I need at least a 10 page paper. Apa format following with a sample paper.  Please follow rubic below and the sample paper.

Assignment 2: The Hiring Process and Managing a Diverse Workforce

Due Week 6 and worth 400 points

 

Imagine that you are the HR Director at your current organization or an organization with which you are familiar. As the HR Director, you must use different employment law requirements to create methods and policies that support the promotion of a diverse workforce. Select one (1) job opportunity that you have held or with which you are familiar within the same organization for this scenario.

(Note: You may create and / or make all necessary assumptions needed for the completion of these assignments. In your original work, you may use aspects of existing processes from either your current or a former place of employment. However, you must remove any and all identifying information that would enable someone to discern the organization[s] that you have used.)

Write a ten to twelve (10-12) page paper in which you:

1. Develop three (3) recruitment methods for the job opportunity in question, and suggest two (2) ways that each method helps one to avoid discriminatory practices. Justify your response.
2. Outline an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.
3. Develop a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.
4. Decide on three (3) background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity.
5. Choose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Justify the relevance of each selected employment test to the job requirements.
6. Formulate a policy for making both the hiring and promotional decisions related to the job opportunity. Specify the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Next, suggest one (1) plan to mitigate the adverse impact. Justify your suggestion.
7. Recommend two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Argue two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.
8. Select one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Recommend an action plan geared toward preventing the issues addressed in both cases within your selected organization. Justify your recommendation.
9. Choose three (3) work-life conflicts that the HR Director should consider within the selected organization. Then, outline a policy geared toward resolving each conflict through the use of related employment laws. Justify your response.
10. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

• Determine employment laws that apply to the selection, development, and management of employees.
• Evaluate policies and processes that promote a diverse workforce.
• Use technology and information resources to research issues in employment law.
• Write clearly and concisely about employment law using proper writing mechanic.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric found here.

 

 

Points: 400

Assignment 2: The Hiring Process and Managing a Diverse Workforce

Criteria

Unacceptable

Below 70% F

Fair

70-79% C

Proficient

80-89% B

Exemplary

90-100% A

1. Develop three (3) recruitment methods for the job opportunity in question, and suggest two (2) ways that each method helps one to avoid discriminatory practices. Justify your response.

Weight: 10%

Did not submit or incompletely developed three (3) recruitment methods for the job opportunity in question, and did not submit or incompletely suggested two (2) ways that each method helps one to avoid discriminatory practices. Did not submit or incompletely justified your response.

Partially developed three (3) recruitment methods for the job opportunity in question, and partially suggested two (2) ways that each method helps one to avoid discriminatory practices. Partially justified your response.

Satisfactorily developed three (3) recruitment methods for the job opportunity in question, and satisfactorily suggested two (2) ways that each method helps one to avoid discriminatory practices. Satisfactorily justified your response.

Thoroughly developed three (3) recruitment methods for the job opportunity in question, and thoroughly suggested two (2) ways that each method helps one to avoid discriminatory practices. Thoroughly justified your response.

2. Outline an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.

Weight: 10%

Did not submit or incompletely outlined an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.

Partially outlined an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.

Satisfactorily outlined an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.

Thoroughly outlined an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity.

3. Develop a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.

Weight: 10%

Did not submit or incompletely developed a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.

Partially developed a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.

Satisfactorily developed a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.

Thoroughly developed a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs.

4. Decide on three (3) background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity.

Weight: 5%

Did not submit or incompletely decided on three (3) background checks that the HR Department must utilize, and did not submit or incompletely justified the relevance of each background check for the job opportunity.

Partially decided on three (3) background checks that the HR Department must utilize, and partially justified the relevance of each background check for the job opportunity.

Satisfactorily decided on three (3) background checks that the HR Department must utilize, and satisfactorily justified the relevance of each background check for the job opportunity.

Thoroughly decided on three (3) background checks that the HR Department must utilize, and thoroughly justified the relevance of each background check for the job opportunity.

5. Choose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Justify the relevance of each selected employment test to the job requirements.

Weight: 5%

Did not submit or incompletely chose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Did not submit or incompletely justified the relevance of each selected employment test to the job requirements.

Partially chose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Partially justified the relevance of each selected employment test to the job requirements.

Satisfactorily chose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Satisfactorily justified the relevance of each selected employment test to the job requirements.

Thoroughly chose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Thoroughly justified the relevance of each selected employment test to the job requirements.

6. Formulate a policy for making both the hiring and promotional decisions related to the job opportunity. Specify the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Next, suggest one (1) plan to mitigate the adverse impact. Justify your suggestion.

Weight: 10%

Did not submit or incompletely formulated a policy for making both the hiring and promotional decisions related to the job opportunity. Did not submit or incompletely specified the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Did not submit or incompletely suggested one (1) plan to mitigate the adverse impact. Did not submit or incompletely justified your suggestion.

Partially formulated a policy for making both the hiring and promotional decisions related to the job opportunity. Partially specified the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Partially suggested one (1) plan to mitigate the adverse impact. Partially justified your suggestion.

Satisfactorily formulated a policy for making both the hiring and promotional decisions related to the job opportunity. Satisfactorily specified the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Satisfactorily suggested one (1) plan to mitigate the adverse impact. Satisfactorily justified your suggestion.

Thoroughly formulated a policy for making both the hiring and promotional decisions related to the job opportunity. Thoroughly specified the major challenges and potential adverse impact of using subjective criteria for assessing soft skills. Thoroughly suggested one (1) plan to mitigate the adverse impact. Thoroughly justified your suggestion.

7. Recommend two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Argue two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.

Weight: 5%

Did not submit or incompletely recommended two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Did not submit or incompletely argued two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.

Partially recommended two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Partially argued two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.

Satisfactorily recommended two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Satisfactorily argued two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.

Thoroughly recommended two (2) types of reasonable accommodations for both disabled applicants and applicants needing special religious considerations. Thoroughly argued two (2) legal reasons for not being able to sufficiently provide such reasonable accommodation for each group.

8. Select one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Recommend an action plan geared toward preventing the issues addressed in both cases within your selected organization. Justify your recommendation.

Weight: 10%

Did not submit or incompletely selected one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Did not submit or incompletely recommended an action plan geared toward preventing the issues addressed in both cases within your selected organization. Did not submit or incompletely justified your recommendation.

Partially selected one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Partially recommended an action plan geared toward preventing the issues addressed in both cases within your selected organization. Partially justified your recommendation.

Satisfactorily selected one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Satisfactorily recommended an action plan geared toward preventing the issues addressed in both cases within your selected organization. Satisfactorily justified your recommendation.

Thoroughly selected one (1) case in which a court charged an organization with an affirmative action violation and one (1) case in which a court charged the organization with not managing harassment issues more expeditiously. Thoroughly recommended an action plan geared toward preventing the issues addressed in both cases within your selected organization. Thoroughly justified your recommendation.

9. Choose three (3) work-life conflicts that the HR Director should consider within the selected organization. Then, outline a policy geared toward resolving each conflict through the use of related employment laws. Justify your response.

Weight: 10%

Did not submit or incompletely chose three (3) work-life conflicts that the HR Director should consider within the selected organization. Did not submit or incompletely outlined a policy geared toward resolving each conflict through the use of related employment laws. Did not submit or incompletely justified your response.

Partially chose three (3) work-life conflicts that the HR Director should consider within the selected organization. Partially outlined a policy geared toward resolving each conflict through the use of related employment laws. Partially justified your response.

Satisfactorily chose three (3) work-life conflicts that the HR Director should consider within the selected organization. Satisfactorily outlined a policy geared toward resolving each conflict through the use of related employment laws. Satisfactorily justified your response.

Thoroughly chose three (3) work-life conflicts that the HR Director should consider within the selected organization. Thoroughly outlined a policy geared toward resolving each conflict through the use of related employment laws. Thoroughly justified your response.

10. 4 references

Weight: 5%

No references provided.

Does not meet the required number of references; some or all references poor quality choices.

Meets number of required references; all references high quality choices.

Exceeds number of required references; all references high quality choices.

11. Writing Mechanics, Grammar, and Formatting

Weight: 5%

Serious and persistent errors in grammar, spelling, punctuation, or formatting.

Partially free of errors in grammar, spelling, punctuation, or formatting.

Mostly free of errors in grammar, spelling, punctuation, or formatting.

Error free or almost error free grammar, spelling, punctuation, or formatting.

12. Appropriate use of APA in-text citations and  reference

Weight: 5%

Lack of in-text citations and / or lack of reference section.

In-text citations and references are provided, but they are only partially formatted correctly in APA style.

Most in-text citations and references are provided, and they are generally formatted correctly in APA style.

In-text citations and references are error free or almost error free and consistently formatted correctly in APA style.

13. Information Literacy / Integration of Sources

Weight: 5%

Serious errors in the integration of sources, such as intentional or accidental plagiarism, or failure to use in-text citations.

Sources are partially integrated using effective techniques of quoting, paraphrasing, and summarizing.

 

Sources are mostly integrated using effective techniques of quoting, paraphrasing, and summarizing.

Sources are consistently integrated using effective techniques of quoting, paraphrasing, and summarizing.

14. Clarity and Coherence of Writing

Weight: 5%

Information is confusing to the reader and fails to include reasons and evidence that logically support ideas.

Information is partially clear with minimal reasons and evidence that logically support ideas.

Information is mostly clear and generally supported with reasons and evidence that logically support ideas.

 

Information is provided in a clear, coherent, and consistent manner with reasons and evidence that logically support ideas.

 

 

 

“Take the Pepsi Challenge:  Talent Development at PepsiCo”

 

Sample Number 2

 

Dr. David Fountaine, SPHR

 

Talent Management – HRM532 07016

Discuss how PepsiCo uses its talent to sustain a competitive advantage in the marketplace. (notice each assignment question is copied verbatim from the assignment instructions and typed in bold text)rrepeat this process for each assignment question. Use business style of writing and directly answer each question in a succinct manner. Ensure you include research in your answers.

 

     

 

     PepsiCo sustains a competitive advantage in the marketplace by acquiring the right talent, properly managing, developing, and educating that talent, and stressing the importance of the company culture.  PepsiCo uses the business strategy “Performance with a Purpose,” which incorporates talent sustainability as one of its main components (Dowell & Silzer, 2010).  “Talent sustainability is about having the right people, in the right place, at the right time, doing the right work, in the right way” (Dowell & Silzer, p. 618, 2010).  Talent management and development are central to their growth agenda.  Evidence that PepsiCo successfully utilizes their talent to their advantage is the fact that many former PepsiCo leaders are now in leadership positions in other Fortune 500 companies, including seven CEO positions.

 

     PepsiCo believes that three major sustainable advantages give them a competitive edge in the global marketplace; (1) muscular brands; (2) innovative products; and (3) powerful go-to-market systems (“Sustainable advantage”, 2004).  This particular model all revolves around the center component which is people.  The first sentence of PepsiCo’s corporate values statement says it best, “Our commitment to deliver sustained growth, thorough empowered people, acting with responsibility and trust” (Dowell & Silzer, p. 617, 2010).

 

     Having clear, distinct processes and structures in place to sustain employee growth and development is vital with over 185,000 employees worldwide (Dowell & Silzer, 2010).  PepsiCo has worked diligently to provide that structure and embedded it in the culture of the company.

 

 

 

Discuss three key elements of PepsiCo’s career growth model.

 

     

 

     The Career Growth Model (CGM), developed in 2002, describes the approach to building a career at PepsiCo.  The CGM consists of five main components:  (1) proven results; (2) leadership capability; (3) functional excellence; (4) knowing the business cold; and (5) critical experiences (Dowell & Silzer, 2010).  The CGM offers a guide to employees describing specifically what leaders and human resources consider when looking to promote, and how employees can plan for their own development both individually and with their supervisors (Dowell & Silzer, 2010).  The CGM supports PepsiCo’s core belief that all employees should have the opportunity to grow and develop within the organization (Dowell & Silzer, 2010).

 

     Proven results, both business results and people results, is the first component of the CGM, and the component that will get an employee on the track to success with PepsiCo (Dowell & Silzer, 2010).  Individual results are measured by the performance management process and reinforce the cultural importance of growth (Dowell & Silzer, 2010).  As the business grows so do the opportunities for its employees.    

 

     Leadership capability, as defined in PepsiCo’s CGM, is simply the competencies and behaviors (tiered by level) that employees at each level are expected to exhibit and are then measured via their 360-degree feedback process (Dowell & Silzer, 2010).  This particular element is important in any company, but even more crucial in a huge corporation.  By being specific in the expectations from midlevel leaders up through senior management, PepsiCo is giving every employee the structure, guidance and feedback to succeed. 

 

     The last component of the CGM is critical experiences.  PepsiCo believes that providing their employees with the right set of experiences is the best way to develop talent (Dowell & Silzer, 2010).  PepsiCo is convinced that to be effective in a leadership role, the individual must have experience in all three project areas (beverages, snacks and foods), and understand the operations of the go-to-market systems, which are franchise, warehouse, and direct store distribution (Dowell & Silzer, 2010).

 

     PepsiCo acknowledges that talent management is ever-changing and developing.  The one goal PepsiCo has for their employees that doesn’t change is long-term career growth.  The CGM, which has proven to be quite successful, provides structure to the talent recruitment and development process.       

 

    

 

Discuss three key elements of PepsiCo’s talent management model.

 

 

 

     The talent management model was established at PepsiCo to define and communicate how they believe people are developed (Dowell & Silzer, 2010).  This model incorporates three phases:  identify, develop readiness, and movement (Dowell & Silzer, 2010).  Identify isthe process PepsiCo uses to recognize if an individual has the potential to take on senior leadership roles.  This process is one of the biggest challenges in talent management, and PepsiCo accomplishes this through their people planning process, where talent is reviewed at each successive level in the company (Dowell & Silzer, 2010).

 

     Develop readiness is based on the understanding that 70% of development occurs on the job, 20% from coaching, feedback and mentoring, and 10% from training (Dowell & Silzer).  PepsiCo’s method is an integrated approach, combining leadership development programs combined with formal training for senior leaders with a feedback process from a collection of personality tests (Dowell & Silzer, 2010).  Following the program, the participants are given follow-up coaching assignments with outside, certified coaches (Dowell & Silzer, 2010).  The collection of all three talent development methods:  (1) leadership development, (2) formal training (with feedback) and follow-up coaching assignments, and (3) the collection of personality tests has proven successful for PepsiCo when fast-tracking high potential leaders.

 

      Movement is the element of the talent management model that plans for movement of talent within PepsiCo, and is arguably the most challenging aspect of the talent management model (Dowell & Silzer, 2010).  The goal of this element is to build a strong talent base by movement of high-potential talent (Dowell & Silzer, 2010).  Identifying potential is easier than moving the talent into leadership positions in a structured and purposeful manner.  The objective of this element of PepsiCo’s talent management model is that over time, and through successive movement of high-potential talent, the process builds a talent bench for the future (Dowell & Silzer, 2010).

 

 

 

 

 

 

 

Discuss the challenges that PepsiCo faces related to its talent management system.

 

 

 

     According to Dowell & Silzer (2010), the four main challenges/questions that PepsiCo faces with respect to its talent management system are:  (1) defining high-potential; (2) which metrics to use in the talent management system; (3) plan execution by leaders; and (4) the required changes needed to accommodate the needs of the incoming generations.

 

     According to Dowell & Silzer (2010), defining high-potential employees from average employees is crucial, and doing it with a high degree of precision represents the “holy grail” of talent management.  There is no set ideal of what potential looks like, making this area such a challenge. In addition, the criteria for potential may change as senior leadership changes.

 

     The next challenge/question addressed by Dowell & Silzer (2010) is which set of metrics to use in a talent management system.  Some companies, including PepsiCo, emphasize the importance of the depth of the talent bench, but leave the issue of which metric to use unanswered (Dowell & Silzer, 2010).  It makes sense to emphasize the depth of the talent bench—which means more than one potential successor for each leadership role—so that each leader has two or more choices for a successor.  Dowell & Silzer (2010) identify another metric that is commonly used in organizations, which is the number of developmental moves made during a time period, whether it is in the same or different areas.  This metric has been used in PepsiCo, but Dowell & Silzer (2010) stress the importance of the moves being in the interest of improved capability and stronger bench over time, versus just random movement of the employees.  This leads to a very important realization – it is critical to understand the background and capabilities of each individual being moved within to ensure a developmental experience that will maximize the talent of the employee and will build the long-term bench for PepsiCo (Dowell & Silzer, 2010). 

 

     Yet another metric is meant to drive enterprise-wide accountability by tasking leaders to move a certain percentage of employees across divisional or location borders (Dowell & Silzer, 2010).  However, this metric puts a higher emphasis on quantity versus quality.  I think that movement just for the sake of movement isn’t always an approach that will maximize the employees, or PepsiCo’s long term goals.

 

     The last metric that Dowell & Silzer (2010) address is a talent distribution model, which displays high-potential talent by function, division, region or country.  However, this metric, appears to be limiting in its ability to assess the true ability of the employees to reach specific important positions.  The approach appears helpful for developing a broad view of the available talent, however, unless all the employees are equally functional it does little to characterize their ability to reach certain critical leadership roles (Dowell & Silzer, 2010).

 

     Determining which metric to use is a significant challenge for PepsiCo, or any company.  Each metric is going to have a different outcome.  Determining which metric best fits PepsiCo will likely be determined on a trial and error basis before it is truly refined.    

 

     The next challenge that Dowell & Silzer (2010) discuss is getting senior management to execute on plans when the time is right.  “All the best talent management tools, templates, assessment models, and career plans in the world are only as effective as the people executing them” (Dowell & Silzer, p. 633, 2010).  At this point, a partnership between senior leadership and a Human Resource officer can be invaluable in navigating though the talent management process.

 

     The last challenge discussed by Dowell & Silzer (2010) is how to change the talent management system to meet the needs of the next generation.  The workforce is aging and younger generations are starting to move into more senior roles in the organization.  These generations bring with them different expectations and values, thus the need for change.  Dowell & Silzer (2010) identify some possible operational changes that PepsiCo may need to address in the coming years. 

 

     First, they will need to provide transparency in career paths, performance expectations and the sharing of talent calls with employees.  While some organizations believe in telling employees where they stand, others do not for fear of the consequences.  Younger generations, the Millennials in particular, are far less accepting of not knowing where they stand, and may demand feedback. 

 

     Second, flexibility in work arrangements and how work gets accomplished may need to be adjusted in the future.  Issues, including mobility (unwillingness to relocate), life stages (how personal issues interact with career progression), and job-hopping (excess job movement) may need to be reevaluated as organizations move forward.  PepsiCo and other companies have been able to disregard these ideals in the past, but the change in the workforce, and the expectation of the new generations will require changes to the talent management system for the continued success of PepsiCo’s business and human assets.

 

   
References

 

 

 

Dowell, B. & Silzer, R. (2010). Strategy-driven talent management: a leadership imperative.  San Francisco;  Jossey-Bass.

 

 

 

Sustainable Advantage.  (2004). Retrieved April 29, 2010, from www.pepsico.com/download2004-annual-english.pdf