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Author Archives: Academic Wizard

August 22, 2025
August 22, 2025

Strengthening HR–Business Relationships

Bill Conaty was a leader of a business before he became the head of HR for GE. This experience helped him better understand the realities faced by his fellow operators and gave him the insights needed to drive proactive strategic talent management practices without having HR “get in the way” of operating the business. Several of our readings discuss the importance of HR professionals having “real-world” experience in the operation of a business. Some even advocate having HR professionals rotate through internships or temporary assignments in the organization in order to gain a deeper understanding of how the business works. How practical this is will vary from company to company, but the point is a valid one – HR can’t be an effective strategic partner if its leaders don’t understand the needs of the managers on the ground. Patty McCord writes:

“HR must be business people who truly understand the way your business works, even if that’s quite technical. They should be creative, proactive partners in the hiring process. Investing time in explaining to them the details of the talents you need will pay remarkable dividends.”

Strengthening HR–Business Relationships

Powerful, P. 107

“One thing I absolutely advise is making sure your HR people are your partners; you must stress to them that you want them to be true business partners. When your HR people are businesspeople first, it doesn’t seem odd to the rest of your management team to have them in the room for a staff meeting or to coach hiring managers about how to interact and give feedback. Instead of thinking HR is there to catch them misbehaving, team leaders will open up to input. Make sure they really know how your business operates. Do they know the three key drivers of revenue? Do they know who your top four competitors are? Do they know about the technology that’s about to disrupt the market? Tell them. If they don’t want to know, replace them.”

Powerful, P. 147 Bill Conaty says that the time he spent running a business added to the credibility of talent management recommendations made by him and his HR team. When business leaders see that you have real-world experience to back you up and that you care enough about understanding their needs to leave the safety of the HR wing to get out and ask questions, you can do a lot to address the image problem that many HR professionals face. Whatever steps you take to gain this experience in your own career, there’s no substitute for time spent “in the trenches”, if you really want to understand what’s going on.

EVALUATING STAFFING PERFORMANCE AGAINST THE PLAN One of the challenges that undermine the effectiveness of the partnership between HR and business unit leaders is that staffing plans get put in place and can exist for years without adjustment. As you read in The Talent Masters, C-Sessions were a regular and highly structured process at GE. The role of HR in

 

 

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JWI 522 (1192) Page 5 of 6

Strengthening HR–Business Relationships

these was to help the leaders step back and ask important questions about talent management and strategy, and to assess whether the plan and the people were still the right ones to get the job done. Whether you follow something as structured as a C-Session at your organization or not, staffing plan evaluations must address four things:

1. Current status of the business a. Has a new competitive force surfaced that changes the game? b. Is a new strategic direction or technical skill needed? c. Are there skillsets held by some employees that are no longer needed? d. Have financial conditions changed? e. Do you need people you don’t have?

2. Looking ahead – what’s coming down the road in a year or five years?

3. Opportunities across other business units to work together and find synergies that can strengthen your competitive advantage

4. Performance of the team members Other than voluntary turnover, staffing changes and corrections occur either because the business conditions have changed, or employee performance has not met expectations. If the HR team stays involved, it is more likely that these corrections can be made effectively and humanely.

It’s true that some managers will rush to make cuts in personnel without proper support for the employee, but in reality, this is not as common as some may think. It’s more likely that they will hang on to someone because they don’t want to make the tough decisions and let them that person go. While these can be difficult conversations to have with managers, HR has a responsibility to both the business and to the employee to help business leaders make honest evaluations of their team members and take the appropriate actions.

As HR leaders, we have to guide our managers to make sure they are accurately assessing the situation and providing feedback to their team members. This includes asking the all-important question, “If this person applied for the job right now and you knew everything about them that you know now, would you hire them?” Then, depending on the answer, HR leadership has to provide the support and courage to make the change that is needed.

 

 

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JWI 522 (1192) Page 6 of 6

Strengthening HR–Business Relationships

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:

• Discuss the importance of having engaged hiring managers One of the most important roles an HR professional can play is to help business unit leaders assess their team’s hiring needs and performance against the strategic plans they are expected to execute. How often do you or your team meet and work with business leaders to evaluate staffing needs before a search is requested? What mechanisms do you have for circling back with managers to see how new candidates are doing? The assumption is often that, if there is no feedback on shortcomings of a new hire from the manager, then the person must be doing okay, and the HR team can turn their attention to the next hire.

• Strengthen the relationship between business leaders and Human Resources For HR to remain a strategic partner, there must be a close and ongoing relationship between the HR department and the business unit leaders they support. How solid is this relationship in your organization? HR leaders should be scheduling meetings with business leaders at least biannually to talk about the business. What’s going well? What’s not going so well? How is the team doing? What’s coming down the road in the next six months or a year that could place additional demands on team members? How are the new members of the team doing? This doesn’t have to be an overly formal meeting – often the best discussions take place over lunch.

 

• Evaluate staffing performance against the business plan Busy managers often find it challenging to accurately assess the performance of their staff. This sounds counterintuitive since they are the ones closest to their teams, but sometimes that closeness hides performance issues. Sometimes managers will try to “manage around” challenges. They will compensate for a low performer on a team whom everyone likes, and unintentionally undermine team performance and place additional burdens on others. Or maybe they will decide that a team member needs to be let go when, in fact, there are opportunities elsewhere in the organization that are a better match for that person. HR can play a valuable and impartial role in helping managers step back and assess whether their team is delivering what is needed and has the support it needs to get the job done.

  • Why is it important for HR professionals to understand how the business operates?,

  • How can HR leaders strengthen their relationship with business unit managers?,

  • What role does HR play in evaluating staffing performance against business plans?,

  • How can HR guide managers in making difficult personnel decisions?,

  • Why should hiring managers be engaged and involved in strategic talent planning?

August 22, 2025
August 22, 2025

Future HRM Trends

This course has highlighted the significance of HRM strategies in leading business and organizational success. As you conclude this course, consider the HRM strategies you will use as future trends emerge and reflect on how the modern workplace has evolved.

In this discussion, you will evaluate how these future trends could impact HR and how they can be applied to enhance real-world HR practices. In your initial post, address the following prompts:

  • How can future HRM trends be applied to enhance real-world HR practices? Provide specific examples of how these trends can be implemented in your job or a job you are interested in.
  • What emerging trends and technologies do you believe will impact these systems the most?
  • Reflect on how the knowledge gained in this course has prepared you for future HR roles.
  • Explore resources and certifications available for HR professionals to continue their development.

Future HRM Trends

Support your arguments with evidence from the course materials, readings, or external sources. Make your arguments more compelling by sharing concrete examples to illustrate your points. Finally, relate your response to broader course themes or real-world applications. Future HRM Trends

  1. How can future HRM trends be applied to enhance real-world HR practices?,

  2. What emerging trends and technologies will impact HR systems the most?,

  3. How has this course prepared you for future HR roles?,

  4. What resources and certifications are available for HR professionals to continue development?,

  5. How do these trends connect to broader themes in HR and real-world applications?

Comprehensive Response

Future HRM trends can be applied to enhance real-world HR practices by reshaping how organizations attract, retain, and develop talent. For instance, data-driven HR analytics can improve recruitment by predicting which candidates are likely to succeed, while AI-powered tools can streamline onboarding and training. In practice, if I were working as an HR manager, I could implement predictive analytics to monitor employee engagement and proactively address turnover risks. Similarly, flexible work strategies such as hybrid and remote models can be institutionalized to support work-life balance while increasing access to diverse talent pools across regions.

The emerging trends and technologies most likely to impact HR systems include artificial intelligence, automation, virtual collaboration platforms, and diversity and inclusion analytics. AI chatbots, for example, can enhance employee support services by answering HR-related queries instantly. Automation can help streamline compliance tasks, payroll, and benefits administration, freeing HR professionals to focus on strategy. Moreover, HR technology platforms integrated with DEI (Diversity, Equity, and Inclusion) metrics will help organizations track progress in building more inclusive workplaces.

This course has prepared me for future HR roles by strengthening my understanding of strategic HRM, the importance of aligning HR practices with business goals, and the ethical challenges involved in managing people. It has highlighted how HR is no longer just administrative—it is a strategic driver of organizational success. I feel more equipped to approach HR roles with a forward-thinking mindset that balances technology with human connection.

To continue professional development, HR professionals can pursue resources and certifications such as SHRM-CP (Society for Human Resource Management – Certified Professional), PHR/SPHR (Professional in Human Resources), and HRCI certifications. Additionally, platforms like Coursera, LinkedIn Learning, and SHRM webinars provide ongoing training in areas like HR analytics, employment law, and diversity leadership.

August 22, 2025
August 22, 2025

AI in Teams

We’ve all had a first day of something—with awkward introductions and not knowing what to say or do. After a few days, you begin getting to know others and the tension starts to disappear. Teams are like this as well. However, in today’s business world, artificial intelligence (AI) is often becoming a member of teams, contributing in a variety of ways, and assisting team members with tasks. Artificial intelligence may be a new source of team productivity, growth, innovation, or possibly even conflict. Therefore, it is important for teams to share their expectations for the ethical use of AI with one another and even with the AI itself.

Discuss the following with your peers in 300 words:

  • What role should AI play on a work team?
  • What would you do if you came into conflict with others on a team over the use of AI?
  • How might AI help a team be more innovative? AI in Teams
    1. What role should AI play on a work team?,

    2. What would you do if you came into conflict with others on a team over the use of AI?,

    3. How might AI help a team be more innovative?,

    4. What ethical expectations should teams set for AI use?,

    5. How can AI impact team collaboration and trust?

AI in Teams

  • Comprehensive Response

    Artificial intelligence should serve as a supportive and complementary member of a work team rather than a replacement for human contributions. Its role is to enhance productivity by handling repetitive, data-heavy, or analytical tasks, thereby freeing team members to focus on creativity, strategy, and decision-making. For example, AI tools can analyze trends, automate workflows, or provide insights that speed up project execution. However, AI should not be positioned as the “final decision-maker” in areas requiring human judgment, empathy, or ethical consideration. Instead, it should function as an advisor, collaborator, and efficiency booster.

    Conflict over AI use is possible when team members disagree on reliance, fairness, or accuracy. In such cases, open communication and transparency are essential. I would suggest discussing the purpose of using AI, clarifying how it adds value, and listening to concerns about bias, reliability, or job impact. Establishing agreed-upon boundaries—such as where human oversight is mandatory—can help resolve differences. It is also important to remind the team that AI is a tool, not a competitor, and that ethical guidelines should guide its use.

    AI can significantly enhance innovation by broadening access to insights and perspectives. For instance, AI can generate alternative solutions, simulate scenarios, or uncover patterns in data that humans may overlook. It can also streamline brainstorming by quickly producing ideas or prototypes that spark deeper discussions. By reducing time spent on routine tasks, AI allows teams to allocate more energy to experimenting, problem-solving, and creating new opportunities.

    Ultimately, AI’s successful integration into a team depends on trust, clear expectations, and alignment with organizational values. Teams that establish shared norms around AI use can harness it as a catalyst for growth while ensuring collaboration and inclusivity remain at the center.

August 22, 2025
August 22, 2025

Leading Large-Scale Change

What It Means Many of the forces that impact change are common to both smaller and larger change initiatives. However, as the size and complexity of the change increases, additional factors enter the mix that must be addressed. These include the challenges of dealing with diverse teams that may have competing interests, cultural norms that may be difficult to identify and reconcile, and communication challenges that undermine the messaging needed to make sure everyone in the larger organization understands why they are changing. Why It Matters

• The larger and more complex the change initiative, the more that can go wrong.

• Understanding the differences inherent to leading large-scale change initiatives is important when evaluating the pros and cons of different change tools you may consider.

• Communicating effectively during large-scale change requires more structure than communication during team-based change.

“Every time you have a success and pass a milestone along the way of a change process, stop and celebrate so people can see it’s worth it.”

Jack Welch

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JWI 556 (1196) Page 3 of 9

Leading Large-Scale Change

SIMILARITIES AND DIFFERENCES OF LEADING CHANGE IN TEAMS AND LEADING ENTERPRISE-WIDE CHANGE

Leading Large-Scale Change

“Firms that try to juggle twenty change projects today by using the methods that successful companies applied to the same problem three decades ago always seem to fail… The process fails for two interrelated sets of reasons. First, the management approach back then was usually too centralized to handle twenty complex change projects. If a few senior managers try to get involved in all the details, as was often the practice then, everything slows to a crawl. Second, without the guiding vision and alignment that only leadership can provide, the people in charge of each of the projects wind up spending endless hours trying to coordinate their efforts so that they aren’t constantly stepping on each other’s toes. Running twenty change projects simultaneously is possible if (a) senior executives focus mostly on the overall leadership tasks and (b) senior executives delegate responsibility for management and more detailed leadership as low as possible in the organization…More important, the leadership provided by senior executives helps give those other people the information they need to help coordinate their activities without endless planning and meetings.”

Leading Change, pp. 147-148 Despite numerous common threads, there are a number of additional complexities that come into play when dealing with an enterprise-wide change initiative. Some of these are obvious, and others are a bit subtler. First, let’s clarify what we mean by enterprise-wide change. When we use the term, we typically mean a change initiative that meets one or more of the following criteria:

• Is undertaken in a large organization • Involves multiple business units or geographical locations • Redefines or significantly reorganizes the business

This brings us to the challenge of interdependencies.

“Now and in the foreseeable future, most organizations need to be faster, less costly, and more customer focused. As a result, internal interdependencies will grow. Firms are finding that without big inventories, the various parts of a plant need to be much more carefully coordinated, that with pressure to bring out new products faster, the elements of product development need much closer integration, and so on. But these new interconnections greatly complicate transformation efforts, because change happens much more easily in a system of independent parts.”

Leading Change, pp. 140-141

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JWI 556 (1196) Page 4 of 9

 

“Few if any of us grew up learning how to introduce major change in highly interdependent systems. That, in turn, makes the challenge in organizations today more difficult. Without much experience, we often don’t adequately appreciate a crucial fact: that changing highly interdependent settings is extremely difficult because, ultimately, you have to change nearly everything…Because of all the interconnections, you can rarely move just one element by itself. You have to move dozens or hundreds or thousands of elements, which is difficult and time consuming and can rarely if ever be accomplished by just a few people.”

Leading Change, p. 142

Despite the challenges of interdependencies, large-scale change can deliver large-scale wins. Kotter summarizes what a successful large-scale change initiative looks like:

• More change, not less The guiding coalition uses the credibility afforded by short-term wins to tackle additional and bigger change projects.

• More help Additional people are brought in, promoted, and developed to help with all the changes.

• Leadership from senior management Senior people focus on maintaining clarity of shared purpose for the overall effort and keeping urgency levels up.

• Project management and leadership from below Lower ranks in the hierarchy both provide leadership for specific projects and manage those projects.

• Reduction of unnecessary interdependencies To make change easier in both the short and long term, managers identify unnecessary interdependencies and eliminate them.

Leading Change, p. 150

He offers further guidance on the leveraging opportunities in a large-scale change initiative to set the stage for more effective future change initiatives.

Cleaning up historical artifacts does create an even longer change agenda, which an exhausted organization will not like. But the purging of unnecessary interconnections can ultimately make a transformation much easier. And in a world where change is increasingly the norm rather than the exception, cleaning house can also make all future reorganizing efforts or strategic shifts less difficult.”

Leading Change, pp. 149-150

 

 

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JWI 556 (1196) Page 5 of 9

 

MODELS FOR LEADING LARGE-SCALE ORGANIZATIONAL CHANGE As explained previously, we have chosen to focus on John Kotter’s model not because it is the only viable perspective on change, but because it is among the most widely used and has a track record of research supporting it. In fact, it has become such a mainstay of modern change management, many alternative models draw heavily on it. GE, for example, developed a model called the Change Acceleration Process (CAP). It shares many elements with Kotter’s model, but just as they did with Six Sigma, Jack worked with GE leaders to adapt the model and make it their own. CAP has seven stages to it:

1. Leading Change Establish a committed leadership team that will champion and guide the change process through to completion.

2. Creating a Shared Need Address the inertia and complacency that resists the change, and build a broad base of support that accepts that change is needed to make the organization stronger.

3. Shaping a Vision Create a clear and compelling vision of the future state that is easily understood and shared, and that presents a roadmap for how the organization will get there.

4. Mobilizing Commitment Begin the rollout by leveraging early adopters or a targeted subgroup of the organization; identify pockets of resistance and make improvements based on early feedback.

5. Making Change Last As the change takes hold, identify the threats that could cause business to revert to the old ways, and implement safeguards to defend against this.

6. Monitoring Progress Track the effectiveness of the change using specific, quantifiable metrics that can be evaluated, shared, and used to make further refinements.

7. Changing Systems and Structures Change the systems, workflows, and other structures to support the new way of doing business and further anchor the change.

In your readings this week, you will find an article by Robert Miles called “Accelerating Corporate Transformations” (2010). One obvious connection between this and the Change Acceleration Process is the focus on speed. This is a helpful counterpoint to what is, somewhat unfairly, a takeaway from Kotter that change must be undertaken slowly. What is occasionally lost in Kotter’s focus on a methodical approach is the importance of keeping momentum going. Miles argues, “The biggest barrier to corporate transformation was getting organizations to execute their bold new ideas quickly.” He identifies six barriers to speed that most organizational transformation efforts encounter.

 

 

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JWI 556 (1196) Page 6 of 9

 

1. Being overly cautious and placing too much emphasis on not making mistakes rather than on taking bold action.

2. Allowing business-as-usual to extend the time frame to get work done. He advocates a no-slack approach focused on tightening the timeline.

3. Initiative gridlock that comes from trying to tackle too many initiatives at once, and not being willing to abandon initiatives that show signs of going down the wrong path.

4. Recalcitrant executives who are not confronted about their behaviors. 5. Disengaged employees who aren’t brought into the loop. He suggests a “rapid-high-engagement-

all-employee-cascade” not unlike a Work-Out. 6. Loss of focus during execution.

This model is not wholly different from Kotter’s, but the focus on speed and the willingness to make some mistakes is a bit different. As you consider his arguments, think about how the two models balance, and which elements of each can be best leveraged to drive people-first change initiatives. STAKEHOLDER MAPPING The stakeholder map is an effective tool for understanding who will be impacted by a large-scale change initiative, and how that can influence both process and communication.

1. Identify your key stakeholders. The first step is to develop a list of all the players who will participate in or influence the outcome of the change initiative. Who may need to lead parts of the effort? Who will it affect most? Whose expertise is critical to success? Your list may include executive team members and other managers, board members, specific individuals or employee groups, key customers, regulators, and so on.

2. Create a map that depicts the relationship among the stakeholders. A map is not a traditional organization chart. It is a picture of how the key stakeholders are positioned with respect to each other and the work to be done, and how they interact with each other.

3. Analyze relationships. The third step is to discuss the implications of your map. What does it tell you about where support is most needed, possible sources of resistance or conflict, current involvement in the change effort, and lines of communication? A map helps you decide where to focus your mobilization efforts and who must be engaged.

While stakeholder maps may be created by one person, when you design them with other members of the guiding coalition, they become powerful tools for building a shared understanding of the change initiative and ensuring its success. Stakeholder mapping will not only help you identify key people or groups who must be mobilized in support of the change initiative. It can also help you clarify their current level of support, their reasons for resistance, where to focus your mobilization efforts, and who might be available to help you. Its real power lies in the discussion that it can generate among members of the guiding coalition.

 

 

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JWI 556 (1196) Page 7 of 9

 

This is important for ensuring that you are able to work quickly by not getting bogged down in the wrong sorts of communication. This is less of an issue in team-based change projects, but it becomes critical in larger-scale initiatives. A popular way to categorize stakeholders has become known as RACI.

• Responsible The individuals or groups that are entrusted with executing certain activities

• Accountable The person or group which is ultimately in charge of the activities

• Consulted Those who have a say in how the initiative is executed – for example, because of their expertise or their vested interest in the initiative

• Informed Individuals and groups that should be kept abreast of the developments, but are not actively participating in managing the initiative

Using consistent terminology, like RACI, is important in supporting clear communication. If everyone understands and uses common language, it reduces the likelihood that key steps or people will be missed, or that there will be misinterpretations of expectations.

CHALLENGES OF EFFECTIVELY COMMUNICATING CHANGE IN LARGE, DISTRIBUTED ORGANIZATIONS

In a large and complex organization, some people or divisions will be motivated and able to change before others. The wise change leader takes advantage of these pockets of readiness to get started with the change effort while others are still making up their minds. When these early movers are successful and that success is publicly recognized, it will act as a powerful motivator for the slower movers. Frequent and clear communication is essential.

“…most human beings, especially well-educated ones, buy into something only after they have had a chance to wrestle with it. Wrestling means asking questions, challenging, and arguing. This, of course, is precisely what happens when the vision is first created by the guiding coalition.”

Leading Change, p. 102

Consistency in messaging is critical. If one groups hears one thing (whether you intend it that way or not) and another group hears something different, the change will be undermined. The takeaway will be that there is a lack of focus and leadership. Perhaps resisters will say that someone knows what’s going on, but it’s not them, so they’ll just check out.

 

 

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JWI 556 (1196) Page 8 of 9

 

Another risk is that if there are tensions among the different groups impacted by the change, an inconsistent message may be taken as “spin” where one group is being told something to make them happy, whereas a different group is told something different. Kotter leaves us with the following advice on the role of leadership around communication during large- scale change initiatives:

…good leadership from above helps everyone understand the big picture, the overall vision and strategies, and the way each project fits into the whole. Here the people working on different activities all aim for the same long-term goal without ever having to meet…With good leadership from above, these lower-level managers will also be committed to the overall transformation and will thus do what is right with a minimum of parochial political silliness.

Leading Change, pp. 148-149

 

 

 

Leading Large-Scale Change

• Examine the similarities and differences between leading change in teams and leading enterprise-wide change As you explore what it takes to lead more complex change initiatives, it is helpful to examine your own place of work in order to identify real-life examples of the challenges that scale brings with it. Identify a change initiative the HR team could lead that would impact the entire organization, or at least several different functional and/or geographical units. This could be a change in compensation models, retooling the way performance reviews are conducted, or revising policies on working remotely. Map out the interdependencies that need to be addressed to implement the new way of doing things. What other changes need to be made either simultaneously or in quick succession to allow the change to be rolled out? What communication or other challenges do these changes bring to the surface?

• Review additional models for leading large-scale organizational change Spend some time doing a web search for other change models. Some will be proprietary and be marketing tools for consulting or training firms. Others will be models developed by academics or authors. Download the literature and map out the similarities and differences between these models and what we have covered in this course. Which ones bring something useful to the process? If you are launching a change initiative at work, share the different models with your colleagues and get their feedback on what they like/dislike about each.

 

• Analyze the challenges of effectively communicating change in large, distributed organizations Develop a stakeholder map for a large-scale or complex change initiative you are considering at work. Use the RACI categories to group stakeholders and add additional information on what you know about the level of support and resistance these people/groups have for the initiative. In what ways do your communication processes need to be the same for all groups, and in what ways do they need to be different? Why?

  1. What are the similarities and differences between leading change in teams and enterprise-wide change?,

  2. What are the key models for leading large-scale organizational change?,

  3. What interdependencies must be addressed when implementing enterprise-wide change?,

  4. What are the challenges of effectively communicating change in large distributed organizations?,

  5. How can stakeholder mapping (using RACI) support successful change initiatives?

August 22, 2025
August 22, 2025

Recruiting Women & Veterans.

You work as VP of Human Resources for a private-sector employer in an industry that has historically attracted only civilian males (for example, earth-moving equipment, steel making, etc.). Because of your organization’s great success in recruiting women and also military veterans, you want to write a press release as free publicity for your organization’s efforts. Prepare a 2- to 3-page attention-grabbing press release, covering the following:

1. Importance of (a) hiring both genders and also of (b) hiring military veterans.

2. How your private-sector organization has overcome the difficulty of hiring women to jobs in an industry that historically has attracted only men.

3. Explain your best practices in targeted recruitment efforts in (a) hiring women and (b) military vets.

4. Bring in industry statistics from the IBIS World database in the Trident Online Library to enhance and deepen your information.

5. Bring in at least two other companies by name, preferably in the same industry as your spotlighted company:

a. A company that has been successful in hiring women in positions previously held by men. Recruiting Women & Veterans

b. A different company that has a strong practice of hiring military veterans.

Recruiting Women & Veterans

For a discussion on writing a press release, with examples, refer to the following resource:

James, G. (2010). How to write a press release, with examples . https://www.cbsnews.com/news/how-to-write-a-press-release-with-examples/

Use at least three reputable outside sources plus any applicable background readings to strengthen your discussion.

To find information in IBIS World in the Trident Online Library: Search IBIS World by clicking on “Additional Sources” under the Library search box. Click on the question mark icon after the IBIS World heading to learn how to navigate the site.

Since this is an academic exercise, be sure to add a title page and reference page when you submit your press release.

Upload your assignment by the module due date.

SLP Assignment Expectations

Your paper will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:

· Assignment-Driven: Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

· Critical Thinking: Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

· Business Writing: Is the essay logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

· Effective Use of Information: Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?

· Citing Sources: Does the student demonstrate understanding of APA Style of referencing by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?

· Timeliness: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date? Recruiting Women & Veterans

  1. What is the importance of hiring both genders and military veterans?,

  2. How has the organization overcome the difficulty of hiring women in a male-dominated industry?,

  3. What are the best practices in targeted recruitment for women and military veterans?,

  4. What industry statistics from IBIS World support this effort?,

  5. What other companies have been successful in hiring women and veterans?

August 22, 2025
August 22, 2025

Affirmative Action & Federal Compliance

You are an HR Manager for a large sheet metal manufacturing company. One of your largest customers has just secured a major office furniture contract with the federal government. Your customer wants your company to become a subcontractor for the project, making all of the plastic parts required. Even though it would be lucrative, there is uncertainty among your organization’s top officials about whether to join this project, given that the preparation of an affirmative action plan and the formulation of goal achievement requirements will be imposed to correct underutilization.

You have been tasked to prepare a slide presentation (10-12 slides, not counting the cover slide or the reference list slide). Include an audio component (voiceover slides), speaker notes at the bottom of each slide, or both). Watch the short YouTube video  How to Add Audio into your PowerPoint  for more information.

Affirmative Action & Federal Compliance

Your presentation needs to address the following:

1. Identify the EEO compliance requirements that impact a federal subcontractor.

2. Classify the important components of an affirmative action plan (expand on the goal-setting process).

3. Determine how affirmative action goals should relate to an organization’s strategic human resources plan.

4. Elucidate on your recommendations to the organization’s top officials about becoming part of this project.

Use at least five Trident Online Library sources plus any applicable background readings to support your discussion.

  1. What are the EEO compliance requirements that impact a federal subcontractor?,

  2. What are the important components of an affirmative action plan especially the goal-setting process? Affirmative Action & Federal Compliance,

  3. How should affirmative action goals relate to an organization’s strategic HR plan?,

  4. What recommendations can be made to the organization’s top officials about joining the project?,

  5. How can compliance be turned into a strategic advantage?


Comprehensive General Answers (Presentation Outline)

Below is a suggested 10–12 slide structure with speaker notes to guide your presentation:


Slide 1: Title Slide

  • Becoming a Federal Subcontractor: Compliance & Strategic HR


Slide 2: Introduction

  • Brief overview of customer contract opportunity

  • Importance of compliance with federal subcontractor requirements

  • Purpose: Inform leadership and recommend a course of action

Speaker Notes: This slide introduces the scenario and sets the stage for discussing compliance, affirmative action planning, and HR strategy.


Slide 3: EEO Compliance Requirements

  • Must comply with Title VII of the Civil Rights Act, the Age Discrimination in Employment Act, and the Americans with Disabilities Act

  • Federal subcontractors must adhere to Executive Order 11246 (nondiscrimination)

  • Compliance with OFCCP (Office of Federal Contract Compliance Programs) regulations is mandatory

Speaker Notes: Subcontractors with federal ties face stricter monitoring of workforce diversity and non-discrimination practices.


Slide 4: Additional Subcontractor Requirements

  • Written Affirmative Action Plan (AAP) required for contracts > $50,000 and 50+ employees

  • Record-keeping and annual reporting (e.g., EEO-1 Report)

  • Risk of audits and penalties for noncompliance


Slide 5: Affirmative Action Plan Components

  • Workforce analysis: job categories, demographics, and underutilization

  • Identification of problem areas

  • Goals and timetables for improvement

  • Action-oriented programs to address gaps

  • Internal audit and reporting system


Slide 6: Goal-Setting Process in AAP

  • Compare workforce demographics to labor market availability

  • Identify underutilization of women, minorities, veterans, and individuals with disabilities

  • Establish measurable goals and timetables

  • Ensure goals are aspirational, not quotas


Slide 7: Linking AAP Goals to Strategic HR

  • Recruitment strategies aligned with diversity goals

  • Training and development for underrepresented groups

  • Succession planning with inclusivity in mind

  • Performance metrics tied to workforce diversity

Affirmative Action & Federal Compliance


Slide 8: Strategic Benefits of Compliance

  • Enhances reputation with government and private sector clients

  • Broadens talent pool through inclusive hiring

  • Promotes organizational innovation and cultural competence

  • Strengthens employee engagement and retention


Slide 9: Risks and Considerations

  • Administrative burden and compliance costs

  • Potential resistance from leadership or workforce

  • Need for dedicated HR compliance resources


Slide 10: Recommendations

  • Move forward with subcontractor opportunity

  • Invest in strong compliance infrastructure (dedicated HR compliance officer)

  • Integrate AAP goals into overall HR strategy

  • Leverage diversity as a competitive advantage


Slide 11: Conclusion

  • Compliance is a requirement, but also an opportunity

  • AAP should be viewed as a strategic HR tool

  • Project participation is recommended for long-term growth

August 22, 2025
August 22, 2025

Managing Team Conflicts

Conflict is an unavoidable reality of teamwork. Conflict may arise do to clashing personalities, disagreements about strategy, or stress. But, conflict is not always bad. In fact, when dealt with and handled, it can lead to positive change and stronger teams. The key lies in how the team lead or manager navigates these tricky situations. Their approach sets the tone for the entire team, shaping how conflict is perceived and resolved. Then, it’s up to the team to work together to resolve it and return to a good level of performance. The team may even reflect on the lesson learned and be able to grow.

Read this article: 7 Workplace Conflict Examples (Plus How to Handle Each One).

3-4pg  addressing the following questions:

  • From the article, describe one reason a team conflict may arise.
  • How can conflict affect a team’s ability to meet deadlines or achieve their goals?
  • What are some of the specific methods that you would use to resolve a conflict?
  • What can a team learn from a conflict?

Managing Team Conflicts

Download this template to help complete the assignment: U4 IP Template.

Managing Team Conflicts

  1. From the article describe one reason a team conflict may arise.,

  2. How can conflict affect a team’s ability to meet deadlines or achieve their goals?,

  3. What are some of the specific methods that you would use to resolve a conflict?,

  4. What can a team learn from a conflict?,

  5. How can leaders set the tone for effective conflict management?


Comprehensive General Answers

1. Reason a team conflict may arise
According to the article, one common reason team conflicts arise is clashing work styles or personalities. Every team is composed of individuals with unique preferences, communication styles, and problem-solving approaches. For example, a team member who prefers fast decision-making may find it frustrating to work with someone who prefers a slower, more analytical process. When unmanaged, these differences can escalate into disagreements, create tension, and disrupt collaboration. Recognizing these differences early allows managers to mediate and establish a balance that respects both perspectives.

2. How conflict affects deadlines and goals
Conflict can negatively impact a team’s ability to meet deadlines or achieve goals if it remains unresolved. Disagreements consume valuable time and energy that should be devoted to the project, leading to missed milestones and reduced productivity. In addition, prolonged conflict often decreases team morale, which can further delay progress. On the other hand, if managed constructively, conflict can spark new ideas, clarify misunderstandings, and strengthen alignment around shared goals—potentially improving the team’s ability to deliver results in the long run.

3. Methods to resolve conflict
Effective conflict resolution requires intentional strategies. Some methods include:

  • Active listening: Ensuring each party has the opportunity to express their concerns without interruption.

  • Finding common ground: Identifying shared objectives that unite team members.

  • Mediation: Involving a neutral third party, such as a manager, to guide constructive dialogue.

  • Clear expectations: Establishing ground rules for communication and collaboration to prevent recurring conflicts.

  • Collaborative problem-solving: Encouraging team members to co-create solutions, which increases buy-in and long-term commitment.
    These methods create a respectful environment where differences are acknowledged but do not derail the team’s performance.

4. Lessons teams can learn from conflict
Conflict can provide valuable lessons for teams. By reflecting on how a conflict emerged and how it was resolved, teams can identify gaps in communication, workflow, or expectations. Such insights allow for process improvements and build resilience. Conflict can also strengthen relationships, as team members develop greater empathy and respect for each other’s perspectives. Ultimately, learning from conflict helps teams grow stronger and more cohesive, enabling them to handle future challenges more effectively.

5. Leadership’s role in conflict management
Leaders play a crucial role in setting the tone for conflict resolution. A manager who models openness, fairness, and respect creates an environment where conflicts are viewed as opportunities rather than threats. Leaders who avoid favoritism, encourage dialogue, and remain solution-focused help establish trust within the team. Their approach directly influences whether conflicts become destructive barriers or constructive catalysts for growth.

August 22, 2025
August 22, 2025

Evaluating OD Interventions

The last part of a change process typically includes the analysis and monitoring of any interventions that were implemented. This process entails data collection and measuring outcomes. The analysis would also require assessing the actual effectiveness of the interventions.

Once the initial effectiveness of interventions is determined, it is important to continue with routine or regular follow-up evaluations These evaluations would enable organizations to do the following:

  • Identify any other areas requiring improvement
  • Track progress
  • Make any necessary adjustments to the interventions

Evaluating OD Interventions

Evaluating OD Interventions

Answer the following questions:

  1. What are some examples of ways to analyze the effectiveness of organizational development (OD) interventions?
  2. Why is key stakeholder involvement and feedback important to evaluate success of OD interventions?
  3. What monitoring strategy would you recommend to ensure that OD interventions are maintained?
  4. Reflect on a successful change that you were a part of. What advice would you give to help others manage change?

Your final submission should consist of a 5–7-page Word document (including cover page and resource page). Evaluating OD Interventions

  1. What are some examples of ways to analyze the effectiveness of organizational development (OD) interventions?,

  2. Why is key stakeholder involvement and feedback important to evaluate success of OD interventions?,

  3. What monitoring strategy would you recommend to ensure that OD interventions are maintained?,

  4. Reflect on a successful change that you were a part of.,

  5. What advice would you give to help others manage change?


Comprehensive General Answers

1. Examples of ways to analyze the effectiveness of OD interventions
The effectiveness of OD interventions can be analyzed through both qualitative and quantitative methods. Quantitative methods include performance metrics such as productivity levels, financial outcomes, employee turnover rates, and customer satisfaction scores. Surveys and questionnaires can help capture employees’ perspectives on whether the intervention led to positive changes. Qualitative methods may involve conducting interviews, focus groups, or observation of workplace culture and behaviors. Comparing pre-intervention and post-intervention data allows organizations to evaluate whether measurable improvements have occurred. Benchmarking against industry standards or competitors can also be used as a form of effectiveness analysis.

2. Importance of stakeholder involvement and feedback
Key stakeholders—employees, managers, and even customers—play a critical role in evaluating the success of OD interventions. Their involvement provides diverse perspectives, ensuring that changes are not only measurable but also meaningful. Feedback from stakeholders helps identify unintended consequences or gaps in the intervention. Engaging stakeholders also increases buy-in and commitment to the change process, which is essential for long-term success. Without their input, organizations risk implementing changes that appear successful on paper but fail to resonate with those most affected.

3. Recommended monitoring strategy for maintaining OD interventions
A strong monitoring strategy should include routine evaluations, ongoing feedback mechanisms, and transparent communication. One effective approach is to establish performance dashboards that track key metrics over time, ensuring progress is visible to all stakeholders. Scheduled check-ins such as quarterly reviews, follow-up surveys, and progress meetings ensure that interventions remain aligned with organizational goals. Additionally, appointing “change champions” within different departments can help sustain momentum and keep accountability high. Continuous learning through training and workshops reinforces the interventions and keeps them adaptable to evolving needs.

4. Reflection on a successful change experience
A successful change I was part of involved implementing a new digital system to streamline communication within the organization. Initially, there was resistance due to unfamiliarity with the technology, but through training sessions, open forums for feedback, and leadership support, the transition was ultimately embraced. The system significantly reduced delays and improved collaboration across teams. This experience highlighted that change is not just about new tools but about supporting people in adapting to them.

August 22, 2025
August 22, 2025

U.S.–Russia Relations Proposal

Submit a 1,000-word essay outlining your plan and initial thoughts on your final research paper and video presentation. This outline will detail which national or international security issue was chosen from the list provided below. The proposal will outline your planned analysis of the issue, your preliminary ideas on the strategy you recommend, and commentary on the likely effectiveness of your strategy to bring the issue to a positive resolution. The choices of other students do not impact your choice. Discuss possible exceptions to this policy with the instructor. The essay must include a cover page and bibliography (not counted in the word total). The essay is to be typed, 12 font, double spaced and must meet the following criteria: (1) identifies the issue in need of resolution, outlining a brief history of the issue (10% of the grade); (2) explains the preliminary thesis statement you will make in the final research paper with an explanation of why you have chosen this thesis statement (20% of the grade); (3) estimate the major sections of your paper, i.e., sample section titles and a brief explanation of the purpose of each section, including footnotes/endnotes (30% of the grade); (4) provides an initial working bibliography with all sources collected so far using Chicago (preferred), APA or MLA style (20% of the grade and is required). Submitting the proposal grammatically correct and error-free is worth 10% of the grade. The paper proposal will be submitted in this assignment. The submission is to be in PDF format. Only PDF-formatted files will be accepted. The naming convention of the PDF file is lastnamePSCI6630Proposal.pdf (last name being the student’s last name). All submissions must have a cover page with the student’s name, course number, and title.  (Following these submission directions precisely is worth 10% of the grade.)

U.S.–Russia Relations Proposal

U.S.–Russia Relations Proposal

Issue selection comprises 1) issue topic and 2) primary perspective. For example, 1) the issue topic is the war between Ukraine and the Russian Federation, and 2) you would then choose the primary perspective of the USA, the Russian Federation, the Ukrainian government, or another nation-state government.  While your final paper will need to consider the perspectives of all significant players reacting to your proposed strategy, in this example, you would need to write the strategy for either Trump, Putin, Zelenskyy, or another nation-state leader as your primary focus.

U.S.–Russia Relations Proposal

1. TOPIC US relations with the Russian Federation

  • What is the history and background of U.S.–Russia relations as a security issue?,

  • What preliminary thesis statement will guide the final paper and why was it chosen?,

  • What major sections will structure the research paper, and what is their purpose?,

  • What initial strategies can the U.S. employ to address the security challenges with Russia?,

  • What preliminary sources form the working bibliography for this proposal?

August 22, 2025
August 22, 2025

Healthcare Technology Evaluation

Technology has become an essential part of healthcare. As a nurse, it is important to understand how technologies can impact various aspects of healthcare. To become knowledgeable about

the assorted technologies, you must first be able to identify them and describe their key features. This activity will guide you through the initial steps in choosing and evaluating a technology

for its potential impact on healthcare outcomes.

This assignment will help you with Project One, where you will be required to propose a current healthcare technology solution for a problem.

Scenario

Healthcare Technology Evaluation

Mr. Jones is a 72-year-old male who lives in a rural area more than an hour away from the nearest healthcare facility. After a motor vehicle accident, he was brought to the emergency

department of a regional hospital by emergency medical services (EMS). Mr. Jones was stabilized and evaluated, and it was determined that he needed to be transferred to the nearest level I

trauma center, where he was admitted for multiple surgeries. He was discharged to a rehab facility to continue his recovery. After his release from the rehab facility, he was scheduled for

several follow-up appointments. Because of the use of an electronic health record (ERH), each of the different medical departments had instant access to real-time information about Mr.

Jones’ personal health information. Consider other healthcare technologies that might have also been used to treat Mr. Jones.

Directions

Using the Module One Activity Template in the What to Submit section, identify and describe three different information and communication technologies that could have been used in the

scenario. Do not use the EHR as one of your choices. Use at least two scholarly, current (within the last five years) references to support your work. Specifically, you must address the

following rubric criteria:

1. Function: Describe the functions of three different information and communication technologies.

2. Application: Explain how each of the chosen technologies work.

3. Special features: Describe any special features of each of the technologies.

4. Uses: Explain how each technology is used in healthcare.

5. Rationale: Provide a rationale for using each information and communication technology in the scenario.

What to Submit

Submit your completed Module One Activity Template. Your submission should be a 2- to 3-page Word document with a separate reference page that is not part of the page count. Follow

APA Style standards for formatting and citing your sources.

  1. What are the functions of three information and communication technologies (excluding EHR)?,

  2. How does each of these technologies work in practice?,

  3. What special features does each technology provide?,

  4. How are these technologies used in healthcare?,

  5. What is the rationale for using these technologies in Mr. Jones’ case scenario?