JWI521 Jack Welch Keeping the Talent Presentation **********Please refer to the instructions Part 1 ONLY********I have attached all required documents. ***

JWI521 Jack Welch Keeping the Talent Presentation **********Please refer to the instructions Part 1 ONLY********I have attached all required documents. *********The SAMPLE POWERPOINT is to be used as a GUIDE ONLY****** JWI 521: Recruit, Develop, Assess, Reward, Retain
Academic Submissions and Evaluations
Assignment 4: Keeping the Talent
Part I – Slide Deck (Weight: 15%)
Due Week 9, Day 7
Part II – Zoom Presentation (Weight: 10%)
Due Week 10, Day 7
INTRODUCTION
Recruiting and retaining top talent is a key strategic goal for any organization. A strong company brand,
effective leadership, and a positive workplace culture are important elements in attracting and retaining
top talent. How can HR contribute to building an organization that attracts and retains top talent?
ASSIGNMENT 4, PART I INSTRUCTIONS (Slide Deck)
Your company has a new CHRO, who has been in the position for 6 months. One of the areas he is
tasked to improve is retention of top talent. Employee turnover has been high in recent years and it is
negatively affecting the company’s profitability and competitiveness.
You are the VP of Talent and the CHRO has asked you to help him prepare a presentation to the Board,
outlining a vision for changes to increase retention. The CHRO previously worked for Google and he
subscribes to their model of a “high-freedom” company. He wants to use ideas from Bock’s Work Rules,
from his book of that name, as the basis for his presentation. As a reminder, the ten Work Rules are:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Give your work meaning.
Trust your people.
Hire only people who are better than you.
Don’t confuse development with managing performance.
Focus on the two tails.
Be frugal and generous.
Pay unfairly.
Nudge.
Manage the rising expectations.
Enjoy! And then go back to No. 1 and start again.
Research the topics in the list above, in relation to your workplace, or a company that interests you.
Based on your findings, select the four topics where you believe that change would be most impactful.
Develop recommendations for implementing changes in those four areas. Identify how the changes you
are proposing will attract and retain top talent. Consider how success will be measured for each topic.
Consider the most likely challenges and resistance to the changes you are proposing, and identify ways
to manage and mitigate those issues.
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.
JWMI 521 – Assignment 4 (1188)
Page 1 of 4
JWI 521: Recruit, Develop, Assess, Reward, Retain
Academic Submissions and Evaluations
Prepare a slide deck of 12 to 18 slides, using the following structure:

Cover slide (1 slide)

Report findings on your four chosen items (4 to 6 slides)

Present proposed change plans for those 4 items (4 to 6 slides)

Describe how you will measure success after implementation (1 slide)

Identify potential challenges and resistance to change and suggest ways to manage those issues
(1 to 2 slides)

References (1 to 2 slides)
FORMATTING REQUIREMENTS:

Your submission is in the form of a PowerPoint deck of 12 to 18 slides

Apply slide design best practices: limit the amount of text, include images or charts, and format
slides professionally and consistently

Include a Cover slide with assignment title, your name, professor’s name, course title and date

Include a References slide with your sources
_______________________________________________________________
ASSIGNMENT 4, PART II INSTRUCTIONS (Zoom Presentation)
Select two of the four topics covered in your slide deck. Record a 3 to 5 minute presentation, using
Zoom, in which you present your research and proposed actions on two topics only. The video must
include you and your slides. (See your Blackboard course for instructions on using Zoom.)
For each topic, be sure to cover your research findings, proposed change plans, how success will be
measured, potential challenges, and suggested ways to manage those issues.
PRESENTATION REQUIREMENTS
Your presentation will be assessed using the below criteria:

Two topics are presented, as described in the instructions above

The presentation is well structured, with a clear introduction and conclusion

The presenter’s communication is clear, engaging, and persuasive

Presenter is the focus; slides serve only as visual aids to support the presenter

Delivery exhibits a strong, confident executive presence

Presenter is professional in look, wearing appropriate business attire
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.
JWMI 521 – Assignment 4 (1188)
Page 2 of 4
JWI 521: Recruit, Develop, Assess, Reward, Retain
Academic Submissions and Evaluations
RUBRIC – Assignment 4: Keeping the Talent – Part I: Slide Deck
CRITERIA
Unsatisfactory
Low Pass
1. Slide deck
reports findings and
proposes change
plans on four topics
Weight: 30%
Slide deck does
not report findings
and does not
propose change
plans on four
topics.
Slide deck
reports findings
and proposes
change plans on
at least three of
the four topics
2. Slide deck
explains how
success will be
measured.
Slide deck does
not explain how
success will be
measured.
Pass
High Pass
Honors
Slide deck
reports findings
and proposes
fairly effective
change plan
ideas on all four
topics.
Slide deck reports
findings in detail
and proposes
effective change
plan ideas on all
four topics.
Slide deck reports
findings in great
detail and proposes
excellent change
plan ideas on all
four topics.
Slide deck
minimally
explains how
success will be
measured.
Slide deck
clearly explains
how success will
be measured.
Slide deck fully
explains how
success will be
measured.
Slide deck explains
excellently how
success will be
measured.
Slide deck does
not identify
potential
challenges or
suggest ways they
could be managed.
Slide deck
minimally
identifies
potential
challenges and
suggests ways
they could be
managed.
Slide deck
clearly identifies
potential
challenges and
suggests ways
they could be
managed.
Slide deck fully
identifies potential
challenges and
suggests ways
they could be
managed.
Slide deck
excellently identifies
potential challenges
and suggests ways
they could be
managed.
Slide deck does
not adhere to the
length
requirements,
formatting
directions, and/or
design best
practices.
Slide deck
adheres to the
length
requirements,
and it minimally
follows
formatting
directions and
design best
practices
Slide deck
adheres to the
length
requirements,
and it follows
formatting
directions and
design best
practices
Slide deck
adheres to the
length
requirements, and
it follows
formatting
directions and
design best
practices well.
Slide deck adheres
to the length
requirements, and it
follows formatting
directions and
design best
practices
excellently.
Weight: 25%
3. Slide deck
identifies potential
challenges and
suggests ways they
could be managed.
Weight: 30%
4. Slide deck is
between 12 and 18
slides long; it
follows formatting
directions and
design best
practices.
Weight: 15%
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.
JWMI 521 – Assignment 4 (1188)
Page 3 of 4
JWI 521: Recruit, Develop, Assess, Reward, Retain
Academic Submissions and Evaluations
RUBRIC – Assignment 4: Keeping the Talent – Part II: Zoom Presentation
CRITERIA
1. Presentation
includes research
and proposed
actions on two
topics.
Unsatisfactory
Low Pass
Pass
High Pass
Presentation does
not include
research and
proposed actions
on two topics.
Presentation
includes some
research and
proposed action
on two topics,
but with limited
detail.
Presentation
includes
satisfactory
research and
proposed actions
on two topics.
Presentation
includes good,
detailed research
and proposed
actions on two
topics.
Presentation
includes detailed
and excellent
research and
proposed actions
on two topics.
Presentation is not
well structured,
and does not
include a clear
introduction and
conclusion.
Presentation is
fairly well
structured, with
an introduction
and conclusion.
Presentation is
well structured,
with a clear
introduction and
conclusion.
Presentation is
very well
structured, with a
good introduction
and conclusion.
Presentation is
excellently
structured, with a
strong introduction
and conclusion.
Communication is
not clear,
engaging, and
persuasive, and
the presenter is
not the focus.
Communication
is fairly clear,
engaging, and
persuasive, and
the presenter is
generally the
focus.
Communication
is mostly clear,
engaging, and
persuasive, and
the presenter is
mostly the focus.
Communication is
very clear,
engaging, and
persuasive, and
the presenter is
always the focus.
Communication is
very clear, lucid,
and persuasive,
fully engaging the
viewer, and the
presenter is always
the focus.
Presenter does not
look professional
or fails to convey a
strong executive
presence.
Presenter looks
professional and
conveys a limited
executive
presence.
Presenter looks
professional and
conveys a fairly
good executive
presence.
Presenter looks
very professional
and conveys a
strong executive
presence.
Presenter looks
very professional
and conveys an
excellent executive
presence.
Weight: 10%
2. Presentation is
well structured, with
a clear introduction
and conclusion.
Weight: 30%
3. Communication is
clear, engaging, and
persuasive, and the
presenter is the
focus.
Weight: 30%
4. Presenter looks
professional and
conveys a strong
executive presence.
Honors
Weight: 30%
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.
JWMI 521 – Assignment 4 (1188)
Page 4 of 4
Additional Article Link Week 9 Assignment 4 Part 1
https://www.hrdive.com/news/managing-and-measuring-workplace-culture/513998/
REPRINT H043J8
PUBLISHED ON HBR.ORG
JANUARY 02, 2018
ARTICLE
DEVELOPING EMPLOYEES
How You Promote
People Can Make or
Break Company
Culture
by Jessica Rohman, Chinwe Onyeagoro and Michael C.
Bush
This document is authorized for use only by Claudia Barnes in Recruit,Dvlop,Assess,Rewrd,Ret at Strayer University, 2019.
DEVELOPING EMPLOYEES
How You Promote People
Can Make or Break
Company Culture
by Jessica Rohman, Chinwe Onyeagoro and Michael C. Bush
JANUARY 02, 2018
Michael Frattaroli/Unsplash
Managing promotions effectively is one of the most powerful ways leaders can drive their company’s
success. We surveyed over 400,000 U.S. workers in the past year and found that when people believe
promotions are managed effectively, they’re more than twice as likely to give extra effort at work and
to plan a long-term future with their company. They are also five times as likely to believe leaders act
COPYRIGHT © 2018 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
This document is authorized for use only by Claudia Barnes in Recruit,Dvlop,Assess,Rewrd,Ret at Strayer University, 2019.
2
with integrity — a key underpinning of the high-trust, high-performing companies we’ve studied for
the past three decades as part of the FORTUNE 100 Best Companies to Work For ranking.
The payoff is impressive: at these companies, stock returns are nearly three times the market
average, voluntary turnover is half that of industry peers, and metrics for innovation, productivity,
and growth consistently outperform competitors.
However, even these companies struggle when it comes to managing promotions. Among the 100
Best Companies, 75% of employees believe promotions go to those who best deserve them. That may
sound high, but it ranks as the third-lowest of all 58 items we assess.
Why, even in the best workplaces, do promotions pose such a challenge?
Promotions are highly personal. At their core, they are both relationship-driven and among the most
important indicators of how well leaders’ actions align to the company’s stated values. A solid
promotions process allows leaders to elevate each employee to their full potential — while showing
the company what type of results and behaviors are valued. However, if promotions aren’t managed
well, one person’s success can foster feelings of resentment in others, and the career aspirations of
employees across the company can be left unrealized.
Leaders can improve the effectiveness of their promotions process by re-focusing their energy on the
people the process is meant to support, at every stage of the process:
Before the promotion: clarify aspirations. Setting the stage for effective promotions starts with
defining each team member’s long-term aspirations, so you both know how they will contribute as
the business grows — and how you can best support them.
Consider a senior call center leader from one of our large technology clients. When she came on as
the team’s leader, she held meetings with each employee to understand their current role and
performance, their interests and ambitions, and gaps.
When a customer support employee expressed his desire to work in IT, she made him her “go to”
person for all A/V needs in the call center. When senior leaders would come in to present to the
group, she would introduce him, highlight his IT certifications, and invite him to set up their
equipment. After months of advocating for this employee (as she did with all her team members) she
received a call from the IT leader saying a support role had opened up on his team. To everyone’s
delight, the call center employee was able to fill the spot.
This call center leader developed more high-performing leaders than any of her peers in the
organization. That was not an accident; she was clear about her team’s aspirations, and supported
each of them in realizing their advancement goals. What’s more, when her people were promoted,
COPYRIGHT © 2018 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
This document is authorized for use only by Claudia Barnes in Recruit,Dvlop,Assess,Rewrd,Ret at Strayer University, 2019.
3
the full team celebrated — rather than questioning the promotion. After 14 months of her leadership,
her center rose from being one of the lowest-performing groups to the highest performing of all.
When a new job posting comes out: encourage and advocate. A common complaint employees have
about their company’s promotions practice is a sense that by the time the job is posted, “the fix is
already in.” Regardless of how transparent the opportunity is, they believe there is already a
preferred candidate who will get the position. This lack of faith in the system dissuades people from
applying, even when they are interested and qualified.
When a new position is posted, even if you’re in lock step with your team on their career aspirations,
don’t assume the people you expect to raise their hands will do so. Place the burden on yourself to
encourage, advocate, and coach people to raise their hand. Let those you hope will apply know: “I
want to see you raise your hand for this. Even if you don’t feel you’re ready, it will give you practice
in understanding what’s required for the next step in your career.”
No tool or system can address a fundamental lack of trust in the promotions process. What will shift
this type of mindset is a leader who reaches out when opportunities arise.
Once the decision is made: generate buy-in. Everyone is curious to learn the “who” component of a
promotion decision. However, the opportunity to fully engage people lies in explaining why the
decision was made. Rather than rehash criteria from the job description, share inspiring stories and
examples of how the individual consistently met the criteria, and also, how their promotion benefits
the broader team.
To illustrate this last point, we can look to a midsize biotech client of ours. A business leader there
recently shared with us his frustration around competition for promotions within his team. There
were not enough senior-level seats opening up, and he was losing team members to C-level positions
in smaller companies. “Every time I promote one person, I disappoint 10 others,” he lamented.
His colleague, who led the company’s research division, said he too was challenged in this way. To
address the dynamic, he partners with his leaders as a group to discuss how the organization’s
growth goals will create opportunities for each team member to grow and advance over time.
“As long as my team knows I want them to go as far as they can, and understand how we can all
contribute in a way that makes their ambitions a reality, they feel a sense of shared ownership in any
promotion that happens,” he said.
He went on to share how he routinely anchors promotions announcements with recognition of
people on the team who strengthened the business’ ability invest in a new role. That way, it isn’t
about just celebrating the selected individual, but also all those who made the promotion
opportunity possible.
COPYRIGHT © 2018 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
This document is authorized for use only by Claudia Barnes in Recruit,Dvlop,Assess,Rewrd,Ret at Strayer University, 2019.
4
There will always be some level of disappointment among those not chosen for a desired
opportunity. But the next best thing to personally winning is being a valued member of a winning
team, and nearly everyone can get behind that.
Post-announcement: re-calibrate. After the announcement has been made, circle back with those
who didn’t get the job (or didn’t even apply for it) to re-calibrate. Was the issue a matter of readiness
(“not now”), aspiration (“not this”) or an issue with the company overall (“not here”)?
In all cases, your support at this juncture is critical to that person’s future success. For those in the
“not now” camp, work together to secure the development and training they need for the next time a
similar opportunity comes up. For those who say “not this,” you can help navigate the organization
from a cross-functional and strategic investment standpoint to see what other opportunities are
better-aligned to their career aspirations.
For those who are having doubts about the company long term, this may signal they’re not interested
or feeling supported to advance over time. If you believe the employee is a good fit for the
organization, it’s worth investing the time to understand the situation so you can determine how to
support them.
By systematically empowering leaders at every level to use these principles within their teams,
results will be remarkable as more people across the company re-connect with their aspirations, feel a
sense of sponsorship, extend trust to leaders when promotions decisions are made, and get excited
about what’s possible as a valued member of a winning team.
Promotions are about people. When leaders take a caring and coaching-oriented approach, every
promotion can feel like a shared win.
Jessica Rohman is Director of Content at Great Place to Work, a San Francisco-based global research and consulting
firm.
Chinwe Onyeagoro is President and Chief S…
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