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Evaluating Training and Measuring Return on Investment for Training

“Evaluating Training and Measuring Return on Investment for Training” Please respond to the following:

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Budgeting Time and Valuing Risk Management

HR DISCUSSION

WEEK 5 Due 2/4/18 10:00pm est
Planning Your Project
· A potential client wants you to be the project manager for a project that involves moving to a new computerized human resource management system that supports the firm’s staffing, compensation, employee relation, and benefit functions. The client is very vague about what needs to be done for all that they know is that they do not like the current system. Identify the types of questions that you could ask the client to gain a better understanding of the scope of the project. Other than having the client answer your questions, what other activities could you engage in to gain a better understanding?
WEEK 6 due 2/7/18
· Discussion: Project Resources
· You have been asked to replace the project manager who was heading up your firm’s new compensation and benefits system. One of the reasons the project manager is being replaced is because the project schedule had the wrong resources assigned (e.g., resources who do not fully understand compensation and benefits). You have been asked to solve this problem quickly by either replacing the resources or getting the resources up-to-speed on compensation and benefits. Present your recommendation for solving this critical resource problem by reviewing the pros and cons of each option.
WEEK 7 due 2/7/18
· Discussion: Budgeting Time and Valuing Risk Management
·
. You have been assigned to analyze the project plan of a payroll system that is behind schedule and over budget. The project was supposed to be completed in one (1) year, but now, it is running about three (3) months behind schedule and 25% over budget. It is expected that the project may continue to fall further behind schedule and over budget. Your superior wants to know if the project can be saved. Recommend a series of actions to save the project and identify the risks in taking such an approach.
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General Mills Company

Respond to the four writing prompts below. Your responses must include information from academic and scholarly research, including at least two resources from the CSU Online Library and at least two other online sources.

  1. Create a case study summary of the company you have chosen, including a general overview of the company, its external environment, and a list of its current strategies and objectives. 
  2. If the company continues with its present strategies and objectives, where will it be in five years?
  3. If you were the CEO of the company, what strategies would you recommend, and why?
  4. Describe the competitive strategies used by the company’s main competitors. Which of these strategies are the most
    effective? How can your company combat these strategies? Support your answers.

If you paraphrase, quote, or use ideas from any source, you should cite your sources using APA guidelines. Your case study should be at least three pages in length, excluding a cover page and references page. Please contact your instructor if you have any questions, or contact the CSU Success Center should you need more support.
The Company is General Mills.

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economic culture-Managing Human Resources

Please answer the following questions in a well-integrated essay:

  1. Why do you think U.S. full-service airlines are largely undifferentiated, low-quality providers? What are the reasons that none of the full-service airlines positioned itself and delivers as a high service quality provider? 
  2. How might people feel if they are working in a culture that focuses so intensely on customers, but cuts costs to the bone internally?
  3. View: http://youtu.be/fNEJrd6GkSY (Across the World with the Singapore Girl) and http://youtu.be/P5sGKR6NJBw (Singapore Airlines SQ Girl), and discuss your perceptions of these videos from an HRM standpoint.

Bring in at least 2 library sources to help strengthen your discussion.
Your paper should be at least 2-3 pages, (not including the cover sheet and reference list). Deal with these issues in an integrated fashion, not as a series of individual questions.
Wirtz, J., & Heracleous, L. (2012). Singapore Airlines: Managing human resources for cost-effective service excellence. Retrieved from http://docplayer.net/2716897-Singapore-airlines-managing-human-resources-for-cost-effective-service-excellence.html

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Health Services-Discussion

HSA530 Week 6 Lecture 2: Health Services Human Resource Management – Documentation

Slide # Topics Narration
Slide 1 Intro Welcome to Health Services Human Resource Management.
In this lesson, we will discuss documentation.
Next slide.
Slide 2 Topics The following topics will be discussed in this lesson.
Paper remains important;
Legal implications of employment documentation;
Human resources and personnel files;
The department manager’s responsibilities;
Department manager’s employee files; and
Do the paperwork.
Next slide.
Slide 3 Paper Remains Important We will begin this lesson with discussing paper remains important.
Many documents are intended for simple record-keeping. Indexes and other records ensure that particular documents are available for reference of other ordinary business purposes if needed. However, in recent decades, an increasing amount of documentation has been created and maintained largely as protection against legal challenges. Documentation can be troublesome for a department manager in two ways. The first is when it is not available and appears never to have existed. The other is when documents do exist but are weak, inaccurate, or incomplete.
Next slide.
Slide 4 Legal Implications of Employment Documentation Employment documentation is always important when responding to charges of discrimination. If requested documentation cannot be produced, the worst is often assumed. Some records are retained on the basis of common sense. There may be legitimate needs to retrieve the information they contain at some time in the future. Other records are retained because of external or legal requirements. All federal laws that address aspects of employment include requirements for record retention. In most organizations, retaining records is a continuing responsibility of HR.
The threshold for retaining most employment documentation is six years. This is the statutory limit for filing most employment related charges arising from violations of the Civil Rights Act. Many organizations simply assume that all personnel files must be permanently retained. Employees come and go, in the process generating files that become inactive. Employees that remain for many years often generate thick files over the course of their employment. The net result is that HR has a considerable records retention challenge.
Next Slide.
Slide 5 Human Resources and Personnel Files A department manager may expect to hear from HR when documentation is not forthcoming. Performance appraisals and disciplinary actions are most likely to require additional input or actions. Depending on organizational policy, licensure information may be an HR responsibility. Department managers may have the responsibility to ensure that care- givers renew their licenses in a timely fashion and submit copies for their personnel files. Organizations occasionally maintain a separate central license repository. Regarding disciplinary actions, organizational personnel policies may include guidelines governing disciplinary actions. Written warnings in employee files are often considered to expire after a period of time if subsequent related infractions do not occur. To comply with such a policy, HR must monitor written warnings and invalidate them as needed. Human resources staff may not purposively review all personnel files to remove expired warnings. However, when expired warnings are encountered, they should be removed and placed in a separate file. The objective of a warning is to correct behavior.
Next Slide.
Slide 6 The Department Manager’s Responsibility Every organization should have an employee handbook, and all department managers and supervisors should be familiar with its contents. Two reasons support this suggestion. The first is for personal knowledge and use, because managers are employees as well as supervisors. The second is to answer employee questions. Managers must be able to handle general questions about the handbook’s contents and must know how and where to secure clarification of any of the book’s contents.
An organization’s personnel policy and procedure manual is ordinarily issued by HR. Most policies are prepared by HR directly or by using input from other organizational units and distributed by HR. In most organizations, every department has a copy of the manual. Larger departments may have multiple copies.
Sometimes department managers directly receive requests for information about particular employees, requests from outsiders who have—usually deliberately—bypassed human resources or other channels such as administration. Requests for employee information from outside of the organization should not be honored.
Next Slide.
Slide 7 Department Manager’s Employee Files Regardless of the amount of information contained, supervisors should always maintain a separate file folder for each employee. This avoids any charge of favoritism or discrimination by denying any employees the opportunity to claim that files were kept selectively or that some employees were watched while others were allowed to go their own way. A few items can be retained for every employee.
First-line managers are busy people, and they often tend to skimp on informal documentation. Negative comments seem to get written up more often than positive comments; these are supposedly “important” in that they may lead eventually to larger problems or necessary counseling or disciplinary action. Positive comments often do not get entered for employees who do something commendable. However, positives can be just as important as negatives—even more important to the employees themselves—to capture in a manager’s anecdotal note file.
Next Slide.
Slide 8 Do the Paperwork Many problems occur after the fact because of documentation that is missing or incomplete. Instances of incomplete documentation are common in every organization. These include forms that are not completely filled out, papers that are not signed, and information that is illegible or incomplete. An ongoing and recurring problem is documents that lack dates. Enter a date on any paper before adding any words. This simple act can prevent many problems associated with documentation.
Next Slide.
Slide 9 CYU
Slide 10 Summary Paper records are essential. The human resources (HR) department has an important role concerning employee personnel files. Department managers and supervisors share in documentation responsibilities. Relevant documents include personnel files, job descriptions, employee handbooks, and policy and procedure manuals. Departmental files are important but temporary. Human resources has the job of maintaining long-term files. Paperwork is necessary and should be completed in a timely fashion. Without proper and complete records, an important matter, issue, or event is considered never to have occurred.
While this chapter emphasizes several forms of documentation, medical records are excluded. Two general classes of employment documents are included. The first of these encompasses formal documentation that results primarily from adhering to laws or regulatory requirements. This includes the majority of items found in an employee’s personnel file. The second class is informal documentation. These papers are not required by law or regulations but are deemed to be helpful when running an organization. Examples include internal reports, statistics, meeting minutes, anecdotal notes, and personal reminders.
This completes the lesson.

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internalized homophobia play in violence in LGBTQ relationships

1.What are possible effects of intimate partner violence on the family dynamic? How can you identify these effects?
2How big of a role does internalized homophobia play in violence in LGBTQ relationships? How can this be successfully combated?
3.How is violence in LGBTQ intimate relationships different from those in heterosexual intimate relationships? How is the same? Do we need to approach them differently? Why or why not?
 

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Nurses’ Health Study

Imagine you are an investigative reporter and your first assignment is to summarize data from a recently published journal or article available via the Internet. Please share a link to the article and discuss the type of data that was collected, the type of study that was conducted, and any follow up studies you feel would be beneficial.
PLEASE EXPLAIN WHETHER YOU AGREE WITH MY CLASSMATE RESPONSE TO THE ABOVE QUESTION AND WHY? (A MININUM OF 125 WORDS)
 
CLASSMATE’S POST
As an investigator I chose to summarize this completed cohort and ongoing study on women’s health.
“Nurses’ Health Study” (NHS): This is a prospective cohort study done with nurses. It started in 1976 by researches from Channing Brigham and Women’s Hospital, Harvard Medical School and The Harvard T.H Chan School of Public Health.
The nurses age ranges from 30 to 55 years old, 121,700 married women in number, the study was about impact of contraceptive and smoking on breast cancer, later the study extended to observe other lifestyle behaviors in relation to 30 diseases. In 1980 the study included dietary information, first dietary information obtained in 1991. This is first study is known as the original NHS Cohort.
Nurses were chosen for their willingness to participate, answer technical, and health related questions accurately to the best of their knowledge without hesitation.
This study also involved answering additional questions and giving blood, urine etc. every two years. So far there are three NHS cohorts.
NHS II. – started in 1989, 116430 nurses in number, 25 to 42 years old married women,
The study is about the effect of contraceptives on women that were taken the medication in adolescence years, lifestyles, risk factors and physical activities were collected.
NHS III – started in 2010 is still in progress. This one includes registered, licensed practical and vocational men and women nurses, ages 19 to 46, in United States and Canada.
This study is to find out about dietary lifestyles, environmental, occupational exposures that affect men’s and women’s health. Hormones, fertility, pregnancy and breast cancer risks because of diet during adolescence period.
Many researches have been published from these studies, and the children of the nurses are also being enrolled and studied from ages 9 to 17 called growing up today study.  Questions on dietary intake, weight changes, exercise level, substance and alcohol use, body image, and environmental factors. Researchers are looking at conditions common in young adults such as asthma, skin cancer, eating disorders, and sports injuries etc. The Journal of Public Health dedicated the September 2016 issue to nurses for the 40th Anniversary of Nurses Health studies.
These are prospective cohort which means that a group of people are followed forward in time to determine the present of disease, death and other outcomes from taking contraceptives, their lifestyle, risk behaviors etc. The follow up study that I wish they consider adding to this open study is the life span of nurses compared to other professionals.
References:
The impact of the nurses’ health study on population health. Prevention, Translation and Control.
Retrieved 1/30/2018. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4981811/

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Project Management and SDLC–discussion

1. Discuss case 13.2 Steve Jobs’ Shared Vision Project Management Style.
 2. Discuss case 14.1 Google Glass and Risk, Privacy, and Piracy Challenge
 
436 Chapter 13 Project Management and SDLC
3. Managing a project with Microsoft Project is often the approach to IT project management, but many users prefer to use Microsoft Excel instead. The main reasons are that MS Project is too expensive, wastes too much time to set up and keep updated, and is
tough to use. The debate between Excel and Project has valid arguments for either approach. Research the reviews of Excel and MS Project as project management tools. When is each software appropriate for use?
CASE 13.2 Business Case: Steve Jobs’ Shared Vision Project Management Style
Steve Jobs (1955–2011) co-founded Apple Inc. and reinvented the PC, music players, phones, tablets, and digital publish- ing (Figure 13.11). He is regarded as technology industry’s most notable luminary. He continuously managed remark- ably innovative projects—extremely successful ones as well as many failures. Although widely recognized as a marketing and technology guru, Jobs was largely successful because of his project-based approach for managing his business and pro- ducing new products. His approach to executing projects ulti- mately changed the business world. Jobs’ shared vision project management style offers lessons to help managers focus and motivate their team to get projects completed on schedule.
Shared Vision and Accountability A signifi cant part of what made Jobs successful was his per- sistent push to keep projects moving while communicating with his team to ensure they were working toward the shared vision. He stressed accountability and did not let anyone slide on that principle. He got to know everyone on the team and actively inspired them. Guy Kawasaki, Apple’s chief evangelist and liaison to the Mac developer community, said Jobs appreciated great work. He was well known for giving employees feedback—publicly telling them if they were great or lousy. His bluntness infuriated some people but also motivated them to either do their best or leave.
Communication Structure, understanding, and inspiration depend on the one irreplaceable management skill: communication. Part of what made Jobs so successful was his constant push to keep projects moving while communicating with his team to ensure they were working toward a shared vision. He held regular meetings to avoid wasting time with long e-mail chains and having to address the same concerns multiple times.
Do Not Just Listen—Understand There is a big difference between listening and understand- ing. Jobs made sure he understood everyone on his team and that they understood him. This is done by making people demonstrate that they understand and not simply asking them if they understand. When everyone confi rms they are on the same page, they will keep moving forward.
Sources: Darton Group (2012), Isaacson (2012), and Kimbrell (2014).
Questions 1. Steve Jobs shows the importance of people skills. Explain
Jobs’ way of motivating people. For example, did he try to get everyone to like him? Did he try to get everyone to get along with each other?
2. Why did Jobs’ approach to project management work so well for him?
3. What lessons can project managers learn from Jobs? 4. Research Steve Jobs’ management style from reputable
sources. What did you learn about how people reacted to Jobs’ style?
5. Create a checklist of effective project management practices.
Figure 13.11 Steve Jobs, CEO and founder of Apple Computers and Pixar boss, was one of the greatest project managers.
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Training Assessment 

Training Assessment
•Imagine you are a strategic HR business partner that has been assigned the task to develop a stress management seminar for the company employees. Determine the topics that should be covered in the seminar and support your selection of the topics.   
•It has now been determined that an outside vendor will be used to conduct the seminar. Develop criteria to assist in selecting the vendor to use for the training. Be specific and support your criteria.

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face-to-face time and level of risk in medical decision making

NO PLAGARISM!!!!!   Answer the following questions.
1. What determines (quantifies) face-to-face time? Explain what is included in this step. Your response should be at least 75 words in length.
2. What establishes the level of risk in medical decision making? Your response should be at least 75 words in length.
3. Describe how a general multisystem procedural level is established. Be sure to include and explain the basic four levels of any procedure. Your response should be at least 200 words in length.
4. An E&M code consists of three key components. Name and describe the importance of each key component. Describe a scenario where extended time for patient consultation will validate a higher code level being used. Your response should be at least 200 words in length.