—and the “once were” was not very long ago. New employees are coming to organizations with a higher set of expectations across a myriad of different person-to-organization touchpoints. From the pre-joining brand attraction phase to onboarding and required early career training, a smooth, professional, and engaging process is expected. For this assessment, you will be creating a presentation that is intended to convince your company’s owner—you work in a founder-based organization—-that a modern employee experience is of value. Key areas such as employee engagement, communication, and performance evaluation should all be aligned. Employees should be encouraged through robust learning programs linked to both pay and awards of individual and team recognition rich with meaning and symbols. Lastly, employees should receive meaningful performance feedback that focuses on their successes as well as challenges. Feedback should be presented in a way that encourages the employee and reduces the traditional stress associated with the performance appraisal process.
The HR concept of the employee experience comes from the field of marketing and seeks to provide HR professionals and their clients a very different perspective of work and the workplace. This means many different things to different people. It may mean well-conceived and executed onboarding processes, access to good cuisine, an accommodating place to work, opportunities for advancement, work rotations, or personal growth. The challenge is to create the best possible experience for the employees in the organization, which will attract employees with high potential to make valuable contributions. Determining what makes work a positive experience by a significant majority is similar to benefits programs but from the view of demographic influences, and there will be generational differences and lifestyle-oriented preferences.
Assessment Introduction
Scenario
This assessment examines how to assess the effectiveness of a performance management process and how to design and manage the employee experience (organization perspective) in a legacy architectural engineering company.
You work in a founder-based organization. The company designs large bridges for locations all over the world. It is located in a small town and is the largest employer in the area. The company has a great technical reputation in the business, but they have not had a human resources professional working in the organization until you arrived. The company has a tough, somewhat dated, approach to many things.
There is no on-boarding process; employees are expected to start work day one of their employment.
There are no performance appraisals at the end of the year, and employees who have performance problems are separated and never get a chance to grow and reach their full potential.
There are no recognition programs and employees seem confused about how to move up in the organization.
There are promotions, but there does not seem to be any rhyme or reason as to how people are selected for advancement.
While design and engineering work is detailed and complicated, no employees have an office. Cubicles are very small and very close to each other.
Current employees complain they have nowhere nearby to eat.
For this assessment, you will be creating a persuasive presentation that is intended to convince your company’s owner that a modern employee experience is of value. Key areas such as employee engagement, communication, and performance evaluation should all be aligned. Employees should be encouraged through robust learning programs linked to both pay and awards of individual and team recognition rich with meaning and symbols. Lastly, employees should receive meaningful performance feedback that focuses on their successes as well as challenges. Feedback should be presented in a way that encourages the employee and reduces the traditional stress associated with the performance appraisal process.
Your Challenge
Prepare a PowerPoint presentation, including speaker notes for each slide, to persuade the company’s owner of the many positive changes that support the employee experience and the value of performance management. In the process, consider the organizational challenges you will face. Also, discuss the potential negative impact associated with change. How can you make employees feel valued, ensure they have opportunities for future growth with the organization, and encourage them to commit to a long-term professional relationship? What can be done to provide employees valuable performance feedback in a professional and effective manner that is both fair and objective?
Assessment Instructions
Prepare a 10–12 slide presentation that states your recommended course of action. Each slide should include speaker notes that flesh out the information listed on the slide. Along with your recommendation, include the following:
Present an analysis of the organization’s dated approach to performance feedback and propose alternatives.

Provide a description of the current state.
What are the issues, and what impact are they having?

Describe approaches to resolve the issue of the company not having any employee rewards and recognition programs.

Determine what courses of action should be used.

Explain what recommendation you would make to respond to the absence of an onboarding program, its implications, and how to mitigate issues.

Explain why you selected the course of action.

Describe how you would provide consulting services to organizational leaders to recognize the value of employee engagement.

Explain the benefits.
Identify the risks of low employee engagement.

Define a plan to implement and support employee engagement.

What are the purpose and intent?
What steps would you take?
How will you ensure success?

Review the HR Challenge: Performance Management and the Employee Experience (Organizational Perspective) Scoring Guide to see the criteria by which your assessment will be evaluated.
Submission Requirements
The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:
Length: Your plan should include 10–12 presentation slides, not including the cover slide, title slide, and resources slide.

The cover slide should include your name, the course number, assessment title, and date. No other information is required on this slide.
The title slide should include the title of the presentation, and a subtitle, if needed.
Each content slide should include speaker notes expanding on the slide’s content,
The resource slide (reference list) should be the last slide.

Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.
Font and font size: Arial or Verdana.

Keep font size at 24 point or above for slide titles.
Keep font size at 18 or above for headings and explanatory text.

Resources: Use at least six scholarly or academic sources.
Evidence: Support your assertions with data and in-text citations.
APA formatting: Resources and in-text citations are formatted according to current APA Style and Format guidelines.
Written communication:

Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.
Use spell-check and other tools to ensure correct spelling and grammar.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.
ePortfolio
You should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to examine sourcing and managing talent and its impact on performance management. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:
Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.

Describe approaches to resolve the issue of the company not having any employee rewards and recognition programs.

Competency 2: Apply talent mobility practices for an organization.

Explain what recommendation you would make to respond to the absence of an onboarding program, its implications, and how to mitigate issues.

Competency 3: Examine approaches to workforce planning to determine present and future talent needs.

Describe how you would provide consulting services to organizational leaders to recognize the value of employee engagement.
Define a plan to implement and support employee engagement.

Competency 4: Evaluate performance management systems to align with organizational needs.

Present an analysis of the organization’s dated approach to performance feedback and propose alternatives.

Competency 5: Communicate clearly, accurately, and professionally for the HR field.

Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.

Prepare a 3-4-page report on how you plan to approach employee talent development, employee success, retention, and the employee experience issues with viable recommendations for solutions.
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Introduction
What is the employee experience from the employee’s perspective? The employee experience is when an employee considers their work more than just a job. Employers hope for that possibility, even though it is unlikely every employee in the organization will attain a high level of enjoyment from their work and their work environment. The employee perspective means pride in their employment and a passion for what they do, whom they do it with, and respect for their organizational leadership.
We have arrived at a time in history where talent matters and retaining that talent is not a simple or inexpensive process. Employees today desire a great deal more than employees have in the past. Work has become more important to employees than ever before. Expectations for dynamic, interesting work and a work environment that enhances the process of work grows ever greater each year. The workplace takes up the vast majority of an employee’s life, and this previously accepted tradition of work not being fun or even tolerable has been rejected. In addition, the idea that an employee’s career is for them to manage may be true, but management can make that a great deal more exciting and productive if the pathways to success are clear and available.
Assessment Introduction
Scenario
You are an HR professional at a large teaching hospital with responsibility for the areas of employee talent development and employee experience (sometimes called employee perspective). The hospital’s mission is to integrate a broad spectrum of clinical care, teaching, and research, with special emphasis on the health of children and their families, for two states on the east coast of the United States.
Recently, you have observed high rates of turnover across a number of occupations. Licensed practical nurses, radiologist technicians, surgical technicians, pharmacy technicians, medical assistants, laboratory technicians, and dietitian assistants are at the top of the list of people your hospital cannot keep. You have been conducting exit interviews and talking to current employees about what the areas of concern are that could be influencing the high rate of turnover.
As it turns out, another hospital in the area that has been aggressively recruiting new employees. The hospital is associated with a medical school and an external physician assistance program. They are using a completely new employee experience approach that includes:
Advancement opportunities through joint university and technical certification programs.
Cross-field rotations.
Tuition assistance.
Scholarship programs for entry into the physician assistant program.
Work time for physical fitness.
Co-located complimentary daycare for second and third shift staff.
A gourmet cafeteria.
These benefits are part of what the private hospital calls a comprehensive work-life career-investment program for employees. Your institution has a legacy cafeteria and nothing that mirrors the other hospital’s employee experience program. Additionally, recent engagement surveys indicate that employees are not getting the career guidance from team leaders and supervisors that they think they should. Several surveys of employees found that they felt they are not valued or considered part of the organization and that “only doctors and RNs really mattered.”
Your Challenge
This assessment examines how to assess the effectiveness of employee talent development and employee experience (employee perspective). Consider the challenging conditions that you would face in the situation presented.
What would your next step be in confronting the HR challenge faced by the hospital from a competitive standpoint? Should you present the differences between your hospital and its competitor’s programs to your supervisors or even the hospital director? If yes, why, and how would you go about that? If not, what would your rationale be for your decision?
What research would you do? Making the type of changes that the other hospital made is a major effort in cost and from an organizational culture and employee-valuing perspective.
What challenges might you face from your own HR director? From medical staff leaders and others? The cost of current turnover is coming close to 15% of yearly salary for some positions, and the loss of institutional knowledge is affecting treatment quality, according to a panel of physicians and nursing staff.
What new and different programs might be introduced into the organization to improve the employee experience considering the scope of challenges that were discussed in the introduction?
Your job in this assessment is to use the guidance from above to prepare a report for your supervisors on how you plan to approach the employee talent development and employee experience (employee perspective) problems with viable recommendations for solutions. Please provide at least six academic, scholarly, or professional resources from the Capella University Library.
Assessment Instructions
Prepare a 3–4-page report that states your recommended course of action. Along with your recommendation, include the following:
Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.

What is the scope of the differences between your hospital and its competitor?
What would it take to emulate the competitor’s programs?

Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.

What challenges would be faced by trying to emulate the competitor’s programs?
What would the risks be by not addressing the differences between your hospital and its competitor?

Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.

What is causing the turnover?
What actions can you take to address the issue?

Describe programs you would introduce to improve the employee experience.

What are the different parts of your programs?
What are they intended to do?

Review the HR Challenge: The Employee Experience – Pathways to Employee Success and Retention Scoring Guide to see the criteria by which your assessment will be evaluated.
Submission Requirements
The deliverable for this assessment applies professional skills in Human Resources Management (HRM) to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your learning, we focus on the development of effective professional communication skills for the workplace. Your assessment should meet the following additional requirements:
Length: Your plan should be 3–4 typed, double-spaced pages, not including the cover and resources pages.

The first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this page.
The last page should be the reference list.

Organization: Make sure that your assessment writing is well-organized, using headings and subheadings to organize content for the reader.
Font and font size: Times New Roman, 12-point font.
Resources: Use a minimum of six references from academic, scholarly, or professional publications.
Evidence: Support your assertions with data and in-text citations.
APA formatting: Resources and in-text citations are formatted according to current APA Style and Format guidelines.
Written communication:

Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.
Use spell-check and other tools to ensure correct spelling and grammar.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.
ePortfolio
You should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to analyze employee talent development, employee success, retention and the employee experience. This skill is necessary in a professional setting when you are trying to make strategic recommendations. You will want to organize your assessments to easily support future reflection and completion of your HRM capstone project as well as for showcasing your knowledge with employers after graduation. For more information on ePortfolio, visit the Campus ePortfolio page.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:
Competency 1: Develop strategic recruiting approaches and selection methods to support an organization’s talent goals.

Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.
Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.

Competency 2: Apply talent mobility practices for an organization.

Describe programs you would introduce to improve the employee experience.

Competency 3: Examine approaches to workforce planning to determine present and future talent needs.

Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.

Competency 5: Communicate clearly, accurately, and professionally for the HR field.

Support main points and recommendations with relevant and credible evidence.
Address the appropriate audience, using familiar, discipline-specific language and terminology.