Essays Archives - Page 226 of 1718 - Academic Research Writers

What are the top three qualities you would look for in a management team for a new business venture?

What are the top three qualities you would look for in a management team for a new business venture? Do these qualities match those typically sought by venture capitalists

Outline the nature of your project and explain what type(s) of research is needed to support your project.

Write a proposal for your evidence-based capstone project that will be due in HCA-699.

The proposal should be similar in format to an executive summary (a common element in typical business plans). Outline the nature of your project and explain what type(s) of research is needed to support your project.

Refer to the “Capstone Project Resources” for assistance in developing your proposal.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.

I have enclosed a business plan that I worked on last year (COOL Business) I was thinking about using the idea in that business plan for the capstone project but I am open to any idea

Define your guiding principles and values for your division in the context of culture, social responsibility, and ethics.

Use the University of Phoenix Material: Business Model and Strategic Planning Outline as a guide to complete sections of your capstone project each week. A final paper is due in Week 5. Cite your resources.

Write a 1,400- to 1,750-word paper in which you explain the importance of innovation in your selected business’s vision, mission, and values, and determine your business model for this new division. Include the following:

Propose a new product or service for the new company division. The division should be customer-focused with an innovative mission statement. Ensure that you are differentiating your product or service.

Describe how the division addresses customer needs and achieves competitive advantage.

Create a vision and a business model for this new division that clearly demonstrates your decision on what you want your business to become in the future.

Explain how the vision, mission, and value of the new division align with the company’s mission and vision.

Summarize how the vision, mission, and values guide the division’s strategic direction.

Define your guiding principles and values for your division in the context of culture, social responsibility, and ethics.

and

Conduct an internal and external environmental analysis, and a supply chain analysis for your proposed new division and its business model.

Create a SWOTT table summarizing your findings. Your environmental analysis should consider, at a minimum, the following factors. For each factor, identify the one primary strength, weakness, opportunity, threat, and trend, and include it in your table.

External forces and trends considerations:

Legal and regulatory
Global
Economic
Technological
Innovation
Social
Environmental
Competitive analysis

Internal forces and trends considerations:

Strategy
Structures
Processes and systems
Resources
Goals
Strategic capabilities
Culture
Technologies
Innovations
Intellectual property
Leadership

Write a synopsis of no more than 1,050 words in which you analyze relevant forces and trends from the list above. Your analysis must include the following:

Include economic and legal and regulatory forces and trends.

Critique how well the organization adapts to change.

Analyze and explain the supply chain of the new division of the existing business. Share your plans to develop and leverage core competencies and resources within the supply chain in an effort to make a positive impact on the business model and the various stakeholders.

Identify issues and/or opportunities:

Identify the major issues and/or opportunities that the company faces based on your analysis.
Generate a hypothesis surrounding each issue and research questions to use for conducting analysis.
Identify the circumstances surrounding each issue; classify the circumstances; attribute the importance of each classification; and test the accuracy of the importance for each classificatio

Does this technology and analytical method support communications at all levels of the organizations you selected? Why or why not?

Select one of the technologies mentioned in this week’s introduction (MRP, ERP, DSS, Expert Systems, software simulations) and one analytical method and research it in the library. Then, write a paper that summarizes the selected technology and analytical method and how these are used in decision making. Compare and contrast how these have been used by two real-world businesses. Begin your paper with an introduction that states a thesis and explains how the body of the paper is arranged to support it. Close the paper with a conclusion in which you summarize and synthesize the main points presented in your paper.

Consider the following as you prepare your paper:

How does this technology and analytical method support an ethical and successful business?
Does this technology and analytical method support communications at all levels of the organizations you selected? Why or why not?
How does this technology and analytical method influence approaches to decision making?

Support your paper with a minimum of five scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.

Length: 10-12 pages, not including title and reference page

Criminal justice leadership strategies and practices.

criminal justice leadership strategies and practices

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Kindly read the attached file.

Your presentation should include DETAILED SPEAKERS notes

please do not PLAGIARIZE AT ALL! and include only recent references nfrom 2011 above

Identify and assess different potential regions and/or countries to globalize operations.

Global Strategy Analysis—The International/Global Operations and Their Key Markets and Potential Competitors

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For this assignment, you will research the potential international markets and possible competitors of your chosen project. The combination of those two items enables you to create a powerful framework to perform a relevant organizational analysis.

In a 7–8-page report, include the following:

Part I: Key Market

In this part of this assignment, you are to:

Decide if all operations will be internationalized (or only some of them) and identify which ones.
Identify and assess different potential regions and/or countries to globalize operations.
Choose two or three that are the most relevant to your operations.
Justify choices made.

Specific evidence from scholarly sources should be used to support your choices. Generate separate analyses for each country and/or region chosen, addressing the following main points:

Size and characteristics of the market
Number and size of global, regional, and local competitors currently acting in the market
Balance of trade
Currency exchange rates (current and historical)
Percentage of domestic production exported
Percentage of domestic consumption imported
Cost of labor
Tax level for domestic and foreign companies
Presence of government in the economy
Percentage of ownership allowed to foreign companies and/or investors
Local laws and regulations related to industry/product

Part II: Define Competitors

Identify and describe 3-5 major potential global and domestic competitors that will be considered for this project.

Create one report for EACH competitor chosen. Include the following information:
Market share, globally and in key markets considered in part 1 of this assignment
Strategy and competitive advantages
Relative prices of products and services being offered
Quality-related actions and procedures, and relative quality

Note: You may want to prioritize competitors who have a global footprint or are the largest competitors in each lead country and/or major region you considered in Part I. Competitors with a great potential to become global players should also be included. Specific evidence from scholarly sources should be used to support your choices.

Your final document should be a 7–8-page Word document and use a minimum of 5 professional sources to reinforce your conclusions. Write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation. Use the APA format

Does this paper make a contribution to body of scientific literature -does it tell us sth didnt know before -learn sth?

econ history referee report.

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(each report being 2 ½ to 4 single spaced pages in length—one inch margins on each side and no larger than 12-point font)

1. supposed to be criticed and raise question and also provide suggestions for improvement (talk about what should be done)

2. a. a brief synopisis(tell the editor whether you understand the paper)

b. overall assessment ( one or two paragraph, how you view the paper)

c. area of concern, issue to address, linger questions

d. small part

b. overall assessment

-was the paper well written -was the paper original – was the paper well motivated -did the paper make clear what it was about, what question it was asking, how it was going to answer it.

Originality -does this paper make a contribution to body of scientific literature -does it tell us sth didnt know before -learn sth?

Motivation—is this paper answer question that people care about —use ur own judgement

Clarity—does paper do what it said it would do —can you follow?

c. area, issues

-75%of the paper —show what you know —one of first issueis theory (is appropriate or not)

History-2nd area

–does the paper get history right?

large part- showing that you knwo the literature author talking

Data and methodology

–is data appropriate —is indirect ot direct method? —-if direct, is the data can be trusted?—-if indirect, is the data can be trusted?

How does gas mileage depend on the [blank] of the vehicle?

How does gas mileage depend on the [blank] of the vehicle? [Blank] could be weight, engine size, seating capacity, size (e.g. compact, sub-compact, SUV), etc. There should be multiple predictor variables included.

Variables: engine size, weight, car size

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

Week 6

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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:

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.
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.
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.
Decide on three (3) background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity.
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.
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.
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.
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.
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.
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 organizationâ€™s method of accepting all applications, as well as its method of validating applicantsâ€™ 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 organizationâ€™s method of accepting all applications, as well as its method of validating applicantsâ€™ 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 organizationâ€™s method of accepting all applications, as well as its method of validating applicantsâ€™ 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 organizationâ€™s method of accepting all applications, as well as its method of validating applicantsâ€™ 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 organizationâ€™s method of accepting all applications, as well as its method of validating applicantsâ€™ 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 applicantsâ€™ 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 applicantsâ€™ 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 applicantsâ€™ 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 applicantsâ€™ 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 applicantsâ€™ 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.Â 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.Â Appropriate use of APA in-text citations andÂ 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.Â 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.Â 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

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.

Due Week 6 and worth 400 points

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

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The specific course learning outcomes associated with this assignment are: