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Scenario: In preparation for the board of directors meeting,

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Scenario;In preparation for the board of directors meeting, the chief executive officer (CEO) has asked you to prepare a strategy for maximizing the use of human resources. The CEO pointed out several issues that should be covered as part of the human resources presentation. First, the CEO is concerned about results from a recent employee survey that indicated many employees did not receive regular performance evaluations. Employees complained about the lack of a regular performance appraisal system. Second, managers pointed out that there was not a process for assessing the work of teams, which are an important part of organizational success. Third, at the last board meeting, the directors asked for a report on how the company might implement succession planning.;Task;Create a multimedia presentation (e.g., PowerPoint, Keynote) (suggested length of 12???15 slides) in which you do the following;Note: The slides in your presentation should include only the main points you wish to make, with more extensive information included in the presenter notes section of the presentation. Each of the prompts below should be discussed on a separate slide with corresponding presenter notes.;A. Explain the benefits of performance appraisal systems within an organization in which you address the following;1. Present the optimal results of a well-prepared and well-delivered performance appraisal;2. Recommend preappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company.;3. Recommend postappraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company.;4. Illustrate what can go wrong when giving feedback.;5. Discuss steps that a manager might take when delivering a performance appraisal for optimal value.;6. Discuss the benefits to the company of working with employees to further their career goals.;B. Discuss the evaluation of teams within an organization in which you address the following;1. Summarize research on effectively assessing team performance.;2. Recommend a strategy for the company to adopt to assess team performance.;3. Illustrate the differences between evaluating team performance and individual performance.;C. Discuss the concept of succession planning with an organization in which you address the following;1. Present reasons for adopting succession planning.;2. Discuss how succession planning can be used by the given company.;3. Illustrate a succession planning process for the company.;D. Present a summary of the presentation in which you address the following;1. Present a conclusion reiterating key points.;2. Recommend steps the CEO and board of directors should take to implement the key points covered in the presentation.;E. Include presenter notes for each slide.;F. Include all in-text citations and references in APA format.;Note: Please save word-processing documents as *.rtf (Rich Text Format) files.;Note: When bulleted points are present in the task prompt, the level of detail or support called for in the rubric refers to those bulleted points.;Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section.;Note: When using outside sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.;Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section.;Attachment Preview;Task 3 Rubric.docx;Rubric;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;Competent;value: 3;Highly Competent;value: 4;The candidate;provides weak;articulation of;response.;The candidate;provides limited;articulation of;response.;The candidate;provides adequate;articulation of;response.;The candidate;provides substantial;articulation of;response.;A1. Optimal The candidate does;Results;not present the;optimal results of a;well-prepared and;well-delivered;performance;appraisal.;The candidate;presents the optimal;results, with no;detail, of a wellprepared and welldelivered;performance;appraisal.;The candidate;presents the optimal;results, with limited;detail, of a wellprepared and welldelivered;performance;appraisal.;The candidate;presents the optimal;results, with adequate;detail, of a wellprepared and welldelivered;performance;appraisal.;The candidate;presents the optimal;results, with;substantial detail, of;a well-prepared and;well-delivered;performance;appraisal.;A2.;The candidate does;Preappraisal not provide an;Activities;appropriate;recommendation of;preappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with no support, of;preappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with limited support;of preappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with adequate;support, of;preappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with substantial;support, of;preappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;Unsatisfactory;value: 0;Articulation;of Response;(clarity;organization;mechanics);The candidate;provides;unsatisfactory;articulation of;response.;Score;/;Level;Rubric;Unsatisfactory;value: 0;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;Competent;value: 3;Highly Competent;value: 4;A3.;Postapprais;al;Activities;The candidate does;not provide an;appropriate;recommendation of;postappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with no support, of;postappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with limited support;of postappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with adequate;support, of;postappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;The candidate;provides an;appropriate;recommendation;with substantial;support, of;postappraisal;activities that ensure;there are;performance;appraisal processes;that are beneficial to;the employee and the;company.;A4.;Feedback;The candidate does;not illustrate what;can go wrong when;giving feedback.;The candidate;illustrates, with no;detail, what can go;wrong when giving;feedback.;The candidate;illustrates, with;limited detail, what;can go wrong when;giving feedback.;The candidate;illustrates, with;adequate detail, what;can go wrong when;giving feedback.;The candidate;illustrates, with;substantial detail;what can go wrong;when giving;feedback.;Score;/;Level;Rubric;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;Competent;value: 3;Highly Competent;value: 4;A5.;The candidate does;Managerial not provide a logical;Steps;discussion of steps;that a manager might;take when delivering;a performance;appraisal for optimal;value.;The candidate;provides a logical;discussion, with no;detail, of steps that a;manager might take;when delivering a;performance;appraisal for optimal;value.;The candidate;provides a logical;discussion, with;limited detail, of;steps that a manager;might take when;delivering a;performance;appraisal for optimal;value.;The candidate;provides a logical;discussion, with;adequate detail, of;steps that a manager;might take when;delivering a;performance;appraisal for optimal;value.;The candidate;provides a logical;discussion, with;substantial detail, of;steps that a manager;might take when;delivering a;performance;appraisal for optimal;value.;A6.;Company;Benefits;The candidate does;not provide a logical;discussion of the;benefits to the;company of working;with employees to;further their career;goals.;The candidate;provides a logical;discussion, with no;detail, of the benefits;to the company of;working with;employees to further;their career goals.;The candidate;provides a logical;discussion, with;limited detail, of the;benefits to the;company of working;with employees to;further their career;goals.;The candidate;provides a logical;discussion, with;adequate detail, of;the benefits to the;company of working;with employees to;further their career;goals.;The candidate;provides a logical;discussion, with;substantial detail, of;the benefits to the;company of working;with employees to;further their career;goals.;B1. Team;The candidate does;Performanc not provide a logical;e;summary of research;on effectively;assessing team;performance.;The candidate;provides a logical;summary, with no;detail, of research on;effectively assessing;team performance.;The candidate;provides a logical;summary, with;limited detail, of;research on;effectively assessing;team performance.;The candidate;provides a logical;summary, with;adequate detail, of;research on;effectively assessing;team performance.;The candidate;provides a logical;summary, with;substantial detail, of;research on;effectively assessing;team performance.;Unsatisfactory;value: 0;Score;/;Level;Rubric;Unsatisfactory;value: 0;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;Competent;value: 3;Highly Competent;value: 4;B2.;Strategy;The candidate does;not provide an;appropriate;recommendation of a;strategy for the;company to adopt to;assess team;performance.;The candidate;provides an;appropriate;recommendation;with no support, of a;strategy for the;company to adopt to;assess team;performance.;The candidate;provides an;appropriate;recommendation;with limited support;of a strategy for the;company to adopt to;assess team;performance.;The candidate;provides an;appropriate;recommendation;with adequate;support, of a strategy;for the company to;adopt to assess team;performance.;The candidate;provides an;appropriate;recommendation;with substantial;support, of a strategy;for the company to;adopt to assess team;performance.;B3.;Performanc;e;Differences;The candidate does;not illustrate the;differences between;evaluating team;performance and;individual;performance.;The candidate;illustrates, with no;detail, the differences;between evaluating;team performance;and individual;performance.;The candidate;illustrates, with;limited detail, the;differences between;evaluating team;performance and;individual;performance.;The candidate;illustrates, with;adequate detail, the;differences between;evaluating team;performance and;individual;performance.;The candidate;illustrates, with;substantial detail, the;differences between;evaluating team;performance and;individual;performance.;C1.;Succession;Planning;The candidate does;not present reasons;for adopting;succession planning.;The candidate;presents, with no;detail, reasons for;adopting succession;planning.;The candidate;presents, with limited;detail, reasons for;adopting succession;planning.;The candidate;presents, with;adequate detail;reasons for adopting;succession planning.;The candidate;presents, with;substantial detail;reasons for adopting;succession planning.;Score;/;Level;Rubric;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;The candidate does;not provide a logical;discussion of how;succession planning;can be used by the;given company.;The candidate;provides a logical;discussion, with no;detail, of how;succession planning;can be used by the;given company.;C3.;The candidate does;Organizatio not illustrate a;n Use;succession planning;process for the;company.;D1.;The candidate does;Conclusion not present a;conclusion;reiterating key;points.;Unsatisfactory;value: 0;C2.;Company;Use;Competent;value: 3;Highly Competent;value: 4;The candidate;provides a logical;discussion, with;limited detail, of how;succession planning;can be used by the;given company.;The candidate;provides a logical;discussion, with;adequate detail, of;how succession;planning can be used;by the given;company.;The candidate;provides a logical;discussion, with;substantial detail, of;how succession;planning can be used;by the given;company.;The candidate;illustrates, with no;detail, a succession;planning process for;the company.;The candidate;illustrates, with;limited detail, a;succession planning;process for the;company.;The candidate;illustrates, with;adequate detail, a;succession planning;process for the;company.;The candidate;illustrates, with;substantial detail, a;succession planning;process for the;company.;The candidate;presents, with no;detail, a conclusion;reiterating key;points.;The candidate;presents, with limited;detail, a conclusion;reiterating key;points.;The candidate;presents, with;adequate detail, a;conclusion reiterating;key points.;The candidate;presents, with;substantial detail, a;conclusion reiterating;key points.;Score;/;Level;Rubric;Does Not Meet;Standard;value: 1;Minimally;Competent;value: 2;Competent;value: 3;Highly Competent;value: 4;The candidate;provides an;appropriate;recommendation;with no detail, of;steps the CEO and;board of directors;should take to;implement the key;points covered in the;presentation.;The candidate;provides an;appropriate;recommendation;with limited detail, of;steps the CEO and;board of directors;should take to;implement the key;points covered in the;presentation.;The candidate;provides an;appropriate;recommendation;with adequate detail;of steps the CEO and;board of directors;should take to;implement the key;points covered in the;presentation.;The candidate;provides an;appropriate;recommendation;with substantial;detail, of steps the;CEO and board of;directors should take;to implement the key;points covered in the;presentation.;E. Presenter The candidate does;Notes;not include relevant;presenter notes for;each slide.;The candidate;includes relevant;presenter notes, with;no detail, for each;slide.;The candidate;includes relevant;presenter notes with;limited detail, for;each slide.;The candidate;includes relevant;presenter notes, with;adequate detail, for;each slide.;The candidate;includes relevant;presenter notes, with;substantial detail, for;each slide.;F. In-Text;Citations;and;References;in APA;Format;The candidate;provides only some;in-text citations or;references for outside;sources used.;The candidate;provides appropriate;in-text citations and;references with;several major APA;formatting errors for;outside sources;used.;The candidate;provides appropriate;in-text citations and;references with;minor APA;formatting errors for;outside sources;used.;The candidate;provides appropriate;in-text citations and;references with no;readily detectable;errors for outside;sources used.;Unsatisfactory;value: 0;D2. Next;Steps;The candidate does;not provide an;appropriate;recommendation of;steps the CEO and;board of directors;should take to;implement the key;points covered in the;presentation.;The candidate does;not use outside;sources or does not;provide any in-text;citations or;references for outside;sources used.;Score;/;Level

 

Paper#33964 | Written in 18-Jul-2015

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