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MBA 517-001 Managing Human Resources (2 cr.) - Fall 2016 Tuesday/Thursday, 11:35 a.m. – 1:15 p.m., MBEB 2302 (Imagination Lab)

(Syllabus subject to change)

Instructor: Dr. Jim Wanek Phone: (208) 426-4987 MBEB 2235, Department of Management Boise State University Boise, ID 83725-1625

e-mail: jwanek@boisestate.edu

websites: course website: http://blackboard.boisestate.edu/

Office hours: Tues./Thr. 1:30 – 3:00 p.m., by drop-in or appointment. Course Description: This course provides an overview of the human resource management practices and functions encountered by most managers and supervisors of employees. The focus is on developing the manager’s toolbox for dealing with human resources responsibilities, not in making the manager an HR expert. Students will learn best practices, behavioral theories, and refine basic skills for managing the "employee life-cycle” -the flow of employees entering, working in, and leaving an organization. Human resource planning, recruitment, selection, performance management, and compensation topics will be covered in the context of how policies and decisions support and further a company’s strategic goals, and compliance with employment law. Students will analyze “personnel” problems through case studies, assigned readings, and class discussion. Students will generate solutions to resolve various problems, drawing on best practice and theories encountered in the course. Course Materials: 1) Required custom text: Managing Human Resources MBA 517- Fall 2015, ISBN-9781308535890, available in the BSU Bookstore. Contains selected chapters from Fundamentals of Human Resource Management, 6th Edition,2016, McGraw-Hill Higher Education — USA, Chapters 2,3,4,5,6,8,10,11,12,13,14. 2) Other readings, cases, and quiz links are found in weekly folders in Blackboard (Bb) course site: http://blackboard.boisestate.edu/. (If this is the very first time you’ve logged into Blackboard, use your BSU ID number for both your User Name, and Password. If you have had Blackboard access previously, your password will be the same as before. You can reset your password by going to Tools, and editing your Personal Information, after your initial log-in.) BSU College of Business & Economics Writing Styles Guide: The COBE Writing Guide (modified APA style) will be the writing standard we use in this class. You are responsible for downloading your own copy of the COBE Writing Guide. It can be found on the Internet at http://cobe.boisestate.edu/students/cobe-writing-styles-guide/. MBA Program Objectives Assessed at Individual Level In This Course

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Ethics

Global Perspective

Structured Problem Solving

x Unstructured Problem Solving

Oral Communication

x Written Communication

Teamwork

Course Objectives: Build human resource management skills, specifically:

Identify and apply key concepts and terms used in managing human resources;

Describe and apply best practices and legal considerations for employee staffing, and performance management;

Enhance intellectual development in critical thinking and problem solving by: · Analyzing cases and issues relating to human resource management topics; · Applying learned concepts and practices to render sustainable solutions;

Strengthen interpersonal communication skills through: · in-class role play exercises and case analysis presentation; · writing a case analysis, writing assignments, and writing essay exam answers;

Enhance sensitivity to individual and cultural differences from examples of non-discriminatory workplace practices and policies.

Course Outcome Measures: Completion of course assignments, activities, quizzes, and exams will provide students with opportunities to demonstrate subject matter knowledge, practice writing skills, interpersonal communication skills, and computer word processing skills.

Grading: Exam 1 = 21% Exam 2 = 21% Weekly Quizzes, Assignments/OMBs = 24% Case Analysis & Presentation = 24% Participation & Attendance = 10% Total = 100%

97-100% = A+ 94-96.9 = A 90-93.9 = A-

87-89.9 = B+ 84-86.9 = B 80-83.9 = B-

77-79.9 = C+ 74-76.9 = C 70-73.9 = C-

67-69.9 = D+ 64-66.9 = D 60-63.9 = D-

59% & below = F

**Please note: Failure to complete either of the exams, or the case analysis project will result in failure of the course. PLEASE CONTACT THE INSTRUCTOR EARLY IN THE SEMESTER IF ALTERNATE TEST FORMATS, OR OTHER ACCOMMODATIONS ARE NEEDED FOR STUDENTS WITH DISABILITIES. The BSU Disability Resource Center is in Admin114, 208-426-1583, and can offer further assistance.

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Assessment Plan (connection between course objectives and grade determinants) Course Objectives

Exam 1

Exam 2

Quizzes and Assignments

Case Analysis &

Presentation

Participation and

Attendance

Human Resource Management knowledge X X X X X

1) Employment Laws & EEO X X X

2) Planning & Recruitment X X X

3) Selection Methods X X X

4) Hiring Employee X X X

5) Managing Performance X X X

6) Employee Retention & Exit X X X

7) Rewarding Performance X X X

8) Employee Benefits X X X

Program Objectives

Unstructured Problem Solving X X X

Written Communication X X X

Methods of Instruction: Weekly class meetings include discussions about current topics and cases, some lecture, and other in-class activities. Weekly on-line quizzes will help students assess their understanding of the text chapters. Short summaries of weekly cases will help develop students’ problem identification and problem solving skills. Performance Expectations: Learners are expected to come to class prepared to discuss the day’s readings, and respond to the ideas and comments of other students. I will facilitate the class dialogue rather than deliver a monologue. Contributions to class discussion should be informed, well-reasoned and constructive. Participation: Active participation (not merely attendance) is part of your grade determination. Your enrollment indicates a commitment to the class, so attendance is required. You are allowed one excused absence (discussed with instructor in advance) during the semester, after which your grade may be affected. Please talk to me about problems that emerge so we can work out mutually agreeable solutions for your successful completion of the course. Also, please be on time for class as disrupting class by arriving late is discourteous to your classmates and the instructor. One Minute Briefs: One Minute Briefs are submitted in the weekly folder assignment links no later than 11 a.m. on the day they are due unless otherwise stated. Please follow directions given for formatting OMBs. OMBs will not be accepted after the cases have been discussed in class. Assignments: Assignments to be handed in must be typed, and multiple pages stapled, hand-written assignments will not be accepted. Late assignments will not be accepted unless the situation has been discussed with the instructor in advance, or as soon as reasonably possible, and permission granted for a late submission. College level writing, including proper grammar, spelling, and punctuation are expected in written assignments and will be considered in grading.

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Quizzes: Weekly Graded Quizzes: Graded quiz links are found in the Weekly folders in “Course Materials” in Blackboard, and may be taken from home or other computer access. They can be taken only once, and must be completed once started and completed no later than 11:00 a.m. on the day of class for which the material is to be covered. Quizzes have a time limit of 20 minutes to complete 15 multiple choice or true/false questions worth 1 point each. (*NOTE: you must click the “submit” button when your quiz is completed.)

The purpose of these quizzes is to encourage students to keep current on assigned readings, and to allow follow-up discussions in class on the material that students found difficult.

Practice Quizzes for each chapter are in each weekly Blackboard folder. Practice quizzes are not timed, or graded, and may be taken repeatedly. Students are encouraged to take the practice quiz for a chapter prior to taking the graded quiz. Exams: There will be two exams: a mid-course exam covering material up to that point, and a non-cumulative final exam covering material after the first exam. Exams are to be taken when scheduled. Alternate arrangements may be considered in emergency situations on a case-by-case basis. Case Analysis & Presentation Project: Groups of 3-4 students will analyze an HR-related case and will lead class discussion about the case. Non-presenting students will write a One Minute Brief analyzing the case in preparation for the class discussion. Details on the Case Analysis & Presentation Project follow the Course Calendar in this Syllabus, and are also available on the course's Blackboard site. Plagiarism and Intellectual Honesty: Please do individual work where indicated - write your own papers, take your exams using your knowledge – and participate fully in designated activities. I expect and will hold you to the highest standards of personal integrity. You MUST cite sources of information quoted or used in papers and cases, or you will be given a “0” grade for that Assignments and risk failing the course. A student who plagiarizes will be excluded from the course, will receive a final grade of F, and will be referred to the Dean of Graduate Studies for disciplinary action. Other penalties may include academic probation, suspension, or expulsion from school. With this in mind, keep all preliminary work you do for each Assignment. Should you turn in an Assignment that appears to me to have been plagiarized, you will want to be able to show evidence of your work: notes, outlines, drafts, and other such material. If you are unable to do so, then we have a serious problem.

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MBA 517-001 Managing Human Resources (2 cr.) - Fall 2016 Tuesday/Thursday, 11:35 a.m. – 1:15 p.m., MBEB 2302 (Imagination Lab)

Week & Topic

Date Assignment Summary

(subject to addition & change; see the Announcements & Weekly folders in the Blackboard course site for changes & additional information)

Week 1 Legal

Environment

Tu 8/23

The Work Environment. Pre-work, due for Tuesday’s class: -“The Wonderful World of Human Resources at Disney,” pp.2-15. Read: Ch. 2 Trends in HRM (skim), pp.17-44; -Ch. 3 Providing EEO & a Safe Workplace (read carefully), pp. 50-84. -“What Employers Can’t Do Under Labor-relations Law” by Park. (Link for article is in Week 1 folder in Bb). -Students new to business and/or human resource management are encouraged to watch the short video, "HR in Alignment with Business Strategies," about HR at Sysco Food Services. (Link in Wk1 folder.) Assignment: Complete Wk1 Quiz by 11:00 a.m. Tuesday 8/30* (that means 2 quizzes due before class starts on Tuesday 8/30.) Case analysis group formation and sign-up.

Th 8/25

Read case: “We Googled You.” (link in Week 1 folder in Bb). Assignment due by 11 a.m. 8/25: Write a One Minute Brief of the case, submit to the assignment link in the Bb Wk1 folder, bring a copy to class, (15 pts.) *8/26 last day to file for Dec. graduation, last day to add, drop without "W" and receive refund.

Week 2 Planning for

Work

Tu 8/30

Work Design, HR Planning, Recruitment. Read: Ch. 4 Analyzing Work & Designing Jobs, pp. 74-99; -Ch. 5 Planning & Recruiting Human Resources, pp. 107-135. -“The Jobs You Can’t Do Without” by Heneman (link in Week 2 folder). Assignments: Complete Wk2 Quiz by 11:00 a.m. Tues. 8/30. (link in Bb Week 2 folder.)

Th 9/1

Case 1: “Find Me a Match.” (link in Wk2 folder.) Case 2: “A Corporate Romance Denied.” (link in Wk2 folder.) Group 1 & 2 Case Discussions. Assignments: Everyone read both cases. Groups 1 & 2: Lead the class discussion of your group's case, hand in your written Case Analysis paper after presentation. (30 minutes each). Non-presenting students in odd # groups write OMB on Case 1. Students in even # groups write OMB on Case 2. Submit to the case OMB submission links in the Week 2 folder. Bring a copy to class for your reference.

Week 3 Selecting

from Applicants

Tu 9/6

Selection Methods Read: Ch. 6 Selecting Employees & Placing Them In Jobs, pp. 142-168; -“Making Cents of The Hiring Process,” by Sanford (link in Wk3 folder.) -“Employment Testing Overview,” from SIOP (link in Wk3 folder.) -“Interview Questions to Ask, and Stop Asking,” by Apodaca (link in Wk3 folder.) Assignments: Complete Wk3 Quiz by 11:00 a.m. Tues. 9/6. (link found in Bb Week 3 folder.) Prepare your list of questions for the Role Play exercise on Thursday. *(Monday 9/5 - Labor Day, no classes, BSU closed.)

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Th 9/8

Interview Role Play in class Managers: Prepare your list of questions to use during an interview if you are selected, and have a copy ready to hand in. Candidates: Have your questions and additional background information ready to hand in.

Week 4 Hiring

Employees

Tu 9/13

Hiring Decisions Case 3: “You Are Not Good Enough.” (pp.190-194 in text.) Case 4: “Reference Checking at Jet Green.” (link in Wk4 folder.) Group 3 & 4 Case Discussions. Assignments: Everyone read both cases. Groups 3 & 4: Lead the class discussion of your group's case, hand in your written Case Analysis paper after presentation. (30 minutes each). Non-presenting students in odd # groups write OMB on Case 3. Students in even # groups write OMB on Case 4. Submit to the case OMB submission links in the Week 4 folder. Bring a copy to class for your reference.

Th 9/15 Exam 1 (1 hour) Begin Managing Performance.

Week 5 Managing

Performance

Tu 9/20

Managing Performance Read: Ch. 10 Managing Employees’ Performance, pp. 196-225; -Ch. 8 Developing Employees for Future Success, pp. 230-256. -"Employers Learning That 'B' Players Hold The Cards" (link in Wk5 folder); -"A New Game for 'C' Players" (link in Wk5 folder.) Assignments: Complete Wk5 Quiz by 11:00 a.m. Tues. 9/20. (link found in Bb Week 5 folder.) Interview roles assigned for next week's class.

Th 9/22

Case 5: “Gen Y In the Workplace.” (pp.263-268 in text.) Case 6: “Can a Work-at-Home Policy Hurt Morale?” (pp. 271-274 in text.) Group 5 & 6 Case Discussions. Assignments: Everyone read both cases. Groups 5 & 6: Lead the class discussion of your group's case, hand in your written Case Analysis paper after presentation. (30 minutes each). Non-presenting students in odd # groups write OMB on Case 5. Students in even # groups write OMB on Case 6. Submit to the case OMB submission links in the Week 5 folder. Bring a copy to class for your reference.

Week 6 Retention

& Exit

Tu 9/27

Retention & Exit Read: Ch. 11 Separating & Retaining Employees, pp. 276-302. -“That Difficult Conversation,” by J. Segal, HR Magazine, April 2016. -“The Mismatched Worker: When People Don’t Fit Their Jobs,” by Kalleberg (link in Wk6 folder.) -Cost of Turnover, Lost Sales Should Deter Unfairness, Study Suggests,” by Hastings (link in Wk6 folder.) (In class exercise: Discipline Role Play.) Assignments: Complete Wk6 Quiz by 11:00 a.m. Tues. 9/27. (link found in Bb Wk6 folder.)

Th 9/29

Case 7: “Do Something – He’s About to Snap!” (link in Wk6 folder.) Case 8: “The Layoff.” (link in Wk6 folder.) Group 7 & 8 Case Discussions. Assignments: Everyone read both cases. Groups 7 & 8: Lead the class discussion of your group's case, hand in your written Case Analysis paper after presentation. (30 minutes each).

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Non-presenting students in odd # groups write OMB on Case 7. Students in even # groups write OMB on Case 8. Submit to the case OMB submission links in the Week 6 folder. Bring a copy to class for your reference.

Week 7 Rewarding

Performance

Tu 10/4

Rewarding Performance Read: Ch. 12 Establishing a Pay Structure, pp. 311-335; Ch. 13 Recognizing Employee Contributions with Pay, pp. 341-364. "Employers Rethink Pay Practices After Overtime Rule" by Stephen Mill, May, 2016 (link in Wk7 folder). "When Candidates Cite Online Data in Pay Negotiations" by Mark Feffer, May, 2016 (link in Wk7 folder.) "CEOs Vastly Overpaid, Most Americans Say," by Stephen Miller, March, 2016 (link in Wk7 folder.) Assignments: Complete Wk7 Quiz by 11:00 a.m. Tues. 10/4. (link found in Bb Wk7 folder.)

Th 10/6

Case 9: “Bonuses in Bad Times.” (pp. 369-373 in text.) Case 10: “Too Little, Too Late.” (link in Wk7 folder.) Group 9 & 10 Case Discussions. Assignments: Everyone read both cases. Groups 9 & 10: Lead the class discussion of your group's case, hand in your written Case Analysis paper after presentation. (30 minutes each). Non-presenting students in odd # groups write OMB on Case 9. Students in even # groups write OMB on Case 10. Submit to the case OMB submission links in the Week 10 folder. Bring a copy to class for your reference.

Week 8 Work &

Life Issues

Tu 10/11

Work & Life Issues Read: Ch. 14 Providing Employee Benefits, pp. 375-406. “Benefits Communication: Winning Strategies to Motivate and Inform Employees,” (link in Wk8 folder.) “Gray Areas in Controlling Employee Lifestyles,” (link in Wk8 folder.) "Are Your Workers Making Customers Sick?" by Wilkie 2016, (link in Wk8 folder.) “Women MBAs in the Workplace,” pp. 411-423. Assignments: Complete Wk8 Quiz by 11:00 a.m. Tues. 10/11. (link found in Bb Week 8 folder.)

Th 10/13

Exam 2 (1 hour) 1st 8 week session ends 10/14.

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MBA 517 Managing Human Resources Group Case Analysis Project

Objectives of doing a case study:

Apply the knowledge and information acquired from classes to the situation.

Tryout options and solutions to a problem or issue in a safe environment.

Support, defend, and debate those solutions with others to build a flexible set of solutions that may be used in future encounters in work settings.

Part I - Guidelines for the Written Group Paper (25 pts., due when case presented):

Use the following four section headings, and cover the questions raised below:

I. What is going on? (Brief summary (a short paragraph) of the facts) Who are the characters?

What are their relationships? Is there a dominant perspective? What is the order of events?

II. Analysis of the case: (Statement of the problem-underlying causes & antecedents) What is the central problem, or decision to be made?

What are the issues impacting that decision? What are the theories, or concepts that can be applied to the situation (things from your readings or class discussion)?

Be sure to consider: have you identified the problem or merely a symptom? If more than one problem, are they related or separate?

III. Actions to be taken: (Possible solutions)

What are the possible solutions? (Development of alternative solutions) What are their relative strengths/weaknesses? (Evaluation of those alternatives)

IV. Recommended Course of Action: (Your proposed solution) What should be done and how should it be done or implemented? Who should be responsible for implementing the solution? What course-related or other information supports your suggested solution(s)? What are the likely outcomes of your recommendation?

Formatting Requirements:

A cover sheet with the names of group members, title of case, the course name and due date.

Four (4) page maximum limit on case write-up. Be concise in your comments! Sections II and III should be the bulk of the paper.

12 point Times New Roman font, 1 inch margins, double space, indent paragraphs, stapled at top left, use bottom right page numbers.

Do not put into a binder, plastic cover, or have spiral bound

Part II – Presenting & Discussing the Case (25 pts.):

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You want to lead the class discussion by asking class members to provide the following information (30 minute limit): (1) What is Going On: (this relates to Sections I & II of your written analysis) Introduce the situation and ask students to define the problem and/or issues & causes involved in the case. Why do students consider the situation to be a problem? Be sure the underlying problem is identified, not merely a symptom of the problem. (For example, was there a clash between personal ethics and how something was administered? Was there an issue of arbitrariness or unfairness that some people might not consider a problem, but strikes you as wrong?) What is the central problem, or decision to be made? Are secondary issues? What are the issues impacting that decision? If more than one problem, are they related or separate? (2) Generate Alternative Solutions: Brainstorm for options that address the problem in the context of the underlying causes, drawing from Class Topics/Readings and other research. This should include as many reasonable or likely options as possible. (3) Evaluation of Alternative Solutions: What are some likely outcomes of taking that action? What are the relative strengths/weaknesses of the different solutions? (4) Recommended Course of Action: Poll the class on the alternative solutions. What should be done and how should it be done or implemented? Who should be responsible for implementing the solution? What course-related or other information supports the suggested solution(s)? What are the likely outcomes of the recommendation? (5) The Resolution: What does the Group think would have been the best resolution? Agree or disagree with suggestions from the class? Is there another solution that might have worked better that what was suggested?

Part III – Reflection of Class Discussion -- due one week after presentation. (10 pts.)

Formatting: Use the same formatting as for the written case, 2 page maximum plus a cover page, and briefly summarize the key points from the 5 listed above in Part II. Consider the following: What was the main problem or issue? What were the better solutions? What was the recommended course of action, who was responsible, what are the likely outcomes? Would you or did you change your position after the class discussion? Peer Evaluations: Due one week after presentation, when Case Analysis Reflection paper is due. Click on "Peer Eval Form" navigation link on the course Blackboard site to download the form.

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MBA517 Group Case Analysis & Presentation Project Grading Sheet Group Members:_______________________________________________________________ Case Title:_____________________________________________________Topic:__________ Written Analysis:___ /25 pts. Discussion of Case:___ /25 pts. Reflection:___ /10 pts. Total:____ /60 pts. Part I – Written Case Analysis – 25 points 1. Was the paper properly formatted? Yes (2) Mostly (1) No (0) 2. Are the writing skills adequate; e.g. spelling, punctuation, word use, etc.?

Excellent (3) Acceptable (2) Marginal (1) Unacceptable (0)

3. Identification of basic issues and problems described in the case.

5 – Exceptional analysis of case conditions 3 – Fundamentally aware of major issues 1 – Misses purpose of the case

4. Development of alternative solutions

5 – Excellent analysis of most possible alternatives 3 – Addresses major issues and alternatives consistent with problems 1 – One line or minimal alternatives

5. Evaluation of Alternatives

5 – Systematic evaluation of advantages and disadvantages of each alternative, and impact on future behavior/decisions. 3 – Some evaluation of alternatives 1 -- Minimal statements without real evaluation

6. Recommended course of action

5 – Fully developed proposal: what, how, who, when 3 – Proposed course of action not supported sufficiently 1-- Unworkable recommendation

Part II – Presentation & Discussion of Case In Class – 25 points

7. Preparation 5 – Familiar with case, prepared & organized to lead discussion. 3 – Somewhat familiar with case, somewhat prepared & organized to lead discussion. 1 – Unfamiliar with case details, unprepared to lead class discussion.

8. Audience Engagement

5 – Worked effectively to encourage participation from all students & get fully developed answers 3 – Good participation from many students, most answers sufficient, some would have benefited from follow-up questions. 1 – Did not connect with audience, did not elicit fully developed answers.

9. Verbal Communication: Volume, articulation, pace

5 – Spoke clearly, articulated clearly, could be heard by all students, comfortable conversational pace. 3 – Generally spoke & articulated clearly, volume generally loud enough, some fillers, delivery pace generally smooth. 1 – Difficult to hear or understand, halting unsure pace, many distracting fillers.

10. Non-verbal Communication: Facial Expression, body language.

5 – Consistent eye contact, strong posture, pleasant encouraging expression. 3 – Generally good eye contact, some nervousness in posture or expression. 1 – Poor eye contact, unprofessional posture, nervous gestures, non-engaging expression.

11. Q & A, summary 5 – Effectively responded to questions, confidently led the session. 3 – Most questions handled well, some instances of hesitation or confusion. 1 – Struggled to answer some questions, frequently uncertain or hesitant.

Part III – Reflection of Class Discussion – 10 pts.

10 - Good summaries of the strengths & areas of improvement for the 5 presentation areas, well written. 5 – Most presentation areas sufficiently reported, some minor writing errors. 1 – Insufficient reporting of presentation areas, poorly written, many errors.

Comments:

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MBA517 “One Minute Brief” (OMB) Instructions

Objectives of doing an OMB:

Encourage attention to detail in reading a case.

Develop precision in identifying underlying problems and issues.

Demonstrate concise, clear writing in expressing solutions and recommendations.

Create recommended solutions to unstructured problems by applying course concepts and principles.

Analyze and prioritize recommended solutions. What is a One Minute Brief? To be honest, it takes more than one-minute to write. Most students read the case and take about an hour to think about it before they spend 15-20 minutes writing. An OMB is a concise analysis of a case that: 1) identifies the main issue or problem, 2) offers workable solutions, and 3) recommends a specific course of action to solve the problem. OMB Formatting:

Write your analysis in Word, saving a copy of your document to your computer, and printing out a copy to bring to class.

Put your full name, the case title, and the due date at the top of the page.

Length is limited to 300 words (not counting name, date, title, and first two lines), about one-half page with 1 inch margins.

Single space, 12 pt. Arial or Times New Roman font, indent paragraphs.

Name and save your file as LastName_OMB_Shortcasetitle, example: Wanek_OMB_Daves Decision.

Submit your OMB to the Blackboard submission link in the weekly folder for the particular case no later than 11:00 a.m. on the day it is due. Bring a copy to class for you to refer to. OMBs will not be accepted after the case has been discussed in class. OMB Case Analysis Content: Your analysis begins with a 1 to 2 line summary of the primary issue or underlying problem of the case. (Note: this first directive is an example of 2 lines!)

Skip a line, indent, and begin your Analysis and Recommendation for the case.

State the basis for the problem or problems you see and propose solutions to solve the problems.

Analyze the possible solutions by their relative strengths and weaknesses.

Do not write a summary of the case! We have all read it, and we know the basic facts.

The main portion of your analysis should be your primary solutions to the problems you’ve identified, a brief evaluation of the pros and cons of each solution, and your recommended course of action.

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With the length restriction, focus on the most likely problems and the most effective solutions. Don’t build “straw-man” arguments just to tear them down.

End the brief with your recommended course of action. It should state who is responsible to do what, when, and how.

The recommended course of action should have sufficient detail that it could be implemented. OMB Grading: (15 pts. total) Note: OMB grading will be done online in Blackboard using the grading rubric found in the course site. Please make an appointment to speak with me if you need more detailed feedback on your OMB assignments. Writing (5 pts.) Follows formatting requirements, correct grammar, spelling, punctuation. Analysis (5 pts.) Logically organized, identifies key issues and people, facts clearly distinguished from opinions, message is clearly stated. Recommended Solution(s) (5 pts.) Recommendation(s) address the key issues, in logical order, fully developed workable action(s) clearly defined - what has to happen, who is responsible, when, and where.

OMB Example:

My name Dave’s Decision Today’s Date (no formatting requirement for header information)

Dave needs to fill a key vacant electrical engineering position in his company but the process is making it difficult, plus a top employee is leaving the company. The main issue for Dave is to figure out how to find an engineer with a specific skill set and a college degree. The HR department doesn’t help with recruiting and it has a lengthy hiring process. Dave is losing one engineer, and the only remaining engineer is on the verge of burning out, and might leave for a better job. With the decentralized hiring process at Complex Systems, Dave needs to take control of the situation. First, he needs to conduct a job analysis of current duties, and write-up a job description for the position with its essential duties and requirements. Using the assistance of an incumbent like Riley (he gave two weeks’ notice) or Charlie, the remaining engineer, will provide the most accurate description of the day-to-day tasks. Next, Dave has to address recruiting. He needs high-level skills on day one, so a Free Agent recruiting strategy will work best. He might consider employee referrals, a private employment agency, trade organizations, competitors, or campus recruiting as effective sources of recruiting. Lastly, Dave might want to setup a meeting with top management at Complex Systems to discuss implementing a Human Resource Planning process. Knowing the current employee situation, predicting future needs, foreseeing employee movement and planning for future hiring will help solve the hiring issues the company currently faces. Dave needs to solve the immediate problem of filling the open electrical engineer by conducting a job analysis, writing a current job description, and use a Free Agent HR strategy to externally hire someone with the skills his department needs. Dave’s long-term goal will be to get an HR Planning process in place that includes succession plans for key positions.

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(Note: the case name, and 2 lines describing the main problem, followed by 280 words of analysis.

This example presents multiple steps of a single solution, but other analyses of the same case might offer

the pros and cons of competing alternatives. Either approach could be a correct analysis of the case.

The primary goal of the analysis is to present a clear understanding of the problem, and then recommend

a solution that has a high likelihood of working and solving the problem.)