1. Human Resource Management
(4 pages in length) (APA citations) (in-text citations are a must)
Strategic Talent Management
The purpose of this assignment is to help you achieve the course outcome 3 and the module outcome 1 & 2.
You are the HR Director for a regional trauma hospital in rural America. The hospital employs approximately 2,000 people and is the only trauma hospital within 200-miles. Over the past six months, turnover has become a major issue and has risen to nearly 40% house-wide. The time it takes to fill a position has also increased by nearly 25%. Exit interviews have been done sparingly, and most reasons given for leaving are related to low pay and poor communication.
However, there is one uniform theme. The common theme is inconsistency with treatment of staff by leaders.
As the HR Director, you have been asked to address the turnover issue, as well as decrease the time it takes to hire for open positions. You have been authorized to use crisis staffing dollars for 60 days to fill critical patient-serving positions.
For this assignment, develop a talent management plan that addresses all of the following aspects:
Strategy to address immediate staff shortages (incentives, bonuses, contracted help, etc.).
Strategy for identifying critical talent needs over the next 6 months.
Strategy for addressing themes found in exit interviews over the next 12 to 24 months, and how you will SUSTAIN changes/improvements over time.
Your plan must identify any administrative and operational changes that should take place as part of this initiative, as well as identify tactics to deal with resistance to change.
Your paper should be 4 pages in length (not including title page or reference pages) and conform to APA guidelines in the CSU Global Writing Center. Include at least 4 scholarly references in addition to the course textbook.
2. Human Resource Management
(500 words per post) (APA citations) (in-text citations are a must)
Leading and Lagging Indicators
The purpose of this discussion is to help you achieve Course Outcome 4 and Module Outcomes 1, 2, & 3.
As discussed in this week’s lecture, both leading and lagging indicators are used to drive decisions in business.
For this week’s discussion, select ONE of the following prompts to answer:
What leading and/or lagging indicator has your organization used to develop a business case that made a goal a priority? How effective was it? Explain and give an example.
How do leading and lagging indicators differ? Explain and give an example.
If you were to propose a change at your organization that will improve the performance of employees, what type of indicator will you use to sustain your proposal and why? Explain and give an example.
How can lagging and leading indicators influence organizational goals? Explain and give an example.
3. Human Resource Management
(400 words per reply) (APA citations) (in-text citations are a must)
Terry Gilliss
Manage Discussion by Terry Gilliss
Reply from Terry Gilliss
How can lagging and leading indicators influence organizational goals? Explain and give an example.
In organizational performance management, understanding the distinction between lagging and leading indicators is crucial for setting and achieving strategic goals. Both indicators serve unique purposes, influencing how organizations measure success and drive future performance.
Lagging indicators are metrics that reflect the outcomes of past actions. They provide a retrospective view of performance, allowing organizations to assess whether they have achieved their goals. Examples include revenue figures, profit margins, customer satisfaction scores, and employee turnover rates. While lagging indicators are essential for evaluating historical performance, they often do not provide insights into future performance or potential issues.
For instance, consider a retail company that aims to increase its market share by 10% over the fiscal year. At the end of the year, it reviews its sales figures (a lagging indicator) and finds that it achieved only an 8% increase. This retrospective analysis can help identify what went wrong—marketing strategies were ineffective, or inventory levels were mismanaged—but it does not offer immediate solutions for real-time adjustments.
Leading Indicators: Definition and Impact
In contrast, leading indicators are predictive measures that can signal future performance trends. They focus on activities or behaviors that influence outcomes before they occur. Examples include sales pipeline data, customer engagement metrics, employee training hours, and product development timelines. By monitoring these indicators closely, organizations can make initiative-taking adjustments to their strategies to better align with their goals.
Using the same retail company for example, if the organization tracks its weekly sales leads (a leading indicator) throughout the year and notices a downward trend in customer inquiries or foot traffic in stores early in the quarter, it can take immediate action—such as launching targeted marketing campaigns or improving store layouts—to address potential declines before they impact overall sales figures.
Integrating Both Indicators for Goal Achievement
The interplay between lagging and leading indicators is vital for effective goal management within an organization. While lagging indicators confirm whether objectives have been met post-factum, leading indicators allow organizations to pivot strategically based on real-time data. This dual approach enhances decision-making processes by providing a comprehensive view of both current conditions and anticipated outcomes.
For example, a technology firm focused on innovation might use R&D expenditure as a leading indicator while tracking product launch success rates as a lagging indicator. If R&D spending increases but product launches fail to meet market expectations (the lagging indicator), this could prompt an internal review of research priorities or project management practices.
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