Fluent Essays

DUE IN 24 HOURS INSTRUCTIONS ATTACHED You can respond to all three questions in one post. Question 1: Achieving the course outcomes? Our stated Course Outcomes are listed below. Do you believe you have achieved the Course Outcomes? Is there one assignment or reading that has contributed most to your learning? Is there one question or area of interest you would like to have seen explored more? After completing this course, you will be able to: · Understand and apply human resource principles, practices, and tools to inform and guide HR initiatives in alignment with HR and organizational strategies. · Demonstrate an understanding of how the human resource function interacts with other functions within the organization to achieve strategic goals · Understand, interpret, and apply criteria and metrics to evaluate the effectiveness of HR programs to support organizational effectiveness · Understand the major functional areas of HR and recommend HR solutions or initiatives to address dynamic customer and stakeholder needs. · Understand and demonstrate how to apply HR principles in a global context through communication and ethical workplace practices that promote diversity, inclusion, and cultural awareness. Question 2: Which resources or assignments were most helpful to your learning? Why? Question 3: Which topic do you wish had been dealt with more in depth or you found hard to master? Some Assignments completed in the course: QUESTION 1: What does Strategic HR mean? In lesson 1, we talk about the role HR plays within today’s organizations. It’s logical is it not? Today, the most valuable asset a company can have is its employees! Years ago while pursuing our MBAs, we took courses in Inventory Management, Production, and Plant Operations. But then twenty years ago our economy was based upon manufacturing and a company’s production capacity and inventory were of prime importance. Today, we’re in the information age and employees, especially creative employees with innovative ideas and technological skills, are paramount. Twenty years ago, an HRM was little more than an administrator, someone to process the application form and ensure the new employee’s beneficiary form was completed correctly. Today, HRMs are strategic partners in every thriving business enterprise developing policies and programs to support the mission of the business enterprise.  In your own words, discuss what it means to be a strategic business partner.  Why is it important for the HR strategy to be aligned with the business strategy? What skills are important for HR managers to have to be able to effectively add strategic value to the organization? Don't forget to read over and then respond to a colleague's ideas. Be sure to include citations from at least two sources you used to develop your responses! QUESTION 2: Thoughts about HR Functions in today’s world  The field of human resource management has changed significantly over the past several decades. Make note of the HR functions identified in the presentations and readings and reflect carefully on the responsibilities of today’s HRMs. From the learning materials, as well as your own observations and/or experience (if applicable), please describe how the human resource function has changed over the last decade or so. Do you anticipate any further changes to the human resource management role in the near or distant future?  If so, please explain your rationale. Once you’ve posted your thoughts, take the time to respond to a colleague’s ideas. Part A: Diversity, Multiculturalism and Talent Management What are some of the organizational benefits of attracting and retaining a culturally diverse workforce? How can diversity support an organization's talent management strategy? How can multiculturalism support an organization's talent management strategy? What policies would you develop as an HRM to ensure your organization achieves these benefits? Use the articles and resources provided to support your ideas. Part B: Exploring Diversity Programs Select an organization and explore their diversity program.  It could be an organization you have worked for, one you are familiar with, or one you are curious about.  Describe the major components of their diversity program and what makes it effective. Include the website in your reference list. Don't forget to read over and then respond to a colleague's ideas per question. Be sure to include citations from at least two sources you used to develop your responses! Part A: Recruiting Methods Discuss the different types of social media sites that HR professionals can use as recruitment tools. What are some of the advantages and disadvantages of using these sites? Make a case for which social media site you believe to be most effective to recruit quality candidates. Be sure to include an expert's ideas (with proper citations) to support your argument. Part B:  Evaluation of Recruiting and Selection Processes Review some of the examples of metrics included in this week's reading. How can HRMs use metrics to measure the success of the recruiting and selection processes? List 3 metrics that you view as most relevant. Explain your opinions. Be sure to include an expert's ideas (with proper citations) to support your argument. Part A: Motivation and Rewards First, explain why is it important to understand what motivates employees. Then, refer back to lesson 7 (slide 8) and discuss one theory of job dissatisfaction that you believe best applies to the understanding of motivation in the contemporary workplace. Finally, discuss why organizations provide both monetary and non-monetary rewards to employees. Share your thoughts, and use the articles and resources provided to support your ideas. Part B: Compensation and Retention Discuss your perspective on the connection between compensation and retention. What other factors might impact retention? What do you believe are the most important retention factors? Share your thoughts, and use the articles and resources provided to support your ideas. A reminder: Written Assignment 1 is due this Saturday, September 11, 2021, by 11:59 pm (EST).  Please submit the assignment to the Assignment Folder by the due date and time.  Please note that the Academic Integrity Pledge has to be submitted before Assignment 1 can be submitted.  THE ASSIGNMENTS ARE ATTACHED THAT I HAD TO COMPLETE Assignment 2 Due by 11:59pm (EST) Saturday, September 25, 2021 (09/25/21) Please read ALL directions below before starting your assignment. You may find it helpful to print a copy and cross off or highlight as you complete each expectation. Good luck! HRMN300 Assignment 2 – Fall 2021   INSTRUCTIONS: · Please submit your assignment as an attachment in your assignments folder. · Your assignment cannot be accepted via messages or email. · You must submit to the assignment link by the due date stated in the syllabus for credit. A missing assignment will be assigned a 0. · Respond to all three questions below on a new, blank word processing document (such as MS Word). · Indicate which question you are answering by Question Numbers – Q1, Q2 etc. · Develop each answer to the fullest extent possible, discussing the nuances of each topic and presenting your arguments logically. · In addition, include citations from the class content resources in weeks 1-6 to support your arguments. · Each answer should be robust and developed in-depth. · You are expected to demonstrate critical thinking skills as well as an understanding of the issues identified. Some questions may also require personal reflection and practical application Your responses will be evaluated for content as well as grammar and punctuation. · All writing must be your original work. PLEASE do not copy or quote anything. Sources are just that, a reference. Once you locate the information, read and interpret the data. What does it mean to you? Type your own thoughts and own words. Then, include in-text citations to support your ideas. This is not a research paper.   FORMAT: · Include a Cover Page with Name, Date, and Title of Assignment. · Do not include the original question, only the question number. · Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides. Include page numbers according to APA formatting guidelines. · In addition, you will want to include citations in APA format at the end of each answer. Include a minimum of 3 references for each answer. References must be from class materials. Question 1: Training and development are not always mutually exclusive, though they do have a different focus. Though training programs tend to be focused on improving employee performance in a current job, they may also be preparing employees for future assignments/jobs. In your own words, describe and provide at least one example of each of the following: a) the difference between employee development and training programs; b) how training programs can be used to support employee development; c) how training and development support career planning. Question 2: A) Imagine that you are a manager preparing for your first performance feedback session with your employee. You want the session to be effective for the employee, so he/she will have the motivation and knowledge to improve performance. You also want to provide a valid, accurate evaluation of the employee’s performance. · What are the steps that you would take to prepare for the session? · What sources of data would you consider? · Finally, outline how you would conduct the feedback and evaluation. B) Assume the role of the employee. How would you need to prepare for your performance evaluation meeting? How would you prepare yourself to respond to any negative or constructive feedback? Question 3: A) Define and discuss in detail the two types of sexual harassment found in the workplace. Your answer should include the actions employers can take to create a legal defense and the actions a person subject to this type of treatment or who witnesses these actions can take. B) Evaluate the sexual harassment policies of your organization and the role of the human resource manager. How were these policies communicated? How were employees trained? Discuss three ideas to improve effectiveness in reducing cases of sexual harassment. Assignment 1 Due by 11:59pm (EST) Saturday, September 11, 2021 (09/11/21) Please read ALL directions below before starting your assignment. You may find it helpful to print a copy and cross off or highlight as you complete each expectation. Good luck! HRMN300 Assignment 1 – Fall 2021   INSTRUCTIONS: · Please submit your assignment as an attachment in your assignments folder. · Your assignment cannot be accepted via messages or email. · You must submit to the assignment link by the due date stated in the syllabus for credit. A missing assignment will be assigned a 0. · Respond to all four questions below on a new, blank word processing document (such as MS Word). · Indicate which question you are answering by including the question number – Q1, Q2 etc. · Develop each answer to the fullest extent possible, discussing the nuances of each topic and presenting your arguments logically. · In addition, include citations from the class content resources in weeks 1- 4 to support your arguments. · Each answer should be robust and developed in-depth. · You are expected to demonstrate critical thinking skills, as well as an understanding of the issues identified. Some questions may also require personal reflection and practical application. Your responses will be evaluated for content as well as grammar and punctuation. · All writing must be your original work. PLEASE do not copy or quote anything. Sources are just that, a reference. Once you locate the information, read and interpret the data. What does it mean to you? Type your own thoughts and own words. Then, include in-text citations to support your ideas. This is not a research paper.   FORMAT: · Include a Cover Page with Name, Date, and Title of Assignment. · Do not include the original question, only the question number. · Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides. Include page numbers according to APA formatting guidelines. · In addition, you will want to include citations in APA format at the end of each answer. Include a minimum of 3 references for each answer. ---------------------------------------------------------------------------------------------------- Question 1: A) Discuss the evolution of the HR role from administrative to strategic. · What internal and external factors were involved in this transition? · Rank and discuss the top three skills needed by HR professionals to be effective as strategic business partners. Provide your rationale with supporting evidence. B) Reflect on the HR function in your current organization or an organization you have worked for in the past. · Evaluate the HR role in the organization and discuss the alignment between HR priorities and the organizational strategy (do not name the organization). · Did you see evidence of a strategic focus? Support your position with specific examples. Question 2: A) Discuss how an organization’s diversity strategy can support the business strategy. Provide at least three specific examples and explain why and how they support organizational success. B) Consider the organization you work for or one you have worked for in the past and evaluate the diversity program. How was it effective and how did it support the strategic goals of the organization? If it was not effective, explain what factors made it ineffective. Question 3: Some organizations follow a lengthy, complex selection process, whereas in other organizations the process may be more streamlined. Some may view the longer and more complex selection process to be more valid. A) What are the advantages and disadvantages of using a lengthier process versus a more streamlined (shorter) one? Consider the perspectives of both the job seekers and the organization and the tradeoffs between efficiency and effectiveness. As a job seeker, what process would you prefer to follow and why? B) Consider the selection process for an organization where you were ultimately hired. How would you describe the process from a candidate perspective? Do you believe it was effective? Why or why not? Question 4: A) Why is retention such a major focus for human resource managers? How does focusing on retention add strategic value to the organization? B) How would you go about developing an employee retention program for your organization? · Be specific in terms of what steps you would you take. · What might be your biggest challenge and why? · What type of metrics would you need to obtain? Discuss at least two. Why did you select these metrics? © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 1 Final Exam Case Study Please read ALL directions below before starting your final assignment. INSTRUCTIONS: • Read the entire case study carefully and then respond to all questions in each of the four scenarios. • Develop each answer to the fullest extent possible, including in-text citations from course resources in weeks 1 - 7, where applicable, to support your arguments. • Submit your assignment as a separate MS Word document in your assignments folder. Do not type your answers into the case study document. o Include a Cover Page with Name, Date, and Title of Assignment. o Do not include the original question. Use the following format: Scenario 1: question 1, etc. o Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides. o Include page numbers according to APA formatting guidelines. o Include references in APA format at the end of each answer. • You must submit to the assignment link by the due date. . A missing assignment will be assigned a grade of 0. pkudva Cross-Out 2 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Introduction and Organization Overview DRA Performance Solutions (DRA PS) was founded in 1992 with the goal to improve human performance using multiple technology avenues. To improve human performance, DRA PS makes recommendations about how to change work environments to improve employee performance, motivation and morale; and develops courseware for skill improvement. The Training Solutions Division of DRA PS develops the courseware products. Revenue for past year: $25 million. Revenue for the Training Solutions Division for the past year: $10 million. DRA PS total workforce: 650 employees, 260 of whom are employed in the Training Solutions Division. Case Study Background The Training Solutions Division (TSD) of DRA PS was recently awarded a $6 million contract to develop a training academy for BTA, a United States government organization with highly educated personnel. The contract is for 36 months. The academy must be up and running in three months and the first classroom course offered at the start of the fourth month. TSD must develop the following before the first classroom course is offered: a. A project plan and timeline for the academy’s development, including web site design and launch, course development and repeat course cycles. b. Paper-based training and educational products. c. Web-based training and educational products. d. Digitized video training and educational products. e. Marketing brochures, posters and e-mail announcements. © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 3 f. Event logistics plans. g. Delivery schedules for 15 courses. h. Training analyses for the first and second courses. i. Instructional design plans. j. An instructor’s guide, participant manual and PowerPoint presentation with a variety of multimedia components such as graphics, animations and videos for the first course. k. An examination for the first course. The training academy will be completely virtual. All academy marketing, courses and attendee registration will occur online. In addition, the academy web site will house course materials and records for attendee access, and an interactive forum for academy member collaboration. The contract requires TSD to develop 15 classroom-based courses that are highly interactive and use innovative multimedia approaches. After all the courses are developed and delivered one time, they will be repeated during the last year of the three-year project. Project Phases Project development will occur in two phases: Phase 1: Create the training academy (3 months). Implement organizational structure. Develop and launch web site. Develop and implement branding for the academy. Develop and distribute marketing materials. Develop the first course. Deliver the first course. Begin development of the second course through the analysis phase. 4 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Phase 2: Maintain academy operations, develop and implement remaining courses, and offer repeat sessions (2 years and 9 months). Complete development of the second course. Deliver the second course. Implement development schedule for the next 13 courses. Offer repeat courses during last year of the contract. Continue to manage the academy, maintain the web site and market the courses. Organizational Structure DRA PS’s current organizational structure: © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 5 The Training Solutions Division is a matrix organization* divided into the following branches: Project Management Instructional Design Graphic Design 6 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Programming Document Production Logistics Multimedia * A matrix organization uses a multiple chain‐of‐command system. In a matrix organization, employees typically report to a manager with profit or overall project responsibility and to their functional manager who is responsible for maintaining product quality and functional performance. Current TSD Staffing All 260 employees in the Training Solutions Division are already assigned to projects. The new contract will require TSD to determine how many employees they will need for each division branch and for each project. They will need to take into account when current projects are ending; who can be moved from those projects to the new project; and how many new employees will be needed. Scenario 1: Increasing Staff to Complete the First Phase Read the Introduction of DRA PS. Additional Scenario Information MRG HPI Policies and Guidelines for Assigning Employees to Projects DRA PS is committed to maintaining a highly qualified talent pool. Therefore, all DRA PS employees must be considered for new work opportunities before being terminated due to lack of an available, relevant assignment. New employees must be hired to support existing workloads. Full-time position requests must include verification of the project assignment; a budget to support the position; and the © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 7 duration of the assignment. If project will be short in duration, term hires must be considered or even the use of a consultant or subcontractor. The addition of a new position requires written approval from the project manager, branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer and the vice president of Human Resources. Subcontractor hiring requires written approval from the project manager, branch chief, of the vice president of the Training Solutions Division, the vice president of Contracts, the chief operating officer, the chief financial officer and the vice president of Human Resources. Staff reassignments require written approval from the branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer, the vice president of Human Resources and the chief executive officer. Answer the following: 1. What are some of the positions you may need to recruit? Why? 2. What are the existing recruitment policies and guidelines and what challenges may they cause? 3. How will you meet those challenges? 4. What is your recruitment strategy? 8 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Scenario 2: The Effect of Firing the Program Manager on Staffing for the Second Phase of the Project Read the Introduction of DRA PS. Additional Scenario Information Work is well underway. A Task Management Educational Plan is being written to articulate the scope, work breakdown, processes, schedules and assignments at each project phase. This plan must be done within the first month of the project start date. DRA PS hired a new program manager from outside the organization to oversee the new project. DRA PS hired her based on her college degree and years of experience in the field and needs her to get up to speed quickly. An existing program manager who worked on the project proposal and who has met the client is assigned the project’s principal instructional designer. Client’s Requirements The client expects the program manager to conduct weekly status meetings with them; communicate with them on a daily basis through e-mails and telephone calls; and to meet established deadlines for product delivery. The client will conduct quality assurance reviews immediately to keep the schedule on time. Schedule and Workload Requirements The team is organized into three divisions: course development, marketing, and web site development. Each division has a lead team member. The program manager has oversight of the entire project. The web site must be designed and launched two months after the project start date. A marketing plan and branding campaign must be designed before the web site can launch. Marketing products must be ready for distribution at the same time as the web site launch. The first course must be delivered at the start of the fourth month from the project start date. © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 9 The course review and rehearsal must be ready two months after the project start date. Analysis work for the second course must start two months after the project start date. Program Manager’s Actions The program manager seems friendly but does not seem to be leading the team. She holds weekly status meetings with the client but doesn’t say anything during those meetings. She responds only by e-mail to client communications and calls only to confirm meetings. The client is not impressed with the program manager’s performance and notices that the lead instructional designer is actually filling both the program manager and instructional designer roles. One month into the project, the client mentions the program manager’s performance to the vice president of the division. The vice president promises to talk to the program manager and help her improve her performance. By the end of the second month, the analysis for the second course has started. The first course is ready for review and rehearsal, which means all materials have been developed and are ready for instructor review. The preliminary branding campaign was completed, marketing materials are ready for approval, and the first version of the web site has launched. The vice president of the division phones the client and asks for feedback on the project accomplishments to date and the program manager’s performance. The client praises the progress made in such a short time but thinks it has happened in spite of the program manager. The client informs the vice president that the program manager missed the deadline for delivery of the Task Management Educational Plan. When it was finally delivered, the client sent it back as unsatisfactory. Also, the client feels that the program manager has been uncommunicative; she has not said a dozen words in the past eight weekly progress meetings. The client is not pleased with the program manager’s performance. At the end of the third month, DRA PS decides to replace the program manager. In spite of this, team leaders have made sure that the first course is ready, the web site is launched, and the marketing plan is developed and implemented on schedule. A new program manager is needed right away. Answer the following: 1. How would you have handled the program manager’s performance issues? Was the right decision made to replace her? Why or why not? 2. What options exist to find a new program manager? 3. Discuss the benefits and risks of hiring the lead instructional designer for this role. 4. Discuss the recruitment and retention challenges you face in filling the position quickly. 10 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Scenario 3: The Effect of Losing Staff Members during a Staff Reduction Read the Introduction of DRA PS. Additional Scenario Information Six months into the project, the client reviews the progress and issues a stop-work order. The main issues identified during their review: There were different expectations about the complexity of graphics in course development and course materials. There were different opinions about the level of marketing required (marketing a course versus the entire academy, no post-course promos, etc.). There were issues with instructors. There were instances where instructors had rescheduled on multiple occasions or cancelled. There were concerns about the subject matter experts (SMEs). SMEs had been hired outside of the budgeted amount. There were also concerns about the SMEs not providing the level of technical writing expertise required, which resulted in having to hire additional technical writers. DRA PS addressed some of these concerns by removing the videotaping requirement during the analysis phase and removing the repeat courses that were going to be offered during the final contract year. By eliminating videotaping and repeat courses, the remaining courses to be developed and presented were stretched over the rest of the contract (2 ½ years). This means that instead of developing and offering the 15 courses using two teams in a staggered fashion over two years, DRA PS must reduce staff. Currently there are three senior instructional designers, six graphic artists, three document specialists, six technical writers, three subject matter experts, and two editors assigned to the teams. Your subject matter experts are consultants under contract. You don’t want to lose your staff, but you may have no choice but to let some go. Some of the employees resign when they hear the news. Three instructional designers quit and the remaining three are searching for new jobs. All your technical writers have résumés out to potential employers. Your senior graphics lead, a person you count on, has a job offer with another organization. What will you do to maintain a staff to meet the contractual changes and ensure a quality product? What can you do to retain your employees and instill confidence that the program is stable? Answer the following: © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 11 1. What are your primary retention issues? What challenges do the existing recruitment and retention policies and guidelines create? 2. What can be done to retain existing employees? 3. How will you motivate the current team? 4. How will you go about replacing the ones who have left (positions that are still needed)? Scenario 4: The Effect of Additional Workload on Continuing Operations Read the Introduction of DRA PS. Additional Scenario Information The issues that caused the work-stop order were satisfactorily addressed and work on the project resumed. The client is impressed with DRA PS’s work products and with how they addressed some difficult issues during the development and delivery of the last six or seven courses. The client wants to add repeat courses back into the schedule and add four new courses. The client wants to start the new courses immediately and wants them completed within the next 12 months. The current work must continue and not be affected by the additional work. Current Schedule and Workload Requirements One course is scheduled to be completed this year. Three more courses are to be developed next year. It takes 6 months to develop each course. The three-year contract ends September 30 next year. All of the additional work must be completed by that date. Current staffing consists of: One senior instructional designer Three graphic artists One director/videographer One subcontracted sound technician 12 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. One media specialist One logistics coordinator One web programmer Two technical writers One subcontracted subject matter expert One editor One document specialist Current Organizational Structure The training academy is now two years old. DRA PS has developed seven courses; the last one was the most challenging to develop and yet one of the most successful. The success rejuvenated the team, which was struggling after the termination of the program manager, the three-month work stoppage, a change to the workload and schedule requirements, and the loss of co-workers. Development and delivery schedules were tight and required a great deal of commitment and hard work. The teams’ moods have run the gamut from devastation to euphoria. The current mood is somewhere in between. Retention and Recruitment Issues In the previous scenario, some staff members were looking for employment elsewhere. Motivation issues still persist. Additional staffing is needed because of the new work. A staffing analysis concluded that seven teams will be necessary to accomplish the additional work. Staff additions include: Three graphic artists Two logistics staff Three document specialists Two editors Fourteen technical writers Seven instructional designers (these will be negotiated with the subcontractor) Answer the following: 1. Outline the steps you would take to hire employees for seven new teams. 2. What internal and/or external methods could be used to recruit and staff quality teams? 3. How will you ensure a fair, equitable, and market competitive compensation and reward strategy? 4. Propose two strategies to quickly integrate the new teams into the existing workforce. 5. Discuss two ways you will proactively manage any potential performance issues. © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 13 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 15