HRMT20024 T XXXXXXXXXXAssessment 3 Guidelines – Essay on Attracting and Retaining staff (revised) Due date Week 11 Friday (29 May XXXXXXXXXX:45 pm AEST Any requests for extension must be submitted...

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HRMT20024 T1 2020 - Assessment 3 Guidelines – Essay on Attracting and Retaining staff (revised) Due date Week 11 Friday (29 May 2020) 11:45 pm AEST Any requests for extension must be submitted through the CQU system at least 48 hours prior to the due date, with relevant supporting documents. Late submissions without approval will result in a penalty of 5% (2.25 marks) per day. Weighting 45% Length 2,500 words ± 10% (excluding title page and reference list) Learning t 1, 2, 3, 4 Purpose Students have completed the ‘Reviewing the Literature’ for Assessment 2, and that material should be used towards Assessment 3, including the feedback received. Assessment 3 will assist students to apply their learning to a particular industry sector or problem, and tailor their argument to that sector’s specific challenges. It will give students the opportunity to enhance their research, analysis, critical thinking and written communication skills; particularly in the areas of argument development and essay writing. Before starting this assessment, please read the marking criteria (at the end of this document). Assessment Task There are two choices (will be announced) for Essay 3 – for example, the ‘X’ sector, or the ‘Y’ sector. You will write an essay on the key challenges in attracting and retaining a workforce in your selected sector. Your essay will draw on at least five themes from Week 1 to Week 11 of this unit, being those most relevant to your selected industry sector. Your essay will draw on the academic literature (including the articles from ‘Reviewing the Literature’ you developed for Assessment 2), and develop an argument applying that literature to your selected sector. You must cite at least ten (10) relevant peer reviewed journal articles, and 3 chapters from the Nankervis et al. (2019) textbook. You can cite other academic references such as books, conference papers, and book chapters but these will NOT be counted as part of the 10 journal articles. Referencing APA referencing. For more information, see : https://www.cqu.edu.au/?a=14033 Submitting All assessments must be submitted through the Moodle site. No email submissions will be accepted. All assessments submitted electronically through Moodle must be through the Student Portal http://my.cqu.edu.au • Failure to submit electronically will be taken as a failure to submit and therefore a zero (0) score will apply to the specific assessment. https://www.cqu.edu.au/?a=14033 http://my.cqu.edu.au/ Plagiarism Copy detection software (TurnitIn) is used in this course and work found in contravention of the copying and plagiarism rules will be investigated. Penalties apply in the case of proven instances of copying, plagiarism and academic dishonesty. Please check the following links to know more about TurnitIn: http://turnitin.com/en_us/training/student- training/viewing-originality-reports http://turnitin.com/en_us/training/student- training/about-originalitycheck TurnitIn is only a tool and judgement needs to be used when you view your Originality Report. TurnitIn does not make a judgement as to what is referenced properly, it highlights the non-original material in a piece of work. You should use the similarity score as a guide only and must then check the originality report to determine whether or not changes need to be made to the assessment. Required Students must familiarise themselves with the following policies and procedures at http://policy.cqu.edu.au: Assessment of Coursework Policy; Assessment of Coursework Principles; Assessment of Coursework Procedures http://turnitin.com/en_us/training/student-training/viewing-originality-reports http://turnitin.com/en_us/training/student-training/viewing-originality-reports http://turnitin.com/en_us/training/student-training/about-originalitycheck http://turnitin.com/en_us/training/student-training/about-originalitycheck http://policy.cqu.edu.au/ HRMT20024 Assessment 3 Rubric – Essay Key Criteria Exceeds Expectations (High Distinction) 85-100% Exceeds Expectations (Distinction) 75 - 84% Meets Expectations (Credit) 65 – 74% Meets Expectations (Pass) 50 – 64% Below Expectations (Fail) below 50% Content Knowledge 40% Demonstrates a balanced and very high level of detailed knowledge of core concepts by providing a very high level of analysis. Demonstrates a balanced and high level of knowledge of core concepts by providing a high level of analysis. Demonstrates a good level of knowledge of some of the core concepts by providing some level of analysis. Demonstrates limited knowledge of core concepts by providing a limited level of analysis. Demonstrates little, if any, knowledge of the core concepts with extremely limited, if any, analysis. Utilises more than 10 excellent, relevant and credible sources. Utilises more than 10 very good, relevant and credible sources. Utilises 10 current, relevant and credible sources. Utilises 10 mostly relevant and credible sources. Does not meet the requirement, in terms of quantity or quality of articles selected Argument 30% Excellent introduction; providing a very clear purpose which ensures all areas relevant to the topic are clearly outlined. Good introduction; providing a mostly clear purpose which ensures most areas relevant to the topic are clearly outlined. Fair introduction, addresses some points, lacks some detail; ensures some areas relevant to the topic are outlined. Poor introduction; addresses limited points, lacks detail; of which few areas are outlined. Very poor or non-existent introduction. Excellent and logical argument integrated throughout the work Strong argument throughout most of the work Some argument linking ideas throughout the work Weak argument Little or no argument The assessment presents a detailed and focused summary of the ideas presented; drawing clear and well thought-out conclusions. The assessment presents a fairly detailed and focused summary of the ideas presented; drawing fairly clear and well thought-out conclusions. The assessment presents a somewhat detailed and focused summary of the ideas presented; providing some evidence of conclusions. The assessment provides limited detail with no clear summary of the ideas presented; drawing limited conclusions. The assessment fails to provide any clear evidence of the ideas presented; drawing no clear conclusions. Organisation or structure 15% The ideas are arranged in an extremely logical, structured and coherent manner. The ideas are arranged in a fairly logical, structured and coherent manner. The ideas are arranged in a logical, some-what structured and coherent manner. The ideas appear less logical, structured and presents in fairly incoherent manner. There is little, if any, coherent structure to the document. Presentation and quality of writing 15% Quality of writing at a very high standard. Paragraphs are coherently connected to each other. Correct grammar, spelling and punctuation. Quality of writing is of a high standard. Paragraphs are mostly well structured. Few grammar, spelling and punctuation mistakes. Quality of writing is of a good standard. Few grammar, spelling and punctuation mistakes. Some problems with sentence structure and presentation Frequent grammar, punctuation and spelling mistakes. Use of inappropriate language. Quality of writing is at a very poor standard so barely understandable. Many spelling mistakes. Little or no evidence of proof reading. Late assessment penalty 5% per day x 45 marks = 2.25 marks per day HRMT20024 Assessment 3 Rubric – Essay
Answered Same DayMay 26, 2021HRMT20024Central Queensland University

Answer To: HRMT20024 T XXXXXXXXXXAssessment 3 Guidelines – Essay on Attracting and Retaining staff (revised)...

Abhishek answered on May 27 2021
147 Votes
Running Head: ESSAY ON ATTRACTING AND RETAINING STAFF    1
ESSAY ON ATTRACTING AND RETAINING STAFF     3
HRMT20024 T1 2020
ASSESSMENT 3
ESSAY ON ATTRACTING AND RETAINING STAFF
Table of Contents
Introduction    4
Current HR Strategies to Build Organisation's Pool of Talented Employees    4
Breakdown Information Silos and Develops Collaboration    5
Creating a Pay for Performance Culture    6
Current HR Challenges to Build Organisation's Pool of Talented Employees    6
Communication    6
Diversity    7
Unappealing Company Culture    7
Current Situation behind Attraction and Selection Preparation in Light of Globalisation    7
Making
of HR Managers Job More Attractive and Maintenance of Competitiveness for Employee Retention    9
Focusing on the Big Picture    9
Maintaining the Passion    9
Taking a Positive Approach to Communication    10
Prioritised Selection Criteria for the Entry-Level Jobs    10
Selection Criteria for International Job Applicants    11
Use Selection Panels    11
Fluency of Language    11
Use Intercultural Adaptability Assessment Tools.    11
Most Often Used Techniques for Recruiting New Employees.    12
Different Stakeholder Groups Affected by these Change of Attraction and Selection Issue    12
Conclusion    12
References    14
Introduction
Talent attraction and selection is one of the specific techniques, which is used within the organisational structures for the recruitment, or selection of new talent or employees in the company. The methods or paths that are used in the talent attraction or selection process are such as online search software, social media, communication and marketing (Nankervis, Baird, Coffey & Shields, 2019).
In that case, the IT companies will identify the extensive expertise of the candidates based on the specific field and IT industry. For this, in the discussion part, there is the presence of Human Resource (HR) strategies or challenges that are presented in case of building a pool of talented employees in the organisation. Furthermore, the selection criteria of the entry-level and international job applicants are also offered in the analysis part.
Current HR Strategies to Build Organisation's Pool of Talented Employees
With the introduction of HR starts with the developed context, the IT sectors can be able to adhere to changes or be able to maintain the pool of talented employees within their organisational structure. The implementation of the proper strategies in the talent ,management process allow the IT sectors to put the right workforces in its required places within the organisation and it also helps them to deliver their response in favour of the demands or needs of marketplace. For the maintenance of critical elements of the successful talent management program, the HR department of the IT sectors is adopting different strategies within their overall performance of recruitment and selection methods. The policies that are selected by the HR departments are—
Breakdown Information Silos and Develops Collaboration
In order to maintain the success within the organisational structure business leaders or the managers must do whatever they can perform for the betterment of the corporate operations. The introduction of the best workforce or strategies of the leaders can help them to overcome the organisational silos. The overcoming process of organisational silos will help in the prevention of information in the different sectors of the organisation. With the transformation of information, within the multiple sectors of the organisation, it allows the employees to perform their organisational duties with the faster and flexible manner.
Therefore, in that aspect, the knowledge and the experiences of the employees are also developed and that delivers the availability of their talent in case of performing any actions within the IT Company to acquire its success graph. Presence of innovation in the organisational operations is the most required aspect to meet the challenges that may come from the marketplace and exists in the organisational performances (Richardson, 2016). Therefore, cultivation of a collaborative workforce is the other needs of talent management, and for this, the management team of the IT sector must align with the metrics of success.
For the adoption of the success of individual employees in the company performances, the management team of the organisation must deliver mixed messages to their employees. Maintenance of rich employee data in the organisational allows the IT sectors to maintain collaboration among the employees. Support of collaborative performances within the IT sector enable the management teams to adopt their highest graph of success based on talented employees.
Creating a Pay for Performance Culture
Creation of pay for performance culture is the other HR strategy that the IT sectors are using for the management of talented employees in their organisational pool. With the creation of this process, managers can quickly get the information that they require for the betterment of the individual performances in the corporate performances. Therefore, review of data and 360-degree feedback process allows the HR managers of the IT sectors to select the talented employees and maintain their retention process in the company.
Within this process management teams are offering motivation to the employees based delivery of motivation to the employees to help them to reach their full potential (Dhakal, Nankervis, Connell, Fitzgerald & Burgess, 2017). Arriving at the highest level of potential allows the employees of the IT sectors to deliver better results in the organisational actions. Moreover, the maintenance of fair decisions, avoiding improper compensation and the consistent feedback process are the other methods that the IT sectors are using for the management of a pool of talented employees in their company.
Current HR Challenges to Build Organisation's Pool of Talented Employees
In the case of managing talented employees within the organisational structure, IT sectors are facing issues or problems, and these challenges are delivering its negative impact on the overall performance of this sector. The problems or challenges that the IT sector is...
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