Category: Human Resource Management

This is your third case study assignment out of four. For this assignment, you will need to access the full-length case study you have been assigned at the top of this page within your Case Studies eText. You are required to read and analyze this case study.
Your analysis must:
Describe the company’s current Value Chain. (minimum of 1 page)
Identify and explain/justify any changes to the Value Chain you think are appropriate. If no changes, explain why not. (minimum of 1 page)
Provide a total of four findings of fact; 1 from the following four functional areas of business:
Management
Marketing
Finance or Accounting
Management Information Systems
Provide a full justification and recommendation for each finding of fact (minimum of 1 page each)
Directions:
Case Study Assignment 3 should be double-spaced, 12-point font, and not exceed 10 pages.

Cleaning operations and handymen are two of the most important jobs that Managed by Q employs since they are the face of the company. 2015 pay rates and bonuses are listed in the case for the markets of New York, San Francisco, and Chicago. Managed by Q, during this time, was assessing moving into Boston, Atlanta, and Washington DC. 1. Create a job description for each of these two roles (cleaning operators and handymen). 2. Then assess the pay rates in 2015 vs today. What changes would you see? 3. Finally, assess the current New York, San Francisco and Chicago rates vs Boston, Atlanta, and Washington. If Q expanded into these markets, would they be able to offer the same rates? Some good resources to use: Bureau of Labor Statistics: National Data
Bureau of Labor Statistics: State Data
Bureau of Labor Statistics: Metropolitan Data
O Net Online

How can a top management team lower the chances that key managers will pursue their own self-interests at the expense of stockholders? At the expense of the employees? At the expense of other key stakeholders? Without compromising the identity of an individual or group of individuals, share examples you have witnessed where this type of behavior occurred. What action did senior management take to curb the behavior? If no action was taken, in your opinion what could have senior management done?

Cleaning operations and handymen are two of the most important jobs that Managed by Q employs since they are the face of the company. 2015 pay rates and bonuses are listed in the case for the markets of New York, San Francisco, and Chicago. Managed by Q, during this time, was assessing moving into Boston, Atlanta, and Washington DC. 1. Create a job description for each of these two roles (cleaning operators and handymen). 2. Then assess the pay rates in 2015 vs today. What changes would you see? 3. Finally, assess the current New York, San Francisco and Chicago rates vs Boston, Atlanta, and Washington. If Q expanded into these markets, would they be able to offer the same rates? Some good resources to use: Bureau of Labor Statistics: National Data
Bureau of Labor Statistics: State Data
Bureau of Labor Statistics: Metropolitan Data
O Net Online

How can a top management team lower the chances that key managers will pursue their own self-interests at the expense of stockholders? At the expense of the employees? At the expense of other key stakeholders? Without compromising the identity of an individual or group of individuals, share examples you have witnessed where this type of behavior occurred. What action did senior management take to curb the behavior? If no action was taken, in your opinion what could have senior management done?

Investigate the challenges associated with incorporating DEI principles into a performance management system. Analyze the recruitment and retention challenges in relation to performance appraisal systems. Examine the challenges associated with evaluating the performance of remote or gig workers. Explore the expectations and preferences of different generations in the workforce regarding performance evaluation. Understand how a performance management system can impact the phenomena of the “great resignation” and “quiet quitting.” Methodology: Conduct a comprehensive literature review to gather scholarly articles, research studies, case studies, and industry reports related to the research objectives. Analyze and synthesize the information to provide an insightful analysis of the challenges and considerations in designing an inclusive PMS. Structure of the Academic Paper: Introduction
Provide an overview of the importance of performance management systems. State the research objectives of the paper. Challenges of Incorporating DEI Principles in PMS Discuss the significance of DEI in the workplace and its impact on performance appraisal. Explore challenges related to bias, fairness, and inclusivity in PMS design. Present strategies and best practices to promote DEI in performance management. Recruitment and Retention Challenges in PMS Identify the relationship between performance appraisal systems and recruitment/retention. Discuss challenges related to attracting and retaining diverse talent. Examine strategies for aligning PMS with recruitment and retention objectives. Evaluating the Performance of Remote or Gig Workers
Highlight the growth of remote and gig work and its implications for performance evaluation. Identify challenges in assessing the performance of remote or gig workers. Explore technological solutions and management practices to overcome these challenges. Generational Differences in Performance Evaluation
Examine the expectations and preferences of different generations in the workforce. Discuss challenges in meeting the diverse needs of different generations. Propose strategies for adapting PMS to accommodate generational differences. Impact of PMS on the Great Resignation and Quiet Quitting
Define the concepts of the great resignation and quiet quitting. Analyze how performance management systems can contribute to these phenomena. Discuss ways to mitigate negative impacts and foster employee engagement. Conclusion Summarize the key findings and insights from the research. Provide recommendations for designing an effective and inclusive PMS.

The final project for this course is the creation of a human resources workforce plan on a company of your choice (ULTA BEAUTY-Milestone 1 ATTACHED). The current state of the chosen organization’s workforce will be examined and plans to meet organizational goals will be detailed. The workforce plan will describe the process that a human resource manager must take in order to achieve the desired results, supported by scholarly research. The final artifact will be a document worthy of presentation to future employers as a methodical approach in identifying and resolving talent development and workforce planning discrepancies. The proposed workforce plan should cover talent development and workforce planning as they relate to the organizational goals of projected growth and projected reductions, as well as current staffing level. The “big picture” view is to determine, from an HR standpoint, where the company wants to go, assess where they are at currently, and design a plan to get from where they are to where they want to be.
Milestone Two Prompt
Submit a paper analyzing the current state of the workforce for your chosen company. This information will be used as part of the final Human Resources Workforce Plan. Within the analysis of the current state, address the following:
Competency Gaps
What is the current state of the workforce of your company?
Based on the company’s strategic goals, are there gaps in the competencies of the current workforce? Explain how you identified these gaps (or lack of gaps).
Does the company systematically identify competency (or skill) gaps for workforce planning and development purposes? If so, explain their current process, including the types of data used for analysis. If not, provide a framework for identifying gaps in the current workforce.
What is the current human resources strategy for your company? Is it integrated with the company’s business strategy?
Strategies
What is the talent development strategy for your organization? Is it apparent to employees?
Does this strategy align with employee goals? Discuss.
Does the strategy align with organizational goals? Discuss.
Training
Identify the training and employee development needs at your company.
Are these needs currently integrated in a training and development program? Explain.

I already write the first 3 part and you should write the D and E. And I choose the “the amount of greenhouse emissions it creates to operate” as my problem which is in the picture below.
Part D: Provide OpenAI with at least 2 and no more than 3 recommendations as to steps it can take to mitigate or ameliorate the concerns you have highlighted. This section must also show identification of risks that could be faced for successful implementation of the recommendations and potential mitigation actions.
Part E: What have I learned? Having completed each of the above parts what did you learn? Has your thinking changed? Why or why not?
You should finish the above two parts based on the document I provided. Part D use third person perspective and Part E use first person. Don’t write too general suggestions in Part D. Thank you!!!!

Peer Review Instructions
In this peer assignment you will conduct an internal/external scan of your own organization. If you do not currently work in an organization, you may a) use a past
organization with which you are familiar b) research an organization, or c)
interview someone about the hiring processes at their organization. Peer reviewers will evaluate your answer to these components using a rubric, and will also assess the overall quality of your writing. I. Internal Analysis:
Identify one internal factor in your organization from the list below and learn more about this topic in your organization. Talk with one to two key company leaders to truly understand the impact of these areas. For instance, is there a concern about baby boomers retiring? Are job candidates demanding greater compensation and is the company able to meet those demands? What challenges do these areas pose? Your goal at this point is not to solve the problem, but to better understand the issues your company is facing, from the lens of managers and those directly affected. Current workforce profile demographics Current/future sales projections
Succession plans and the need to grow and retain key positions
Turnover
Employee Engagement
Budgets and wages
Current issues with productivity, quality, safety
Production capabilities
Technology
Section 2. External Factors
Identify one external factor in your organization from the list below and learn more about this topic in your organization. Talk with one to two company leaders to truly understand the impact of these areas. For instance, is there a concern about the current unemployment rates? What threat do competitors pose by reducing available talent, or potentially hiring your best people away? What challenges do these areas pose? Your goal is to better understand the external issues your company is facing, from the lens of managers and those directly affected. Labor Market– pay rates, unemployment
Economy
Competition
Globalization
Technology
Industry
Legislation
Customer demands (seasonality, preferences)
Location of organization
Societal changes and demographics
Section 3. Workforce Planning Solutions
Identify one solution for one of the workforce staffing challenges that a leader described in your meetings (or that you found in your research if you weren’t able to talk with anyone). How will this solution benefit the organization? What are the short and long term gains? What are the limitations of this solution. Hold a follow-up meeting with one of the managers you spoke to and discuss the feasbility of your idea.

Distributed workforces have had to adapt very quickly in the post-pandemic workplace. One of the ways distributed workforces have adapted is by adopting a hybrid workforce model. This type of model comes with many benefits for the organization and its employees, but it can also present new challenges for HR. For example, when all employees are onsite at an office location, Human Resources can plan onboarding sessions, networking events, etc. However, when employees are virtual, there can be challenges in creating meaningful opportunities to develop relationships with their peers or to experience the true culture of an organization. As organizations move to adopt this type of model, HR can play a critical role in helping to ensure a successful and smooth transition. In this discussion, you and your peers will consider some of the challenges that HR might face when assisting with such transitions and reflect on how you personally feel about the idea of working in a hybrid workplace in the future. For your initial post, imagine that you are suddenly faced with having to work from home (or maybe you already do!), and address the following: What challenges would you personally need to find solutions for? (Think about your workspace, communication, equipment, job tasks, etc.) What would you like and dislike about working remotely? What priority do you place on working in a hybrid workplace in a post-pandemic world? Why?