Week 2 – 2 separate Discussions (about 1 page each)
This discussion is kind of a continuation of my Week 1 discussion using an example organization. I am thinking this should go to the same writer whom did my week 1 discussion; order # 81654847
DISCUSSION 1 of 2 BELOW:
Last week for your Application, you created a presentation for a group of directors on why the HR function should be more strategic in your chosen organization. The CEO met with you this week and told you the directors were in agreement and that it might be necessary to make the HR function more strategic. The CEO knows for this to happen, the buy-in of all stakeholders is also essential. The CEO wants a simple way for all stakeholders to understand how HR can add value to the organization’s strategy.
You suggest creating a visual representation of the “story” of how the HR function can add value to the organization’s strategic growth. The CEO agrees and asks that you also provide a short written summary.
To do so, you must consider HR performance drivers and HR enablers. For example, a performance driver might be on-time customer service. If an organization identifies this as their performance driver, then a performance appraisal system and a pay for performance system that measures and rewards for on-time service is the HR enabler. The HR enablers should reinforce the performance drivers.
Please Note: You may use Microsoft Visio, Microsoft Word, or hand-drawn preliminary linkage map scanned into a PDF document and attach it to the Discussion Board.
In one document, create a preliminary linkage map that tells that “story” of the HR performance drivers that would be important to the success of the organization’s strategy (similar to Figure 2-2 in your course text). Be sure to include the following categories: financial, customer, internal, and learning and growth.
With these thoughts in mind:
Post by Day 3 a cohesive and scholarly response based on your readings and research this week that addresses the following:
• Create a linkage map that tells the “story” of the HR performance drives that would be important to the success of the organization’s strategy.
• Underneath the linkage map, provide a short written-summary (2-3 paragraphs) describing the HR metrics and functions, along with their strategic value.
• Be specific, and provide examples with references to the literature.
Discussion 2 of 2 BELOW:
An Assessment of Training
Training can be a significant expense to a company. Strategic human resource management closely manages the training process. Training is based on a company’s needs, the development of training is well planned and executed, and the results of training are always evaluated.
With these thoughts in mind:
Post by Day 4 an organization you selected.
In 1-2 paragraphs describe a setting for a training class you might facilitate. Include information on the size of the organization, supervisory structure and the nature of the employees. Write a training goal, 3-5 related objectives, and how you would assess if learning has occurred.
The Training and Development PPT in the Week 2 materials will guide in writing training goals and objectives.
This assignment can be on the organization you have been using throughout the course or one that you can reply to more specifically.
• The HR Scorecard: Linking People, Strategy, and Performance
o Chapter 2, “Clarifying and Measuring HR’s Strategic Influence: Introduction to a Seven-Step Process”
This chapter defines a seven-step process that is one way to lay the groundwork for HR’s strategic influence within the organization.
Training and Development (2009). Society for Human Resource Management.
• Davenport, T. H., Harris, J., & Shapiro, J. (2010). Competing on talent analytics. Harvard Business Review, 88(10), 52–58. Retrieved from the Walden Library using the Business Source Complete database:
This article discusses metrics in talent management. It suggests that using metrics such as those presented can create a competitive advantage.
• Fink, A. A. (2010). New trends in human capital research and analytics. People and Strategy, 33(2), 14–21. Retrieved from the Walden Library using the ABI/INFORM Global database:
In this article, trends in metrics are discussed, including results of interviews with a set of HR “thought” leaders and practitioners from a variety of organizations.
• HR Focus. (2010). 2010 benchmarks: Key measures to monitor. HR Focus, 87(1), 1, 13–15. Retrieved from the Walden Library using the ABI/INFORM Global database:
The findings of a 2009/2010 U.S. Human Capital Effectiveness Report are presented in this article. Implications for HR professionals are also presented.
• McLaughlin, J. A., & Jordan, G. B. (1999). Logic models: A tool for telling your program’s performance story. Evaluation and Program Planning, 22(1), 65–72. Retrieved from the Walden Library using the ScienceDirect database: https://www.sciencedirect.com.ezp.waldenulibrary.org/science/article/pii/S0149718998000421
In this article, the authors describe the logic modeling process. Logic models are tools used by program evaluators to tell the performance story for their program. Logic models describe the logical linkages among program resources, program activities, and outputs for short, intermediate, and longer term outcomes. The process makes developing metrics easier.
• Pilenzo, R. C. (2009). A new paradigm for HR. Organization Development Journal, 27(3), 63–75. Retrieved from the Walden Library using the ABI/INFORM Global database:
This article provides another perspective of how HR can become more strategic. The author suggests that the function just might be in danger of overselling itself—an interesting thought.