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    **## JWI_521_Week_3_lecture_1192.pdf**

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Three Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 2 of 5

    HOW TO ASSESS A JOB CANDIDATE

    What it Means

    Whether hiring from the outside or promoting from within, you should never appraise a candidate
    solely based on the experience listed on their resume. It is highly unlikely that your candidate has
    ever been in a job with the same goals, challenges, and resources as the open position. When
    jobs are unique, intangible traits make the difference between average and outstanding
    performance.

    So, what can you do to assess your candidates effectively? Follow a strategic approach to hiring,
    based on competencies. First, understand the competencies required for the open position. Second,
    put together a shortlist with the candidates most likely to have those competencies. Third, create a
    set of interview questions that will probe for those specific competencies in each candidate.

    Why it Matters

    • Appraisal of candidates for hiring or promotion is an important, complex, and
    challenging task

    • The typical interview process is poorly structured and fails to identify the best
    candidates

    • Well-structured interviews, based on competencies, will greatly improve your
    company’s hires

    “Hiring is the most important people function that you have,
    and most of us aren’t as good at it as we think.”

    Laszlo Bock

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 3 of 5

    HOW TO PREPARE FOR INTERVIEWS

    Unfortunately, most interviews are ineffective. The typical job interview is highly unstructured. The
    interviewer asks different, unplanned questions of different candidates. There is little advance preparation to
    determine what competencies the position requires, what needs to be learned about the candidates to
    identify these competencies, and which questions will best elicit this information.

    This situation leads to ineffective interviews, which lead to poor hiring decisions, which lead to lower
    retention and poorer employee performance. This is a high cost for both failing to adequately analyze the
    requirements for the position and not planning in advance to design a consistent and structured interview
    process. Structured interviews have been found to be twice as effective as unstructured ones. Structured
    interviews are designed based on careful analysis of the relevant competencies, as well as careful thought
    about the type of questions that can be used to identify those competencies.

    Research shows that two types of structured interview are particularly reliable across a wide variety of jobs.
    One is the behavioral interview, which is built around questions aimed at understanding what the candidate
    has done in actual situations. The other is the situational interview, which is built around questions that probe
    what the candidate would do in hypothetical situations. Both behavioral and situational approaches require
    significant preparation, including a detailed plan for each meeting with the candidate. What competencies
    will you investigate, and what questions will measure each required competency?

    When a candidate has some relevant experience, the behavioral approach is preferable. It focuses on facts
    rather than on speculation, and offers an opportunity to probe more deeply into a candidate’s actions and
    choices. When the candidate has no relevant experience, the situational interview is often the better
    alternative. It can also be effective to use a combination of the two approaches, including some behavioral
    questions and some situational questions. Whichever approach is used, it is very important that call
    candidates are asked the same set of questions, so that the assessors can make effective comparisons.

    Structured interviews are the result of careful planning and disciplined implementation. First, the hiring team
    identifies the key competencies required for the position. Then, they create a list of questions that can help
    identify whether the candidate has those competencies. Finally, the assessors are ready to ask candidates
    about their experiences and behavior in relation to the competencies that are needed for a good hire.

    NEVER HIRE ALONE

    You may be hiring someone who will be working exclusively for you. Or you may have a clear idea of exactly
    the type of person needed for a particular position, and believe you have already found just that person. Or
    you may simply be in a hurry to fill the position. But, no matter how quickly you need to fill the position or
    how promising a candidate looks, make sure that several people interview every candidate. And listen when
    a trusted colleague tells you she has a lingering suspicion that the candidate is not what they seem.

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 4 of 5

    Carefully select the people who will help you interview candidates. Some interviewers are much better than
    others. How do you identify your high-caliber assessors? First, given the complexity of the task, you want
    people who are familiar with the range of experiences and competencies relevant to the position. Other
    attributes common to high-caliber assessors include good listening skills, the ability to decode nonverbal
    behavior, and high self-awareness. Finally, the assessor must be strongly motivated to conduct a sound
    appraisal and willing to take the time to prepare properly for the task.

    USING COMPETENCIES TO CREATE QUESTIONS

    The chart below shows how competencies can provide the structure to design an effective interview. The
    search in this example is for a marketing director for a consumer goods company. The team identified five
    competencies required for the position, as well as some required technical qualifications. The chart below
    shows the five competencies, along with some of the questions the assessors developed to measure each
    competency.

    COMPETENCY SOME QUESTIONS ASKED

    Results oriented

    • Have you been involved in a business or product launch? What were the specific
    steps you took to support the success of the launch?

    • Describe the most successful marketing communications project you have led.
    How did you measure the results?

    Team-centered
    leadership

    • Describe a time you led a team to be more effective. What did you do? How did
    the team and the organization benefit from your actions?

    • Describe a time you were asked to lead a particularly challenging team project.
    How did you overcome the obstacles you faced?

    Strategic thinker
    • What are the top three strategic issues that your current company faces?

    • Describe a situation in which you have been personally involved in addressing one
    of these issues. What actions did you take?

    Change agent

    • Describe a time when you faced organizational resistance to a project you had to
    implement. How did you handle it? Would you handle it any differently now?

    • Given our company culture and the changes we need, what specific examples
    from your experience demonstrate your ability to perform effectively in this role?

    Ability to respond to
    deadline pressure

    • Describe a time when you made an extraordinary effort to meet a tight deadline.
    What were the results?

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 5 of 5

    GETTING THE MOST OUT OF THIS WEEK’S CLASS

    As you read the materials and participate in class activities, stay focused on the key learning outcomes for
    the week:

    • Understand the difference between behavioral and situational interviews

    Think about your own experience with interviews, either as a candidate or as an interviewer. Did you
    encounter behavioral or situational questions? If so, what skills and competencies did they reveal in
    you or the candidate you were interviewing? If not, could such questions have improved the
    outcomes of those interviews? Does your HR team make sufficient use of these types of interview
    questions? If not, what can be done to address this issue?

    • Explore the use of competencies to design structured interviews

    In your organization, do job descriptions include a clear set of competencies required for the role?
    Does your HR team understand how to use competencies related to an open position to design
    structured interviews? Do candidates competing for the same position in your company get asked
    the same questions, so that their capabilities can be effectively compared?

    • Compare different models to assess job candidates and make hiring decisions

    Consider the assessment techniques and interview practices used in your own organization. Is there
    a well-defined process for interviewing candidates? How are assessors chosen and trained to
    perform the important task of evaluating prospective candidates? Is the process of interviewing and
    assessing candidates a team effort? What would it take to develop a new, more structured model of
    interviewing in your organization, and how could HR help to make that happen?

    **RecruitDiscussion3.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/recruitdiscussion3-jpeg)

    **RecruitDiscussion3.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/recruitdiscussion3-jpeg)

    **## JWI_521_Week_3_lecture_1192.pdf**

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Three Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 2 of 5

    HOW TO ASSESS A JOB CANDIDATE

    What it Means

    Whether hiring from the outside or promoting from within, you should never appraise a candidate
    solely based on the experience listed on their resume. It is highly unlikely that your candidate has
    ever been in a job with the same goals, challenges, and resources as the open position. When
    jobs are unique, intangible traits make the difference between average and outstanding
    performance.

    So, what can you do to assess your candidates effectively? Follow a strategic approach to hiring,
    based on competencies. First, understand the competencies required for the open position. Second,
    put together a shortlist with the candidates most likely to have those competencies. Third, create a
    set of interview questions that will probe for those specific competencies in each candidate.

    Why it Matters

    • Appraisal of candidates for hiring or promotion is an important, complex, and
    challenging task

    • The typical interview process is poorly structured and fails to identify the best
    candidates

    • Well-structured interviews, based on competencies, will greatly improve your
    company’s hires

    “Hiring is the most important people function that you have,
    and most of us aren’t as good at it as we think.”

    Laszlo Bock

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 3 of 5

    HOW TO PREPARE FOR INTERVIEWS

    Unfortunately, most interviews are ineffective. The typical job interview is highly unstructured. The
    interviewer asks different, unplanned questions of different candidates. There is little advance preparation to
    determine what competencies the position requires, what needs to be learned about the candidates to
    identify these competencies, and which questions will best elicit this information.

    This situation leads to ineffective interviews, which lead to poor hiring decisions, which lead to lower
    retention and poorer employee performance. This is a high cost for both failing to adequately analyze the
    requirements for the position and not planning in advance to design a consistent and structured interview
    process. Structured interviews have been found to be twice as effective as unstructured ones. Structured
    interviews are designed based on careful analysis of the relevant competencies, as well as careful thought
    about the type of questions that can be used to identify those competencies.

    Research shows that two types of structured interview are particularly reliable across a wide variety of jobs.
    One is the behavioral interview, which is built around questions aimed at understanding what the candidate
    has done in actual situations. The other is the situational interview, which is built around questions that probe
    what the candidate would do in hypothetical situations. Both behavioral and situational approaches require
    significant preparation, including a detailed plan for each meeting with the candidate. What competencies
    will you investigate, and what questions will measure each required competency?

    When a candidate has some relevant experience, the behavioral approach is preferable. It focuses on facts
    rather than on speculation, and offers an opportunity to probe more deeply into a candidate’s actions and
    choices. When the candidate has no relevant experience, the situational interview is often the better
    alternative. It can also be effective to use a combination of the two approaches, including some behavioral
    questions and some situational questions. Whichever approach is used, it is very important that call
    candidates are asked the same set of questions, so that the assessors can make effective comparisons.

    Structured interviews are the result of careful planning and disciplined implementation. First, the hiring team
    identifies the key competencies required for the position. Then, they create a list of questions that can help
    identify whether the candidate has those competencies. Finally, the assessors are ready to ask candidates
    about their experiences and behavior in relation to the competencies that are needed for a good hire.

    NEVER HIRE ALONE

    You may be hiring someone who will be working exclusively for you. Or you may have a clear idea of exactly
    the type of person needed for a particular position, and believe you have already found just that person. Or
    you may simply be in a hurry to fill the position. But, no matter how quickly you need to fill the position or
    how promising a candidate looks, make sure that several people interview every candidate. And listen when
    a trusted colleague tells you she has a lingering suspicion that the candidate is not what they seem.

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 4 of 5

    Carefully select the people who will help you interview candidates. Some interviewers are much better than
    others. How do you identify your high-caliber assessors? First, given the complexity of the task, you want
    people who are familiar with the range of experiences and competencies relevant to the position. Other
    attributes common to high-caliber assessors include good listening skills, the ability to decode nonverbal
    behavior, and high self-awareness. Finally, the assessor must be strongly motivated to conduct a sound
    appraisal and willing to take the time to prepare properly for the task.

    USING COMPETENCIES TO CREATE QUESTIONS

    The chart below shows how competencies can provide the structure to design an effective interview. The
    search in this example is for a marketing director for a consumer goods company. The team identified five
    competencies required for the position, as well as some required technical qualifications. The chart below
    shows the five competencies, along with some of the questions the assessors developed to measure each
    competency.

    COMPETENCY SOME QUESTIONS ASKED

    Results oriented

    • Have you been involved in a business or product launch? What were the specific
    steps you took to support the success of the launch?

    • Describe the most successful marketing communications project you have led.
    How did you measure the results?

    Team-centered
    leadership

    • Describe a time you led a team to be more effective. What did you do? How did
    the team and the organization benefit from your actions?

    • Describe a time you were asked to lead a particularly challenging team project.
    How did you overcome the obstacles you faced?

    Strategic thinker
    • What are the top three strategic issues that your current company faces?

    • Describe a situation in which you have been personally involved in addressing one
    of these issues. What actions did you take?

    Change agent

    • Describe a time when you faced organizational resistance to a project you had to
    implement. How did you handle it? Would you handle it any differently now?

    • Given our company culture and the changes we need, what specific examples
    from your experience demonstrate your ability to perform effectively in this role?

    Ability to respond to
    deadline pressure

    • Describe a time when you made an extraordinary effort to meet a tight deadline.
    What were the results?

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 5 of 5

    GETTING THE MOST OUT OF THIS WEEK’S CLASS

    As you read the materials and participate in class activities, stay focused on the key learning outcomes for
    the week:

    • Understand the difference between behavioral and situational interviews

    Think about your own experience with interviews, either as a candidate or as an interviewer. Did you
    encounter behavioral or situational questions? If so, what skills and competencies did they reveal in
    you or the candidate you were interviewing? If not, could such questions have improved the
    outcomes of those interviews? Does your HR team make sufficient use of these types of interview
    questions? If not, what can be done to address this issue?

    • Explore the use of competencies to design structured interviews

    In your organization, do job descriptions include a clear set of competencies required for the role?
    Does your HR team understand how to use competencies related to an open position to design
    structured interviews? Do candidates competing for the same position in your company get asked
    the same questions, so that their capabilities can be effectively compared?

    • Compare different models to assess job candidates and make hiring decisions

    Consider the assessment techniques and interview practices used in your own organization. Is there
    a well-defined process for interviewing candidates? How are assessors chosen and trained to
    perform the important task of evaluating prospective candidates? Is the process of interviewing and
    assessing candidates a team effort? What would it take to develop a new, more structured model of
    interviewing in your organization, and how could HR help to make that happen?

    **RecruitDiscussion3.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/recruitdiscussion3-jpeg)

    **## JWI_521_Week_3_lecture_1192.pdf**

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Three Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 2 of 5

    HOW TO ASSESS A JOB CANDIDATE

    What it Means

    Whether hiring from the outside or promoting from within, you should never appraise a candidate
    solely based on the experience listed on their resume. It is highly unlikely that your candidate has
    ever been in a job with the same goals, challenges, and resources as the open position. When
    jobs are unique, intangible traits make the difference between average and outstanding
    performance.

    So, what can you do to assess your candidates effectively? Follow a strategic approach to hiring,
    based on competencies. First, understand the competencies required for the open position. Second,
    put together a shortlist with the candidates most likely to have those competencies. Third, create a
    set of interview questions that will probe for those specific competencies in each candidate.

    Why it Matters

    • Appraisal of candidates for hiring or promotion is an important, complex, and
    challenging task

    • The typical interview process is poorly structured and fails to identify the best
    candidates

    • Well-structured interviews, based on competencies, will greatly improve your
    company’s hires

    “Hiring is the most important people function that you have,
    and most of us aren’t as good at it as we think.”

    Laszlo Bock

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 3 of 5

    HOW TO PREPARE FOR INTERVIEWS

    Unfortunately, most interviews are ineffective. The typical job interview is highly unstructured. The
    interviewer asks different, unplanned questions of different candidates. There is little advance preparation to
    determine what competencies the position requires, what needs to be learned about the candidates to
    identify these competencies, and which questions will best elicit this information.

    This situation leads to ineffective interviews, which lead to poor hiring decisions, which lead to lower
    retention and poorer employee performance. This is a high cost for both failing to adequately analyze the
    requirements for the position and not planning in advance to design a consistent and structured interview
    process. Structured interviews have been found to be twice as effective as unstructured ones. Structured
    interviews are designed based on careful analysis of the relevant competencies, as well as careful thought
    about the type of questions that can be used to identify those competencies.

    Research shows that two types of structured interview are particularly reliable across a wide variety of jobs.
    One is the behavioral interview, which is built around questions aimed at understanding what the candidate
    has done in actual situations. The other is the situational interview, which is built around questions that probe
    what the candidate would do in hypothetical situations. Both behavioral and situational approaches require
    significant preparation, including a detailed plan for each meeting with the candidate. What competencies
    will you investigate, and what questions will measure each required competency?

    When a candidate has some relevant experience, the behavioral approach is preferable. It focuses on facts
    rather than on speculation, and offers an opportunity to probe more deeply into a candidate’s actions and
    choices. When the candidate has no relevant experience, the situational interview is often the better
    alternative. It can also be effective to use a combination of the two approaches, including some behavioral
    questions and some situational questions. Whichever approach is used, it is very important that call
    candidates are asked the same set of questions, so that the assessors can make effective comparisons.

    Structured interviews are the result of careful planning and disciplined implementation. First, the hiring team
    identifies the key competencies required for the position. Then, they create a list of questions that can help
    identify whether the candidate has those competencies. Finally, the assessors are ready to ask candidates
    about their experiences and behavior in relation to the competencies that are needed for a good hire.

    NEVER HIRE ALONE

    You may be hiring someone who will be working exclusively for you. Or you may have a clear idea of exactly
    the type of person needed for a particular position, and believe you have already found just that person. Or
    you may simply be in a hurry to fill the position. But, no matter how quickly you need to fill the position or
    how promising a candidate looks, make sure that several people interview every candidate. And listen when
    a trusted colleague tells you she has a lingering suspicion that the candidate is not what they seem.

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 4 of 5

    Carefully select the people who will help you interview candidates. Some interviewers are much better than
    others. How do you identify your high-caliber assessors? First, given the complexity of the task, you want
    people who are familiar with the range of experiences and competencies relevant to the position. Other
    attributes common to high-caliber assessors include good listening skills, the ability to decode nonverbal
    behavior, and high self-awareness. Finally, the assessor must be strongly motivated to conduct a sound
    appraisal and willing to take the time to prepare properly for the task.

    USING COMPETENCIES TO CREATE QUESTIONS

    The chart below shows how competencies can provide the structure to design an effective interview. The
    search in this example is for a marketing director for a consumer goods company. The team identified five
    competencies required for the position, as well as some required technical qualifications. The chart below
    shows the five competencies, along with some of the questions the assessors developed to measure each
    competency.

    COMPETENCY SOME QUESTIONS ASKED

    Results oriented

    • Have you been involved in a business or product launch? What were the specific
    steps you took to support the success of the launch?

    • Describe the most successful marketing communications project you have led.
    How did you measure the results?

    Team-centered
    leadership

    • Describe a time you led a team to be more effective. What did you do? How did
    the team and the organization benefit from your actions?

    • Describe a time you were asked to lead a particularly challenging team project.
    How did you overcome the obstacles you faced?

    Strategic thinker
    • What are the top three strategic issues that your current company faces?

    • Describe a situation in which you have been personally involved in addressing one
    of these issues. What actions did you take?

    Change agent

    • Describe a time when you faced organizational resistance to a project you had to
    implement. How did you handle it? Would you handle it any differently now?

    • Given our company culture and the changes we need, what specific examples
    from your experience demonstrate your ability to perform effectively in this role?

    Ability to respond to
    deadline pressure

    • Describe a time when you made an extraordinary effort to meet a tight deadline.
    What were the results?

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 521 – Week 3 Lecture Notes (1192) Page 5 of 5

    GETTING THE MOST OUT OF THIS WEEK’S CLASS

    As you read the materials and participate in class activities, stay focused on the key learning outcomes for
    the week:

    • Understand the difference between behavioral and situational interviews

    Think about your own experience with interviews, either as a candidate or as an interviewer. Did you
    encounter behavioral or situational questions? If so, what skills and competencies did they reveal in
    you or the candidate you were interviewing? If not, could such questions have improved the
    outcomes of those interviews? Does your HR team make sufficient use of these types of interview
    questions? If not, what can be done to address this issue?

    • Explore the use of competencies to design structured interviews

    In your organization, do job descriptions include a clear set of competencies required for the role?
    Does your HR team understand how to use competencies related to an open position to design
    structured interviews? Do candidates competing for the same position in your company get asked
    the same questions, so that their capabilities can be effectively compared?

    • Compare different models to assess job candidates and make hiring decisions

    Consider the assessment techniques and interview practices used in your own organization. Is there
    a well-defined process for interviewing candidates? How are assessors chosen and trained to
    perform the important task of evaluating prospective candidates? Is the process of interviewing and
    assessing candidates a team effort? What would it take to develop a new, more structured model of
    interviewing in your organization, and how could HR help to make that happen?

    **RecruitDiscussion3.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/recruitdiscussion3-jpeg)

  • [Solved] Business writing

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) With the help of technology, scamming has evolved alarmingly over the past five years. Write a comparative analysis in 700 words identifying two differences and one similarity between scamming in Brazil and Ja…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    With the help of technology, scamming has evolved alarmingly over the past five years. Write a comparative analysis in 700 words identifying two differences and one similarity between scamming in Brazil and Jamaica.

    – a year ago

  • [Solved] nursing

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    Registered nurses hold a pivotal position – a year ago

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    Registered nurses hold a pivotal position

    – a year ago

  • [Solved] see below

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    PLEASE UPLOAD EACH DISCUSSION SEPARATELY – a year ago

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    PLEASE UPLOAD EACH DISCUSSION SEPARATELY

    – a year ago

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    [>Criminal homework help](https://www.sweetstudy.com/fields/law-criminal) – a year ago **files (1)** – ## two.docx **## two.docx** During this module we will continue our discussion by focusing on Critical Theory and Feminism Theory. During this module we will also watch one important movie related …

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    [>Criminal homework help](https://www.sweetstudy.com/fields/law-criminal)

    – a year ago

    **files (1)**

    – ## two.docx

    **## two.docx**

    During this module we will continue our discussion by focusing on Critical Theory and Feminism Theory. During this module we will also watch one important movie related to our discussions. The title of the movie is "Crash" which is product of 2004. You need to use scholarly materials to support your statements. The film reflection notes are expected to be between 700 to 800 words that will include the following:

    1. General introduction of film and explaining important parts of it

    2. Applying main concepts and arguments of class materials to the movie.

    3. Your brief analysis and conclusion,

    4. References and appropriate citations.

    **## two.docx**

    During this module we will continue our discussion by focusing on Critical Theory and Feminism Theory. During this module we will also watch one important movie related to our discussions. The title of the movie is "Crash" which is product of 2004. You need to use scholarly materials to support your statements. The film reflection notes are expected to be between 700 to 800 words that will include the following:

    1. General introduction of film and explaining important parts of it

    2. Applying main concepts and arguments of class materials to the movie.

    3. Your brief analysis and conclusion,

    4. References and appropriate citations.

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) DUE 27TH – a year ago **files (1)** – ## Week6WritingAssignmentGuidelines.docx **## Week6WritingAssignmentGuidelines.docx** **Week 6 Writing Assignment: Developing Your Personal Code of Ethics** A personal cod…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    DUE 27TH

    – a year ago

    **files (1)**

    – ## Week6WritingAssignmentGuidelines.docx

    **## Week6WritingAssignmentGuidelines.docx**

    **Week 6 Writing Assignment: Developing Your Personal Code of Ethics**

    A personal code of ethics puts into writing those ideas, values, and philosophies that are the essence of your life. This exercise allows you to reflect on your own core values and commitments—to create a snapshot in time of your personal value system.

    ASSIGNMENT: Write a reflection paper that demonstrates that you thought through the strengths, challenges, and opportunities of your primary ethical lens.

    Paragraph 1: Introduction

    Consider the following topics in your introductory paragraph

    · Do you interact with people differently in your various personal and professional roles?

    · Reflecting on the information about your core ethical lens, what resonated with you and where did you find differences?

    · Which people and organizations have been the most important in shaping your ethical values? What specifically about them and their values did you respect?

    Paragraph 2:

    Consider:

    · What does the phrase “personal ethics” mean to you?

    · What values take priority when you have to choose and your values are in conflict?

    · What commitments serve as the basis for shaping your value priorities?

    · What principles are important for you to follow?

    · What ideal goals are important for you to use in your life?

    · How do your actions, habits, behavior, and character traits affect the relationships in your life?

    · What virtues are important for you to develop as you build your character?

    Paragraph 3:

    Consider :

    · How would you manage a situation where you believed that something was not aligned with your personal ethics?

    · What commitments serve as the basis for shaping your relationships?

    · What personal approach do you take to help you answer and deal with ethical questions?

    · What would you do if you saw a friend behaving in what you thought was an unethical manner?

    · How do you avoid your ethical blind spots?

    · How do you assure that you build ethical awareness?

    · How do you work to assure consistency in your ethical values?

    · If you asked a friend to describe you, what would they say?

    The last paragraph will be your own personal code of ethics, where you describe the values that are the most important to you and the specific behaviors that flow from those values.

    Tips for writing your personal code of ethics:

    · Keep the statement simple and clear. Make sure you use words that you understand and have meaning for you.

    · Keep you statement positive. Focus on your strengths and aspirations.

    · Your statement should touch upon who you are (your character) and the values that have a significant positive impact on your life

    · Include behaviors and character traits that you consider particularly important or ones you want to develop further.

    · Be creative and come up with your own words so that your statement reflects who you are.

    For example:

    [Choose two to four values] serve as the foundation for my life. To bring these alive I [cite specific behaviors that show how you live by these values] to live out my core ethical principles.

    Or

    I choose to live my life applying [choose two to four values] and I express these values by [cite specific behaviors that show how you live by these values] to build a strong ethical character.

    Or

    I value [choose two to four values] because [cite reasons why these values are important to you]. Accordingly, I will [cite what you can do to live by these values] to build strong, fair relationships.

    Or

    I live each day with [choose two to four values] so that [state what living these values will give you] so that [state what living these values will give you]. I will do this by [cite specific behaviors you will use to live by these values] to achieve my ethical goals.

    After writing your Personal Ethics Statement:

    1. Once you finish writing your statement share it with someone close to you and see if they agree with what you wrote.

    2. Look back at the information about your primary lens; does the statement reflect that lens?

    Remember your personal ethics continue to grow and develop over time and are influenced by many circumstances and events. Your Personal Ethics Statement will continue to change and evolve as you gain insights about yourself and as you keep on choosing what you want to be, do, and have during this lifetime.

    **## Week6WritingAssignmentGuidelines.docx**

    **Week 6 Writing Assignment: Developing Your Personal Code of Ethics**

    A personal code of ethics puts into writing those ideas, values, and philosophies that are the essence of your life. This exercise allows you to reflect on your own core values and commitments—to create a snapshot in time of your personal value system.

    ASSIGNMENT: Write a reflection paper that demonstrates that you thought through the strengths, challenges, and opportunities of your primary ethical lens.

    Paragraph 1: Introduction

    Consider the following topics in your introductory paragraph

    · Do you interact with people differently in your various personal and professional roles?

    · Reflecting on the information about your core ethical lens, what resonated with you and where did you find differences?

    · Which people and organizations have been the most important in shaping your ethical values? What specifically about them and their values did you respect?

    Paragraph 2:

    Consider:

    · What does the phrase “personal ethics” mean to you?

    · What values take priority when you have to choose and your values are in conflict?

    · What commitments serve as the basis for shaping your value priorities?

    · What principles are important for you to follow?

    · What ideal goals are important for you to use in your life?

    · How do your actions, habits, behavior, and character traits affect the relationships in your life?

    · What virtues are important for you to develop as you build your character?

    Paragraph 3:

    Consider :

    · How would you manage a situation where you believed that something was not aligned with your personal ethics?

    · What commitments serve as the basis for shaping your relationships?

    · What personal approach do you take to help you answer and deal with ethical questions?

    · What would you do if you saw a friend behaving in what you thought was an unethical manner?

    · How do you avoid your ethical blind spots?

    · How do you assure that you build ethical awareness?

    · How do you work to assure consistency in your ethical values?

    · If you asked a friend to describe you, what would they say?

    The last paragraph will be your own personal code of ethics, where you describe the values that are the most important to you and the specific behaviors that flow from those values.

    Tips for writing your personal code of ethics:

    · Keep the statement simple and clear. Make sure you use words that you understand and have meaning for you.

    · Keep you statement positive. Focus on your strengths and aspirations.

    · Your statement should touch upon who you are (your character) and the values that have a significant positive impact on your life

    · Include behaviors and character traits that you consider particularly important or ones you want to develop further.

    · Be creative and come up with your own words so that your statement reflects who you are.

    For example:

    [Choose two to four values] serve as the foundation for my life. To bring these alive I [cite specific behaviors that show how you live by these values] to live out my core ethical principles.

    Or

    I choose to live my life applying [choose two to four values] and I express these values by [cite specific behaviors that show how you live by these values] to build a strong ethical character.

    Or

    I value [choose two to four values] because [cite reasons why these values are important to you]. Accordingly, I will [cite what you can do to live by these values] to build strong, fair relationships.

    Or

    I live each day with [choose two to four values] so that [state what living these values will give you] so that [state what living these values will give you]. I will do this by [cite specific behaviors you will use to live by these values] to achieve my ethical goals.

    After writing your Personal Ethics Statement:

    1. Once you finish writing your statement share it with someone close to you and see if they agree with what you wrote.

    2. Look back at the information about your primary lens; does the statement reflect that lens?

    Remember your personal ethics continue to grow and develop over time and are influenced by many circumstances and events. Your Personal Ethics Statement will continue to change and evolve as you gain insights about yourself and as you keep on choosing what you want to be, do, and have during this lifetime.

  • [Solved] English help

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    help with English homework

    – a year ago

  • [Solved] Prof Double R

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    Based on your peers' initial post, what do you imagine would have changed from a societal standpoint over the course of 50 years? MAGDA POST For the time capsule, I contributed a narrative exploring _Discourses Surrounding Hispanic and Latinx Populations_ in the U.S. It focused on how Latinx communi…

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    Based on your peers' initial post, what do you imagine would have changed from a societal standpoint over the course of 50 years?

    MAGDA POST

    For the time capsule, I contributed a narrative exploring _Discourses Surrounding Hispanic and Latinx Populations_ in the U.S. It focused on how Latinx communities have historically been misrepresented in media, politics, and academia, and highlighted how advocacy, mental health research, and literature have helped reclaim their stories. The sources I used provided insight into the impact of structural inequality and the importance of elevating voices that have long been overlooked.

    If I were a member of society 50 years from now, I’d view this contribution as both a powerful reflection of resilience and a reminder of past injustices. I might also notice its progressive bias. It centers marginalized voices without representing all sides of the discourse equally. However, I believe that was intentional, meant to correct historical gaps rather than present a “neutral” perspective.

    Ultimately, I would hope future readers see this piece as part of a broader effort to ensure Latinx histories are preserved, honored, and learned from.

    DANNY POST

    For the time capsule, I added a piece about how anti-immigrant narratives have shaped how people see Hispanic and Latinx communities in the U.S. I talked about how language and media have pushed a lot of fear-based ideas, like making immigrants seem like a threat. These ideas led to stuff like Operation Wetback in the 1950s and even some of the border policies we still hear about today. I also included how these communities have had to fight back against the stereotypes and find ways to define themselves on their own terms, even when society keeps trying to push them down.

    If I were in the future opening this capsule, I’d probably feel a mix of frustration and maybe some hope. Frustration because it shows how long these negative views lasted, and hope because people didn’t just accept it and instead they pushed back. I think future people might notice that my focus was mostly on the U.S., so there could be some bias there, like not looking at the bigger picture of immigration worldwide. Also, I was writing more from a historical point of view, so some might feel like there could’ve been more direct voices from immigrants themselves.

    – a year ago

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