Tag: Human Resource Management Case Studies & Problem Sets

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  • [Solved] Non-monetary Compensation

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    – 2 years ago **files (1)** – ## HRM411Unit6Pre-Assessment.pdf **## HRM411Unit6Pre-Assessment.pdf** HRM411 – Seminar in Human Resource Management Pre-Assessment: Non-monetary Compensation Due Date: 11:59 pm EST, Sunday of Unit 6 Points: 100 Overview: Compensation by law includes ‘wages/cash,’ and ye…

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    – 2 years ago

    **files (1)**

    – ## HRM411Unit6Pre-Assessment.pdf

    **## HRM411Unit6Pre-Assessment.pdf**

    HRM411 – Seminar in Human
    Resource Management

    Pre-Assessment: Non-monetary Compensation

    Due Date: 11:59 pm EST, Sunday of Unit 6
    Points: 100

    Overview:

    Compensation by law includes ‘wages/cash,’ and yet many companies offer what has
    been termed non-monetary rewards. This assignment explores non-monetary
    compensation and its value.

    Instructions:

    • Define the term non-monetary compensation include an example.
    • Describe at least two non-monetary rewards and explain why a company should

    offer those benefits.
    • Describe non-monetary rewards and explain their value to the overall

    compensation and benefits plans.

    Requirements:

    • Submit a Word document.
    • Maximum three pages, minimum 500 words in length.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Evaluation Rubric for Pre-Assessment: Non-monetary Compensation
    Assignment

    CRITERIA Deficient Needs

    Improvement
    Proficient Exemplary

    0 – 44 points 45 – 59 points 60 – 74 points 75 points
    Content Does not cover

    the assigned
    topic;
    assertions are
    not supported
    by evidence;
    paper is
    seriously
    lacking in
    content and
    detail.

    Does not do an
    adequate job of
    covering the
    assigned topic;
    assertions are
    weakly
    supported by
    evidence.

    Sufficient
    coverage of the
    topics; most
    assertions are
    supported by
    evidence.

    Provides in-
    depth coverage
    of the topics,
    assertions are
    clearly
    supported by
    evidence.

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Paper Length Does not meet

    the length
    requirement.

    n/a n/a Meets the
    length
    requirement.

    0 – 8 points 9 – 11 points 12 – 14 points 15 points
    Clear and
    Professional
    Writing

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant
    errors that do
    not impede
    professional
    presentation.

    Few errors that
    do not impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional.

    – Overview:
    – Instructions:
    – Requirements:
    – Evaluation Rubric for Pre-Assessment: Non-monetary Compensation Assignment

    **## HRM411Unit6Pre-Assessment.pdf**

    HRM411 – Seminar in Human
    Resource Management

    Pre-Assessment: Non-monetary Compensation

    Due Date: 11:59 pm EST, Sunday of Unit 6
    Points: 100

    Overview:

    Compensation by law includes ‘wages/cash,’ and yet many companies offer what has
    been termed non-monetary rewards. This assignment explores non-monetary
    compensation and its value.

    Instructions:

    • Define the term non-monetary compensation include an example.
    • Describe at least two non-monetary rewards and explain why a company should

    offer those benefits.
    • Describe non-monetary rewards and explain their value to the overall

    compensation and benefits plans.

    Requirements:

    • Submit a Word document.
    • Maximum three pages, minimum 500 words in length.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Evaluation Rubric for Pre-Assessment: Non-monetary Compensation
    Assignment

    CRITERIA Deficient Needs

    Improvement
    Proficient Exemplary

    0 – 44 points 45 – 59 points 60 – 74 points 75 points
    Content Does not cover

    the assigned
    topic;
    assertions are
    not supported
    by evidence;
    paper is
    seriously
    lacking in
    content and
    detail.

    Does not do an
    adequate job of
    covering the
    assigned topic;
    assertions are
    weakly
    supported by
    evidence.

    Sufficient
    coverage of the
    topics; most
    assertions are
    supported by
    evidence.

    Provides in-
    depth coverage
    of the topics,
    assertions are
    clearly
    supported by
    evidence.

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Paper Length Does not meet

    the length
    requirement.

    n/a n/a Meets the
    length
    requirement.

    0 – 8 points 9 – 11 points 12 – 14 points 15 points
    Clear and
    Professional
    Writing

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant
    errors that do
    not impede
    professional
    presentation.

    Few errors that
    do not impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional.

    – Overview:
    – Instructions:
    – Requirements:
    – Evaluation Rubric for Pre-Assessment: Non-monetary Compensation Assignment

  • [Solved] Journal Benefits and Rewards

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    – 2 years ago **files (1)** – ## HRM411Unit6Journal.pdf **## HRM411Unit6Journal.pdf** HRM411 – Seminar in Human Resource Management Journal: Benefits and Rewards Due Date: 11:59 pm EST, Sunday of Unit 6 Points: 100 Overview: Organizations need to identify critical benefits and rewards programs that …

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## HRM411Unit6Journal.pdf

    **## HRM411Unit6Journal.pdf**

    HRM411 – Seminar in Human
    Resource Management

    Journal: Benefits and Rewards

    Due Date: 11:59 pm EST, Sunday of Unit 6
    Points: 100

    Overview:

    Organizations need to identify critical benefits and rewards programs that impact
    recruitment/selection and retention required to maintain a superior talent pool. The
    primary reason companies offer total rewards benefit packages is an increased ability to
    recruit/retain top talent. However, federal and state law also dictates mandated benefits
    not related to wages.

    Instructions:

    • Describe at least two benefits/rewards mandated by federal law.

    • Describe at least two benefits/rewards required by the laws in your state.

    • Explain why each is important.

    • Explain why each may be "mandated."

    Requirements:

    • Submit a Word document in APA format.
    • Maximum three pages, minimum 500 words in length, excluding the Title and

    Reference pages.
    • Include at least one resource/citation for each benefit listed.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Evaluation Rubric for Journal: Benefits and Rewards Assignment

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0 – 38 points 39 – 51 points 52 – 64 points 65 points
    Content Does not cover

    the assigned
    topic;
    assertions are
    not supported
    by evidence;
    paper is
    seriously
    lacking in
    content and
    detail.

    Does not do an
    adequate job of
    covering the
    assigned topic;
    assertions are
    weakly
    supported by
    evidence.

    Sufficient
    coverage of the
    topics; most
    assertions are
    supported by
    evidence.

    Provides in-
    depth coverage
    of the topics,
    assertions are
    clearly
    supported by
    evidence.

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Resources 0 resources or

    resources that
    were not
    relevant

    n/a 1 relevant
    resource

    2 relevant
    resources

    Paper Length Does not meet
    the length
    requirement.

    n/a n/a Meets the
    length
    requirement.

    0 – 8 points 9 – 11 points 12 – 14 points 15 points
    Clear and
    Professional
    Writing and
    APA Format

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant
    errors that do
    not impede
    professional
    presentation.

    Few errors that
    do not impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional,
    APA compliant,
    and error free.

    **## HRM411Unit6Journal.pdf**

    HRM411 – Seminar in Human
    Resource Management

    Journal: Benefits and Rewards

    Due Date: 11:59 pm EST, Sunday of Unit 6
    Points: 100

    Overview:

    Organizations need to identify critical benefits and rewards programs that impact
    recruitment/selection and retention required to maintain a superior talent pool. The
    primary reason companies offer total rewards benefit packages is an increased ability to
    recruit/retain top talent. However, federal and state law also dictates mandated benefits
    not related to wages.

    Instructions:

    • Describe at least two benefits/rewards mandated by federal law.

    • Describe at least two benefits/rewards required by the laws in your state.

    • Explain why each is important.

    • Explain why each may be "mandated."

    Requirements:

    • Submit a Word document in APA format.
    • Maximum three pages, minimum 500 words in length, excluding the Title and

    Reference pages.
    • Include at least one resource/citation for each benefit listed.

    Be sure to read the criteria below by which your work will be evaluated before
    you write and again after you write.

    Evaluation Rubric for Journal: Benefits and Rewards Assignment

    CRITERIA Deficient Needs
    Improvement

    Proficient Exemplary

    0 – 38 points 39 – 51 points 52 – 64 points 65 points
    Content Does not cover

    the assigned
    topic;
    assertions are
    not supported
    by evidence;
    paper is
    seriously
    lacking in
    content and
    detail.

    Does not do an
    adequate job of
    covering the
    assigned topic;
    assertions are
    weakly
    supported by
    evidence.

    Sufficient
    coverage of the
    topics; most
    assertions are
    supported by
    evidence.

    Provides in-
    depth coverage
    of the topics,
    assertions are
    clearly
    supported by
    evidence.

    0 – 5 points 6 – 7 points 8 – 9 points 10 points
    Resources 0 resources or

    resources that
    were not
    relevant

    n/a 1 relevant
    resource

    2 relevant
    resources

    Paper Length Does not meet
    the length
    requirement.

    n/a n/a Meets the
    length
    requirement.

    0 – 8 points 9 – 11 points 12 – 14 points 15 points
    Clear and
    Professional
    Writing and
    APA Format

    Errors impede
    professional
    presentation;
    guidelines not
    followed.

    Significant
    errors that do
    not impede
    professional
    presentation.

    Few errors that
    do not impede
    professional
    presentation.

    Writing and
    format are
    clear,
    professional,
    APA compliant,
    and error free.

  • [Solved] assistance

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    Executive Solution Overview

    healthcare innovation – 2 years ago **files (1)** – ## innnovation.docx **## innnovation.docx** | | | — | | This is an APA formatted paper with a title and reference page, introduction, conclusion, appropriate paragraphs and in-text citations. Please include the following information:<br>1. Innov…

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    healthcare innovation

    – 2 years ago

    **files (1)**

    – ## innnovation.docx

    **## innnovation.docx**

    | |
    | — |
    | This is an APA formatted paper with a title and reference page, introduction, conclusion, appropriate paragraphs and in-text citations. Please include the following information:<br>1. Innovations in Healthcare Management<br>a. Technology and Healthcare Innovation<br>1. <br>a. <br>i. Explore the role of technology in transforming healthcare delivery and management (e.g., telemedicine, health information systems, predictive analytics).<br>ii. Discuss the benefits and challenges associated with integrating technology into healthcare practices.<br>b. Population Health Management<br>2. <br>b. <br>i. Examine innovative approaches to population health management, including preventive care, care coordination, and community partnerships.<br>ii. Discuss the importance of population health strategies in improving health outcomes and reducing healthcare costs.<br>2. Conclusion<br>a. Summarize key takeaways from the assignment, highlighting the importance of effective healthcare management in addressing current and future challenges. |

    **## innnovation.docx**

    | |
    | — |
    | This is an APA formatted paper with a title and reference page, introduction, conclusion, appropriate paragraphs and in-text citations. Please include the following information:<br>1. Innovations in Healthcare Management<br>a. Technology and Healthcare Innovation<br>1. <br>a. <br>i. Explore the role of technology in transforming healthcare delivery and management (e.g., telemedicine, health information systems, predictive analytics).<br>ii. Discuss the benefits and challenges associated with integrating technology into healthcare practices.<br>b. Population Health Management<br>2. <br>b. <br>i. Examine innovative approaches to population health management, including preventive care, care coordination, and community partnerships.<br>ii. Discuss the importance of population health strategies in improving health outcomes and reducing healthcare costs.<br>2. Conclusion<br>a. Summarize key takeaways from the assignment, highlighting the importance of effective healthcare management in addressing current and future challenges. |

  • [Solved] human resource

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    I need your help – 2 years ago **files (3)** – ## JWI_521_Week_2_lecture_1192.pdf – Discussion2Recruiting.jpeg – diversity-recruiting-strategy_.htm **## JWI_521_Week_2_lecture_1192.pdf** © Strayer University. All Rights Reserved. This document contains Strayer University confidential and …

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    I need your help

    – 2 years ago

    **files (3)**

    – ## JWI_521_Week_2_lecture_1192.pdf

    – Discussion2Recruiting.jpeg
    – diversity-recruiting-strategy_.htm

    **## JWI_521_Week_2_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 2 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Two 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 2 Lecture Notes (1192) Page 2 of 5

    IDENTIFYING YOUR STRATEGIC POSITIONS

    What it Means

    Successful companies have well-developed systems for managing and retaining their high-
    performance and high-potential employees. These are the people that Jack calls the “A Players.” A
    winning workforce is made up of great individuals, so it makes sense for your company to devote
    time and energy to identifying, developing, and retaining its stars. Your “A Players” only belong in
    high-impact jobs; it is just too expensive to attract, select, develop, and retain top performers for
    every last position in the company. This lecture will help you identify the jobs – no matter what part
    of the organization you manage – that are crucial to the success of your strategy.

    Why it Matters

    • Your top performers must be engaged in work that is essential to the company’s
    strategy

    • Strategic positions vary by company – they must reflect the company’s strategic
    capabilities

    • Knowing which positions are essential to your strategy will improve workforce
    management

    “Building a great team is your job. You’re only as good
    as the people you hire.”

    Jack Welch

    © 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 2 Lecture Notes (1192) Page 3 of 5

    WHAT IS A STRATEGIC POSITION?

    Let’s divide the work of an organization into three categories:

    1. Strategic work has a profound impact upon the creation of customer and economic value.

    2. Support work includes a wide range of functions that enable and support the strategic work.

    3. Surplus work may have created value in the past, but no longer contributes much value to the
    business. It is work that remains in a company for reasons of tradition, politics, or inertia.

    There are no inherently strategic positions – whether or not a job is strategic depends upon a company’s
    goals. For instance, in a consumer products business, the director of marketing may make the difference
    between success and failure. They obviously hold a strategic position. In another company, marketing may
    be relatively unimportant; the head of research may be the person who most strongly influences the
    company’s fate. Relatively few positions in any given company involve truly strategic work.

    Unfortunately, many leaders don’t know how to identify the strategic positions for their organization. They
    assign strategic importance to the jobs held by the most highly skilled, hardest working employees, or those
    exercising the most responsibility. Alternatively, they may think that, if people are highly paid, their
    position must be strategic. Why else would they be earning so much?

    Of course, sometimes compensation is linked to strategic work, but not always. In most retail outlets, for
    instance, cashiers are paid minimum wage and do not need any special credentials to be hired. But if you
    are managing a store whose competitive advantage is a positive buying experience, including getting
    through the checkout line quickly, your cashiers are key strategic players. Or take the example of Wall
    Street. For many years, it paid its bankers like kings – after all, they were doing all the important work. The
    financial crisis made it clear, however, that some of the most strategic positions on Wall Street were in the
    compliance and risk management functions. And so now, in many financial businesses, compliance
    professionals are considered to be key strategic players and are paid accordingly.

    STRATEGIC CAPABILITIES DEFINE STRATEGIC POSITIONS

    In order to identify the strategic positions in your own organization, you must first identify your organization’s
    strategic capabilities. What activities can your company perform in a way that your competitors cannot?
    What makes customers want to choose your product or service over others?

    As a shortcut, consider this. You know an activity is strategic if it:

    • Positively affects your customers’ perception of value
    • Allows you to make or deliver your product or service at the desired cost
    • Enables you to charge your desired price, be it high or low

    © 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 2 Lecture Notes (1192) Page 4 of 5

    Most organizations and business units have no more than four or five strategic capabilities. Walmart, for
    example, has strategic capabilities in IT Analytics, which tracks customer purchasing patterns in great detail,
    and in its ability to purchase products in bulk, which pushes down costs. By contrast, the strategic
    capabilities at Neiman Marcus revolve around stylish products and well-designed interiors, both of which
    drive the company’s strategy of providing a high-end, glamorous shopping experience.

    Let’s look at a real-world example of two companies to see how their strategic capabilities relate to their
    strategic positions. Two well-known retailers who differ widely in their missions and target markets are
    Nordstrom and Costco. Both rely on customer satisfaction to produce growth and shareholder value, but
    they rely on very different types of capability to generate that satisfaction. Nordstrom satisfies customers with
    its ability to provide personalized service and advice; Costco satisfies customers with its ability to offer a
    wide range of products at rock-bottom prices. Since the strategic capabilities are different, strategic roles at
    these companies are also different. Front-line sales associates are vital at Nordstrom, but Costco places
    much more value on purchasing managers, a role that is central to the company’s success.

    MANAGING YOUR A, B, AND C PLAYERS

    Determining which positions are essential to your strategy can increase efficiency in managing your
    workforce. You will minimize time spent on jobs with little direct impact upon your company’s success.
    Instead, you will invest significant time and effort into performance improvements in strategically important
    positions. Take the store cashier we discussed earlier. If your strategic advantage lies with the customer
    experience, do not just hire someone who can scan products correctly and collect money with a friendly
    smile. You need a person who notices what customers buy and suggests other products. You want a person
    who likes to move quickly and understands that the customers waiting in line want quick service, too.

    Put simply, it is critical to fill your A jobs with A players and to pay them appropriately. Top-performing people
    in strategic roles should earn better-than-market rates. Your organization must continually evaluate and
    improve its programs to recruit the best people for your strategic positions. To fill these key positions, your
    company must create effective job descriptions, find strong candidates, conduct insightful interviews, and
    make good hiring decisions. It is the responsibility of HR to support managers in this important process.

    Although it makes sense to disproportionately invest in your top performers doing strategic work, that does
    not mean you should ignore employees in other positions. Competent support staff members are essential,
    and poor performance in such jobs can be costly. For example, baggage handlers are not central to an
    airline’s strategy, but one lost bag can turn a customer into a walking advertisement for the competition.
    Think of it this way: although competent actions by employees in support jobs will not generally cause you to
    win, incompetent actions by such individuals can certainly cause you to lose.

    How about surplus work, those outdated jobs that were never removed or updated? Overcoming tradition,
    politics, or inertia can be hard. But you may conclude after careful analysis that, just as you need to weed
    out your C players over time, you may need to weed out some of your C positions over time, as well. The
    marketplace is too competitive for a company to pay for work that adds no value.

    © 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 2 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 strategic positions and support positions

    Think about what this means for you and your team in your current company. Does your HR team
    have a clear grasp of the difference between these two types of positions? Does the organization
    apply sufficient resources to hiring, training, and managing “A players”? Are top performers placed in
    appropriate positions, where they can have an influence on strategy and add value for the
    company? Are the support functions staffed with competent employees? Are there good systems in
    place to catch incompetent performers before they do too much harm to the bottom line? If not, what
    can the HR team do to drive change and address the issues?

    • Analyze a company’s strategic capabilities to identify its strategic positions

    Does your HR team understand the strategic capabilities that make your company competitive in its
    sector and market? Do they know how to use an understanding of those capabilities to identify the
    key strategic positions in your company? Do the leadership and management in your organization
    simply assume that the people with the most challenging roles or those with the highest pay must
    surely have the most strategic jobs? If this is the case, how can HR help to deepen their
    understanding as to which positions are the most strategic in your company?

    • Explore and discuss how to make great hires for your organization

    Take a look at your own organization’s hiring practices with a critical eye. What do they do well?
    What could be improved? How effective are the processes used to create job descriptions, source
    and identify candidates, screen and interview people, check references, and make hiring decisions?
    If there are areas that could be improved – and there always are – what can HR do to add tools,
    train staff who participate in making hires, and improve the quality and potential of new people
    brought into the organization?

    **Discussion2Recruiting.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2recruiting-jpeg)

    **diversity-recruiting-strategy_.htm**

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    **diversity-recruiting-strategy_.htm**

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    **## JWI_521_Week_2_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 2 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Two 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 2 Lecture Notes (1192) Page 2 of 5

    IDENTIFYING YOUR STRATEGIC POSITIONS

    What it Means

    Successful companies have well-developed systems for managing and retaining their high-
    performance and high-potential employees. These are the people that Jack calls the “A Players.” A
    winning workforce is made up of great individuals, so it makes sense for your company to devote
    time and energy to identifying, developing, and retaining its stars. Your “A Players” only belong in
    high-impact jobs; it is just too expensive to attract, select, develop, and retain top performers for
    every last position in the company. This lecture will help you identify the jobs – no matter what part
    of the organization you manage – that are crucial to the success of your strategy.

    Why it Matters

    • Your top performers must be engaged in work that is essential to the company’s
    strategy

    • Strategic positions vary by company – they must reflect the company’s strategic
    capabilities

    • Knowing which positions are essential to your strategy will improve workforce
    management

    “Building a great team is your job. You’re only as good
    as the people you hire.”

    Jack Welch

    © 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 2 Lecture Notes (1192) Page 3 of 5

    WHAT IS A STRATEGIC POSITION?

    Let’s divide the work of an organization into three categories:

    1. Strategic work has a profound impact upon the creation of customer and economic value.

    2. Support work includes a wide range of functions that enable and support the strategic work.

    3. Surplus work may have created value in the past, but no longer contributes much value to the
    business. It is work that remains in a company for reasons of tradition, politics, or inertia.

    There are no inherently strategic positions – whether or not a job is strategic depends upon a company’s
    goals. For instance, in a consumer products business, the director of marketing may make the difference
    between success and failure. They obviously hold a strategic position. In another company, marketing may
    be relatively unimportant; the head of research may be the person who most strongly influences the
    company’s fate. Relatively few positions in any given company involve truly strategic work.

    Unfortunately, many leaders don’t know how to identify the strategic positions for their organization. They
    assign strategic importance to the jobs held by the most highly skilled, hardest working employees, or those
    exercising the most responsibility. Alternatively, they may think that, if people are highly paid, their
    position must be strategic. Why else would they be earning so much?

    Of course, sometimes compensation is linked to strategic work, but not always. In most retail outlets, for
    instance, cashiers are paid minimum wage and do not need any special credentials to be hired. But if you
    are managing a store whose competitive advantage is a positive buying experience, including getting
    through the checkout line quickly, your cashiers are key strategic players. Or take the example of Wall
    Street. For many years, it paid its bankers like kings – after all, they were doing all the important work. The
    financial crisis made it clear, however, that some of the most strategic positions on Wall Street were in the
    compliance and risk management functions. And so now, in many financial businesses, compliance
    professionals are considered to be key strategic players and are paid accordingly.

    STRATEGIC CAPABILITIES DEFINE STRATEGIC POSITIONS

    In order to identify the strategic positions in your own organization, you must first identify your organization’s
    strategic capabilities. What activities can your company perform in a way that your competitors cannot?
    What makes customers want to choose your product or service over others?

    As a shortcut, consider this. You know an activity is strategic if it:

    • Positively affects your customers’ perception of value
    • Allows you to make or deliver your product or service at the desired cost
    • Enables you to charge your desired price, be it high or low

    © 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 2 Lecture Notes (1192) Page 4 of 5

    Most organizations and business units have no more than four or five strategic capabilities. Walmart, for
    example, has strategic capabilities in IT Analytics, which tracks customer purchasing patterns in great detail,
    and in its ability to purchase products in bulk, which pushes down costs. By contrast, the strategic
    capabilities at Neiman Marcus revolve around stylish products and well-designed interiors, both of which
    drive the company’s strategy of providing a high-end, glamorous shopping experience.

    Let’s look at a real-world example of two companies to see how their strategic capabilities relate to their
    strategic positions. Two well-known retailers who differ widely in their missions and target markets are
    Nordstrom and Costco. Both rely on customer satisfaction to produce growth and shareholder value, but
    they rely on very different types of capability to generate that satisfaction. Nordstrom satisfies customers with
    its ability to provide personalized service and advice; Costco satisfies customers with its ability to offer a
    wide range of products at rock-bottom prices. Since the strategic capabilities are different, strategic roles at
    these companies are also different. Front-line sales associates are vital at Nordstrom, but Costco places
    much more value on purchasing managers, a role that is central to the company’s success.

    MANAGING YOUR A, B, AND C PLAYERS

    Determining which positions are essential to your strategy can increase efficiency in managing your
    workforce. You will minimize time spent on jobs with little direct impact upon your company’s success.
    Instead, you will invest significant time and effort into performance improvements in strategically important
    positions. Take the store cashier we discussed earlier. If your strategic advantage lies with the customer
    experience, do not just hire someone who can scan products correctly and collect money with a friendly
    smile. You need a person who notices what customers buy and suggests other products. You want a person
    who likes to move quickly and understands that the customers waiting in line want quick service, too.

    Put simply, it is critical to fill your A jobs with A players and to pay them appropriately. Top-performing people
    in strategic roles should earn better-than-market rates. Your organization must continually evaluate and
    improve its programs to recruit the best people for your strategic positions. To fill these key positions, your
    company must create effective job descriptions, find strong candidates, conduct insightful interviews, and
    make good hiring decisions. It is the responsibility of HR to support managers in this important process.

    Although it makes sense to disproportionately invest in your top performers doing strategic work, that does
    not mean you should ignore employees in other positions. Competent support staff members are essential,
    and poor performance in such jobs can be costly. For example, baggage handlers are not central to an
    airline’s strategy, but one lost bag can turn a customer into a walking advertisement for the competition.
    Think of it this way: although competent actions by employees in support jobs will not generally cause you to
    win, incompetent actions by such individuals can certainly cause you to lose.

    How about surplus work, those outdated jobs that were never removed or updated? Overcoming tradition,
    politics, or inertia can be hard. But you may conclude after careful analysis that, just as you need to weed
    out your C players over time, you may need to weed out some of your C positions over time, as well. The
    marketplace is too competitive for a company to pay for work that adds no value.

    © 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 2 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 strategic positions and support positions

    Think about what this means for you and your team in your current company. Does your HR team
    have a clear grasp of the difference between these two types of positions? Does the organization
    apply sufficient resources to hiring, training, and managing “A players”? Are top performers placed in
    appropriate positions, where they can have an influence on strategy and add value for the
    company? Are the support functions staffed with competent employees? Are there good systems in
    place to catch incompetent performers before they do too much harm to the bottom line? If not, what
    can the HR team do to drive change and address the issues?

    • Analyze a company’s strategic capabilities to identify its strategic positions

    Does your HR team understand the strategic capabilities that make your company competitive in its
    sector and market? Do they know how to use an understanding of those capabilities to identify the
    key strategic positions in your company? Do the leadership and management in your organization
    simply assume that the people with the most challenging roles or those with the highest pay must
    surely have the most strategic jobs? If this is the case, how can HR help to deepen their
    understanding as to which positions are the most strategic in your company?

    • Explore and discuss how to make great hires for your organization

    Take a look at your own organization’s hiring practices with a critical eye. What do they do well?
    What could be improved? How effective are the processes used to create job descriptions, source
    and identify candidates, screen and interview people, check references, and make hiring decisions?
    If there are areas that could be improved – and there always are – what can HR do to add tools,
    train staff who participate in making hires, and improve the quality and potential of new people
    brought into the organization?

    **Discussion2Recruiting.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2recruiting-jpeg)

    **diversity-recruiting-strategy_.htm**

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

    **## JWI_521_Week_2_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 2 Lecture Notes (1192) Page 1 of 5

    JWI 521
    Recruit, Develop, Assess, Reward, Retain

    Week Two 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 2 Lecture Notes (1192) Page 2 of 5

    IDENTIFYING YOUR STRATEGIC POSITIONS

    What it Means

    Successful companies have well-developed systems for managing and retaining their high-
    performance and high-potential employees. These are the people that Jack calls the “A Players.” A
    winning workforce is made up of great individuals, so it makes sense for your company to devote
    time and energy to identifying, developing, and retaining its stars. Your “A Players” only belong in
    high-impact jobs; it is just too expensive to attract, select, develop, and retain top performers for
    every last position in the company. This lecture will help you identify the jobs – no matter what part
    of the organization you manage – that are crucial to the success of your strategy.

    Why it Matters

    • Your top performers must be engaged in work that is essential to the company’s
    strategy

    • Strategic positions vary by company – they must reflect the company’s strategic
    capabilities

    • Knowing which positions are essential to your strategy will improve workforce
    management

    “Building a great team is your job. You’re only as good
    as the people you hire.”

    Jack Welch

    © 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 2 Lecture Notes (1192) Page 3 of 5

    WHAT IS A STRATEGIC POSITION?

    Let’s divide the work of an organization into three categories:

    1. Strategic work has a profound impact upon the creation of customer and economic value.

    2. Support work includes a wide range of functions that enable and support the strategic work.

    3. Surplus work may have created value in the past, but no longer contributes much value to the
    business. It is work that remains in a company for reasons of tradition, politics, or inertia.

    There are no inherently strategic positions – whether or not a job is strategic depends upon a company’s
    goals. For instance, in a consumer products business, the director of marketing may make the difference
    between success and failure. They obviously hold a strategic position. In another company, marketing may
    be relatively unimportant; the head of research may be the person who most strongly influences the
    company’s fate. Relatively few positions in any given company involve truly strategic work.

    Unfortunately, many leaders don’t know how to identify the strategic positions for their organization. They
    assign strategic importance to the jobs held by the most highly skilled, hardest working employees, or those
    exercising the most responsibility. Alternatively, they may think that, if people are highly paid, their
    position must be strategic. Why else would they be earning so much?

    Of course, sometimes compensation is linked to strategic work, but not always. In most retail outlets, for
    instance, cashiers are paid minimum wage and do not need any special credentials to be hired. But if you
    are managing a store whose competitive advantage is a positive buying experience, including getting
    through the checkout line quickly, your cashiers are key strategic players. Or take the example of Wall
    Street. For many years, it paid its bankers like kings – after all, they were doing all the important work. The
    financial crisis made it clear, however, that some of the most strategic positions on Wall Street were in the
    compliance and risk management functions. And so now, in many financial businesses, compliance
    professionals are considered to be key strategic players and are paid accordingly.

    STRATEGIC CAPABILITIES DEFINE STRATEGIC POSITIONS

    In order to identify the strategic positions in your own organization, you must first identify your organization’s
    strategic capabilities. What activities can your company perform in a way that your competitors cannot?
    What makes customers want to choose your product or service over others?

    As a shortcut, consider this. You know an activity is strategic if it:

    • Positively affects your customers’ perception of value
    • Allows you to make or deliver your product or service at the desired cost
    • Enables you to charge your desired price, be it high or low

    © 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 2 Lecture Notes (1192) Page 4 of 5

    Most organizations and business units have no more than four or five strategic capabilities. Walmart, for
    example, has strategic capabilities in IT Analytics, which tracks customer purchasing patterns in great detail,
    and in its ability to purchase products in bulk, which pushes down costs. By contrast, the strategic
    capabilities at Neiman Marcus revolve around stylish products and well-designed interiors, both of which
    drive the company’s strategy of providing a high-end, glamorous shopping experience.

    Let’s look at a real-world example of two companies to see how their strategic capabilities relate to their
    strategic positions. Two well-known retailers who differ widely in their missions and target markets are
    Nordstrom and Costco. Both rely on customer satisfaction to produce growth and shareholder value, but
    they rely on very different types of capability to generate that satisfaction. Nordstrom satisfies customers with
    its ability to provide personalized service and advice; Costco satisfies customers with its ability to offer a
    wide range of products at rock-bottom prices. Since the strategic capabilities are different, strategic roles at
    these companies are also different. Front-line sales associates are vital at Nordstrom, but Costco places
    much more value on purchasing managers, a role that is central to the company’s success.

    MANAGING YOUR A, B, AND C PLAYERS

    Determining which positions are essential to your strategy can increase efficiency in managing your
    workforce. You will minimize time spent on jobs with little direct impact upon your company’s success.
    Instead, you will invest significant time and effort into performance improvements in strategically important
    positions. Take the store cashier we discussed earlier. If your strategic advantage lies with the customer
    experience, do not just hire someone who can scan products correctly and collect money with a friendly
    smile. You need a person who notices what customers buy and suggests other products. You want a person
    who likes to move quickly and understands that the customers waiting in line want quick service, too.

    Put simply, it is critical to fill your A jobs with A players and to pay them appropriately. Top-performing people
    in strategic roles should earn better-than-market rates. Your organization must continually evaluate and
    improve its programs to recruit the best people for your strategic positions. To fill these key positions, your
    company must create effective job descriptions, find strong candidates, conduct insightful interviews, and
    make good hiring decisions. It is the responsibility of HR to support managers in this important process.

    Although it makes sense to disproportionately invest in your top performers doing strategic work, that does
    not mean you should ignore employees in other positions. Competent support staff members are essential,
    and poor performance in such jobs can be costly. For example, baggage handlers are not central to an
    airline’s strategy, but one lost bag can turn a customer into a walking advertisement for the competition.
    Think of it this way: although competent actions by employees in support jobs will not generally cause you to
    win, incompetent actions by such individuals can certainly cause you to lose.

    How about surplus work, those outdated jobs that were never removed or updated? Overcoming tradition,
    politics, or inertia can be hard. But you may conclude after careful analysis that, just as you need to weed
    out your C players over time, you may need to weed out some of your C positions over time, as well. The
    marketplace is too competitive for a company to pay for work that adds no value.

    © 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 2 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 strategic positions and support positions

    Think about what this means for you and your team in your current company. Does your HR team
    have a clear grasp of the difference between these two types of positions? Does the organization
    apply sufficient resources to hiring, training, and managing “A players”? Are top performers placed in
    appropriate positions, where they can have an influence on strategy and add value for the
    company? Are the support functions staffed with competent employees? Are there good systems in
    place to catch incompetent performers before they do too much harm to the bottom line? If not, what
    can the HR team do to drive change and address the issues?

    • Analyze a company’s strategic capabilities to identify its strategic positions

    Does your HR team understand the strategic capabilities that make your company competitive in its
    sector and market? Do they know how to use an understanding of those capabilities to identify the
    key strategic positions in your company? Do the leadership and management in your organization
    simply assume that the people with the most challenging roles or those with the highest pay must
    surely have the most strategic jobs? If this is the case, how can HR help to deepen their
    understanding as to which positions are the most strategic in your company?

    • Explore and discuss how to make great hires for your organization

    Take a look at your own organization’s hiring practices with a critical eye. What do they do well?
    What could be improved? How effective are the processes used to create job descriptions, source
    and identify candidates, screen and interview people, check references, and make hiring decisions?
    If there are areas that could be improved – and there always are – what can HR do to add tools,
    train staff who participate in making hires, and improve the quality and potential of new people
    brought into the organization?

    **Discussion2Recruiting.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2recruiting-jpeg)

    **diversity-recruiting-strategy_.htm**

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

  • [Solved] hw help

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    help – 2 years ago **files (3)** – ## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html – ## DesignElements_Moller-Maersk.pdf – figurep150.JPG **## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html** You need to enable JavaScript to run this app. **## DesignElements_Moller-Maersk.pdf…

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    Assignment Prompt & Instructions

    help

    – 2 years ago

    **files (3)**

    – ## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html

    – ## DesignElements_Moller-Maersk.pdf

    – figurep150.JPG

    **## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html**

    You need to enable JavaScript to run this app.

    **## DesignElements_Moller-Maersk.pdf**

    In the Needs Assessment that you turned in during Week 3, you should have noted
    areas in which the “mission critical” group, which includes the 120 most important
    positions at Moller-Maersk, might be deficient in their knowledge, skills, or abilities, or
    noted important organizational changes (or lack thereof) that have occurred or are
    occurring. In addition, you should have made training recommendations based on those
    deficiencies or changes. For this assignment, you will need to focus on ONE of those
    recommendations.

    Based on the recommendation you choose, your task is to design a training program
    that will be given to "mission critical" employees. Your training program may focus on
    one or more topics. For instance, you may choose to develop a training program that
    focuses on recruitment AND retention, or you may focus on retention, only. Other
    examples of training topics include, but are not limited to, leadership, organizational
    culture, and diversity. Whichever topic(s) you choose, make sure they relate to the
    case study.

    Once you have chosen your topic, refer to Figure 5.2 (p. 150) in the course textbook
    and use the image as a template. Include each of the following in the assignment:

    ● Program title
    ● Program goals (3) and objectives (2 per goal) – Use the SMART method

    ○ Do NOT create a goal/objective for each of the SMART criteria.
    Rather, a single goal/objective can incorporate more than one
    SMART criteria, but does not have to incorporate ALL criteria.

    ○ Each goal/objective must directly relate to the training program you
    are developing (i.e., program goals). These are NOT organizational
    goals.

    ● List of tasks you will need to do in preparation for the training event
    ● Description of the Physical Environment

    ○ What type(s) of space(s) will you use (e.g., ballroom, conference
    room, amphitheater, etc.)?

    ● List of equipment, supplies, and other materials you will need to run the
    training program

    ○ Be as specific as possible
    ○ What type(s) of space(s) will you need (e.g., ballroom, conference

    room, amphitheater, etc.)?
    ● Name of the instructor(s)
    ● Estimated number of attendees & job titles

    ○ Include a list of possible job titles for those attendees. Job titles
    should be high enough in rank so that they represent individuals
    who are a part of the "mission critical" group at Moller-Maersk.

    **figurep150.JPG**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/figurep150-jpg)

    **figurep150.JPG**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/figurep150-jpg)

    **## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html**

    You need to enable JavaScript to run this app.

    **## DesignElements_Moller-Maersk.pdf**

    In the Needs Assessment that you turned in during Week 3, you should have noted
    areas in which the “mission critical” group, which includes the 120 most important
    positions at Moller-Maersk, might be deficient in their knowledge, skills, or abilities, or
    noted important organizational changes (or lack thereof) that have occurred or are
    occurring. In addition, you should have made training recommendations based on those
    deficiencies or changes. For this assignment, you will need to focus on ONE of those
    recommendations.

    Based on the recommendation you choose, your task is to design a training program
    that will be given to "mission critical" employees. Your training program may focus on
    one or more topics. For instance, you may choose to develop a training program that
    focuses on recruitment AND retention, or you may focus on retention, only. Other
    examples of training topics include, but are not limited to, leadership, organizational
    culture, and diversity. Whichever topic(s) you choose, make sure they relate to the
    case study.

    Once you have chosen your topic, refer to Figure 5.2 (p. 150) in the course textbook
    and use the image as a template. Include each of the following in the assignment:

    ● Program title
    ● Program goals (3) and objectives (2 per goal) – Use the SMART method

    ○ Do NOT create a goal/objective for each of the SMART criteria.
    Rather, a single goal/objective can incorporate more than one
    SMART criteria, but does not have to incorporate ALL criteria.

    ○ Each goal/objective must directly relate to the training program you
    are developing (i.e., program goals). These are NOT organizational
    goals.

    ● List of tasks you will need to do in preparation for the training event
    ● Description of the Physical Environment

    ○ What type(s) of space(s) will you use (e.g., ballroom, conference
    room, amphitheater, etc.)?

    ● List of equipment, supplies, and other materials you will need to run the
    training program

    ○ Be as specific as possible
    ○ What type(s) of space(s) will you need (e.g., ballroom, conference

    room, amphitheater, etc.)?
    ● Name of the instructor(s)
    ● Estimated number of attendees & job titles

    ○ Include a list of possible job titles for those attendees. Job titles
    should be high enough in rank so that they represent individuals
    who are a part of the "mission critical" group at Moller-Maersk.

    **figurep150.JPG**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/figurep150-jpg)

    **## YuzuReaderHumanResourceDevelopmentTalentDevelopment.html**

    You need to enable JavaScript to run this app.

    **## DesignElements_Moller-Maersk.pdf**

    In the Needs Assessment that you turned in during Week 3, you should have noted
    areas in which the “mission critical” group, which includes the 120 most important
    positions at Moller-Maersk, might be deficient in their knowledge, skills, or abilities, or
    noted important organizational changes (or lack thereof) that have occurred or are
    occurring. In addition, you should have made training recommendations based on those
    deficiencies or changes. For this assignment, you will need to focus on ONE of those
    recommendations.

    Based on the recommendation you choose, your task is to design a training program
    that will be given to "mission critical" employees. Your training program may focus on
    one or more topics. For instance, you may choose to develop a training program that
    focuses on recruitment AND retention, or you may focus on retention, only. Other
    examples of training topics include, but are not limited to, leadership, organizational
    culture, and diversity. Whichever topic(s) you choose, make sure they relate to the
    case study.

    Once you have chosen your topic, refer to Figure 5.2 (p. 150) in the course textbook
    and use the image as a template. Include each of the following in the assignment:

    ● Program title
    ● Program goals (3) and objectives (2 per goal) – Use the SMART method

    ○ Do NOT create a goal/objective for each of the SMART criteria.
    Rather, a single goal/objective can incorporate more than one
    SMART criteria, but does not have to incorporate ALL criteria.

    ○ Each goal/objective must directly relate to the training program you
    are developing (i.e., program goals). These are NOT organizational
    goals.

    ● List of tasks you will need to do in preparation for the training event
    ● Description of the Physical Environment

    ○ What type(s) of space(s) will you use (e.g., ballroom, conference
    room, amphitheater, etc.)?

    ● List of equipment, supplies, and other materials you will need to run the
    training program

    ○ Be as specific as possible
    ○ What type(s) of space(s) will you need (e.g., ballroom, conference

    room, amphitheater, etc.)?
    ● Name of the instructor(s)
    ● Estimated number of attendees & job titles

    ○ Include a list of possible job titles for those attendees. Job titles
    should be high enough in rank so that they represent individuals
    who are a part of the "mission critical" group at Moller-Maersk.

    **figurep150.JPG**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/figurep150-jpg)

  • [Solved] wk6discap

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    see attached – 2 years ago **files (2)** – ## wk6discap.docx – ## APA_RequiredCoverPage_and_Template_7thed1.docx **## wk6discap.docx** **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023). _Strategic Human Resource Management (6th ed.)._ Cenga…

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    see attached

    – 2 years ago

    **files (2)**

    – ## wk6discap.docx

    – ## APA_RequiredCoverPage_and_Template_7thed1.docx

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

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    See attached – 2 years ago **files (3)** – ## ppLiteratureReview.16.docx – ## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx – StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx **## ppLiteratureReview.16.docx** 3 **Literature Review: Nestlé’s Strategic Human Resource Mana…

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    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

  • [Solved] respond to discussion 1MR

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    Executive Solution Overview

    – 2 years ago **files (1)** – ## Respond1.docx **## Respond1.docx** Respond to each discussion Patricia, As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organiza…

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    Assignment Prompt & Instructions

    – 2 years ago

    **files (1)**

    – ## Respond1.docx

    **## Respond1.docx**

    Respond to each discussion

    Patricia,

    As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organization's overall goals with fewer people. This includes aligning HR initiatives with a different set of measurable goals.

    There is a lot of unrest among federal employees. HR is helping organizations manage their communication and the reason for change, provides employees support in understanding their available options, and helps employees adapt to new processes.

    HR management systems are commonly used to capture, retain, and enable an organization's effective use of collected data. Technology has advanced, and employees are interacting directly with HR systems. Easy access improves HR processes, encourages employees to update their HR files, and find information on a variety of HR topics.

    Christian,

    From my experience working with HR professionals, I believe HR's activities should indeed be strategic. It's crucial for HR to align its operations with the organization's broader objectives and goals (Kaufman, 2023). HR should not just be a support function but an active partner in shaping the company's future. HR executives need to understand and anticipate the company's needs, from workforce planning to employee retention. They must prioritize talent acquisition, development, and performance management in ways that directly contribute to business success (Kaufman, 2023).

    One strategic example I’ve seen is in employee development. HR teams partner with leadership to design training programs that directly align with the company’s goals for expansion or operational efficiency. This type of proactive HR involvement drives business growth by ensuring that the workforce is skilled and adaptable to changing business environments. Another example is HR’s involvement in strategic workforce planning, where they forecast talent needs based on company projections and industry trends.

    However, there are instances where HR's activities may not fully align strategically. In some organizations I’ve observed, HR tends to focus more on administrative tasks, like payroll and compliance, without offering sufficient strategic support in areas such as talent development or workforce optimization. This lack of strategic focus can limit HR’s ability to drive long-term organizational success.

    In conclusion, while HR's role should be strategic, it’s critical for HR teams to continuously evaluate and adapt their approach to stay aligned with the ever-changing needs of the business.

    **## Respond1.docx**

    Respond to each discussion

    Patricia,

    As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organization's overall goals with fewer people. This includes aligning HR initiatives with a different set of measurable goals.

    There is a lot of unrest among federal employees. HR is helping organizations manage their communication and the reason for change, provides employees support in understanding their available options, and helps employees adapt to new processes.

    HR management systems are commonly used to capture, retain, and enable an organization's effective use of collected data. Technology has advanced, and employees are interacting directly with HR systems. Easy access improves HR processes, encourages employees to update their HR files, and find information on a variety of HR topics.

    Christian,

    From my experience working with HR professionals, I believe HR's activities should indeed be strategic. It's crucial for HR to align its operations with the organization's broader objectives and goals (Kaufman, 2023). HR should not just be a support function but an active partner in shaping the company's future. HR executives need to understand and anticipate the company's needs, from workforce planning to employee retention. They must prioritize talent acquisition, development, and performance management in ways that directly contribute to business success (Kaufman, 2023).

    One strategic example I’ve seen is in employee development. HR teams partner with leadership to design training programs that directly align with the company’s goals for expansion or operational efficiency. This type of proactive HR involvement drives business growth by ensuring that the workforce is skilled and adaptable to changing business environments. Another example is HR’s involvement in strategic workforce planning, where they forecast talent needs based on company projections and industry trends.

    However, there are instances where HR's activities may not fully align strategically. In some organizations I’ve observed, HR tends to focus more on administrative tasks, like payroll and compliance, without offering sufficient strategic support in areas such as talent development or workforce optimization. This lack of strategic focus can limit HR’s ability to drive long-term organizational success.

    In conclusion, while HR's role should be strategic, it’s critical for HR teams to continuously evaluate and adapt their approach to stay aligned with the ever-changing needs of the business.

  • [Solved] HUM 6100 Week 1 DB

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    see attached – 2 years ago **files (1)** – ## HUM6100Week1DB.docx **## HUM6100Week1DB.docx** **Week 1 Discussion Forum** · Read Chapters 1 and 2 from the textbook _Communicating in Groups: Applications and Skills_ (11th ed.). · Review Chapter 1: [Introducing Small Group CommunicationLinks to an exte…

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    Assignment Prompt & Instructions

    see attached

    – 2 years ago

    **files (1)**

    – ## HUM6100Week1DB.docx

    **## HUM6100Week1DB.docx**

    **Week 1 Discussion Forum**

    · Read Chapters 1 and 2 from the textbook
    _Communicating in Groups: Applications and Skills_ (11th ed.).

    · Review Chapter 1:
    [Introducing Small Group CommunicationLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/introduction) from the
    _Small Group Communication_ ebook.

    **Teach the Class:** Based on your required reading and a scholarly source that you select,

    · Define the concept of a secondary small group in your own words.

    · Explain how this concept differs from a small group and a primary group.

    **Note:**
    The
    [_Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site._](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) tip sheet offers additional guidance on selecting appropriate sources. Be sure to cite and reference all your sources in
    [_APA StyleLinks to an external site._](https://writingcenter.uagc.edu/apa-style), as outlined in the Writing Center resource.

    Think of a secondary small group (
    _or_ a group with both primary
    _and_ secondary characteristics) to which you currently belong or have belonged in the past.

    · Describe this group to the class briefly.

    · Explain the small group throughput processes of your chosen group.

    · If communication is at the heart of this transformational process, describe the quality of communication within the group and suggest any improvements.

    **Guided Response:** Your initial post should consist of approximately
    **350** words.

    **## HUM6100Week1DB.docx**

    **Week 1 Discussion Forum**

    · Read Chapters 1 and 2 from the textbook
    _Communicating in Groups: Applications and Skills_ (11th ed.).

    · Review Chapter 1:
    [Introducing Small Group CommunicationLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/introduction) from the
    _Small Group Communication_ ebook.

    **Teach the Class:** Based on your required reading and a scholarly source that you select,

    · Define the concept of a secondary small group in your own words.

    · Explain how this concept differs from a small group and a primary group.

    **Note:**
    The
    [_Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site._](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) tip sheet offers additional guidance on selecting appropriate sources. Be sure to cite and reference all your sources in
    [_APA StyleLinks to an external site._](https://writingcenter.uagc.edu/apa-style), as outlined in the Writing Center resource.

    Think of a secondary small group (
    _or_ a group with both primary
    _and_ secondary characteristics) to which you currently belong or have belonged in the past.

    · Describe this group to the class briefly.

    · Explain the small group throughput processes of your chosen group.

    · If communication is at the heart of this transformational process, describe the quality of communication within the group and suggest any improvements.

    **Guided Response:** Your initial post should consist of approximately
    **350** words.