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Acquiring, developing, training, and leveraging on human capital

Throughout this course, you have had the opportunity to understand the important role human resources has as a strategic business partner and to reflect on the role of HR within your respective organizations. For this presentation, you will be capturing the key findings learned in this course, including making recommendations to your company leadership team.

Create a 10-12 slide PowerPoint presentation, then record your narrated presentation using a screen recording tool such as Loom, Vimeo, or Screencast-O-Matic. Once recorded, place the link to your recorded presentation on the cover slide of your PowerPoint. Submit your PowerPoint presentation with your embedded link.

Your presentation should include the following:

Develop a synopsis of your outcomes for acquiring, developing, training, and leveraging on human capital within your organization. Examine the pros and cons to the current systems or processes being used.
Based on the immediate hiring and training needs within the company, how can the company focus on the employees’ current strengths (knowledge, skills, abilities, and experiences) to leverage diversity to improve performance outcomes?
Propose plans for developing and integrating the positions of HR specialist or generalist, HR leadership, HR consultant, or HR of One within the organization.
What recommendations would you make to the leadership of your company relative to making sound decisions when acquiring, developing, and leveraging resources (i.e., human talent, technology, knowledge management) to meet organizational needs while staying legally compliant with employment practices?

Sample Solution

ans in management and leadership roles. Additionally, they state that engaging staff is essential in making change and improvement happen to deliver a better patient experience with fewer errors for SI to be sustained. The NHS Institute of Innovation and Improvement (NHSIII) (2009) highlighted the relevance of SI stating that each social care provider is encouraged to work within a team whilst still improving their own part of the service. All health care personnel must adopt change and support staff to enhance their services (NHS Institute for Innovation and Improvement, 2009). Whitby (2018) further describes improvements in care to be a widespread development of leadership skills in front-line nurses with the strongest and most immediate influence on staff behaviour, emphasising nurses and ward managers are well placed to improve organisational cultures and implement necessary changes in their practice setting. Background Information An inspection from the Care Quality Commission (CQC), an independent regulator of health and social care in England found that services were failing across several departments at The Royal Cornwall Hospitals NHS Trust (2017), these failures caused patients to suffer partial loss of vision or complete blindness, they also reported that patients died as a result of poor care. The report identified persistent evidence of care that fell below standard and the trust was placed in special measures. Without intervention from the CQC the findings would have been more catastrophic. The Nursing and Midwifery Council (NMC) (2017) and the CQC now work in partnership to promote patient safety and improve service, a driving force for the NHS, similarly NHS England and NHS Improvement recently came together as a single organisation, likewise to better support the NHS and improve patient care (NHS, 2019). Similarly, an independent inquiry chaired by Robert Francis QC found many failures in the quality of care at Mid Staffordshire NHS Foundation Trust resulting in a complete breakdown in fundamental nursing care and in the wider governance. 290 key recommendations were made for healthcare regulators, providers and government to improve services in order to provide safe, high quality health care for all (Francis, 2013). The Department of Health and Social Care (DHSC) (2016) focusses its
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