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please see the attached – a year ago **files (3)** – ## instructions.docx – ## sj_successvideo.pdf – sj_cp_practice.pdf **## instructions.docx** **Part I – Reference the Knowledge Items in the Introduction to the Learning System document.** **Knowledge Items test one piece of information, have a …

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Assignment Prompt & Instructions

please see the attached

– a year ago

**files (3)**

– ## instructions.docx

– ## sj_successvideo.pdf

– sj_cp_practice.pdf

**## instructions.docx**

**Part I – Reference the Knowledge Items in the Introduction to the Learning System document.**

**Knowledge Items test one piece of information, have a single correct answer, and are anchored to a source. These items test recall of knowledge or a candidate’s understanding of information, ability to apply knowledge to solve problems, or ability to apply knowledge to predict an outcome. There are two types of Knowledge Items. Items referred to as basic Knowledge Items (KIs) cover key concept topics in the HR Knowledge Domains, while those referred to as Foundational Knowledge Items (FKIs) cover key concept topics in the Behavioral Competency areas. The exam presents four possible answers, but only one is correct**

1.
**Explain the term Knowledge Items in your own words.**

2.
**Explain the two types of Knowledge Item questions and the purpose of each in the SHRM-CP exam.**

**Part II – Reference the Situational Judgment Items: from the video: PART 1: Situational Judgment Success video.**

1.
**Analyze each of the Five Test-Taking strategies regarding Situational Judgment Items (SJI).**

1.
**Explain your findings and the purpose and goal of each strategy in your analysis.**

2.
**Select 2-3 test-taking strategies that will work best for you in preparation for correctly responding to Situational Judgment Items.**

1.
**Explain the learning, mastering, and practice techniques you selected and why you believe they will work best for you.**

**Part III – Based on your review of learning material from Week 2-5, including your experience with pre-tests thus far, in your own words, respond to the following.**

1.
**Create a unique example of a Knowledge Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

2.
**Create a unique scenario-based Situational Judgment Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

**## sj_successvideo.pdf**

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 1 of 3

Nancy Volpe:

Thank you for taking time away from your SHRM learning system studying to join me in this first of two
video series to help set you up for success with situational judgment item questions on your exam. This
lesson presents an understanding of the source of the exam questions, namely the SHRM BASK and test-
taking strategies and tips. Our two of the series will provide you with some hands-on practice with
situational judgment items. The exam and the SHRM learning system are derived from the SHRM body
of applied skills and knowledge, better known as the SHRM BASK. Which identifies nine key behavioral
competencies and one technical competency. A behavioral competency focuses on using what you know
and what you know how to do to perform competently as defined by the proficiency indicators for each
of the nine behavioral competencies. You can find the SHRM BASK publication at the link noted in the
bottom of the slide.

A technical competency focuses specifically on what you know or know how to do commonly
referred to as the application of knowledge. The three knowledge domains of HR expertise are defined
as the principles, practices, and functions of effective HR management. The domains people,
organization, and workplace, are divided into 14 HR functional areas that describe the technical
knowledge required to perform key HR activities. Situational judgment items will test your ability to
solve problems and make decisions by demonstrating that you have the behavioral proficiency and
technical knowledge to handle a resolve of workplace situations effectively by relying on best practice
solutions as defined by the proficiency indicators in the SHRM BASK. Exam questions that are formatted
as situational judgment items are based on real-world common problems encountered by most HR
professionals. They are written and reviewed by panels of SHRM certified subject matter experts to
ensure they are realistic, straightforward, and clearly presented.

There are a set of questions based on issues in the story. The exam presents 150 to 250 word
stories, and either two, three, or four questions linked to the stories. A single story can test one, two,
three, or four of the behavioral competencies in the SHRM BASK. Situational judgment questions test
what competent behavior looks like according to best practice as specified by the proficiency indicators.
They require you to use what you know to behave and perform proficiently. These types of questions
require you to decide the best or most effective course of action to solve the challenge or issue
presented in the question. Answer based on what you should do as defined by the SHRM BASK.
Response options can present a range of behaviors or actions, responses that are least effective,
somewhat effective, effective, and most effective. An effective response option is plausible, is stated
clearly and concisely, is mutually exclusive in that it contains only a single course of action. It's within a
range of least effective, somewhat effective, effective, and most effective, although they are not
presented in any particular order. They also begin with an action verb.

There are two recommended approaches to situational judgment questions. The first approach
suggested is to read the story first, then read the question and response options, proceed to apply the
tips presented and identify the best correct answer, the most effective response. Another option is to
read the question and response options first. Apply the tips presented and identify what you believe
may be the best or keyed response. Then read the story to identify any supportive or conflicted
information that you need to confirm your first choice or reconsider a different course of action that is
more effective than your first choice. You can practice both of these approaches as you are preparing for
the exam and see which one works best for you. Identify which approach results in you having higher
levels of success and be sure to apply that in your actual exam. Let's learn some proven test taken
strategies for navigating situational judgment items.

Strategy one is to read the question carefully and thoroughly and all the response options prior
to making your selection. So often examinees will read a question and mistakenly focus on the wrong

[https://www.rev.com/](https://www.rev.com/)

This transcript was exported on Aug 23, 2022 – view latest version here.

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 2 of 3

concept leading them to answer the question wrong. To avoid this, read the question stem and ask
yourself, what is the focus of this question? What is this question asking me to answer? What keywords
are present here that I need to focus on to answer the question correctly? Which behavioral
competency is being demonstrated in this question? Once you're focused on the keywords and/or the
focus of the question, proceed to review all of your response options, you can even read the answer
twice backwards, such as answer D, then C, then B, then A, to avoid rushing to judgment. For situational
judgment items you are seeking the best or most effective course of action.

The second strategy is to read the question stem only and determine what the answer should be
by recalling the proficiency indicators in the SHRM BASK. Deciding what the answer should be before
looking at the choices available will minimize over-analyzing, which is a common experience with
situational judgment test questions. When we overanalyze our question and answers, we consider
information that is not necessary, that isn't there. Avoid over analyzing, but be sure to determine which
behavioral competency is addressed in this question. This guides the best course of action to choose. In
addition, if you are able to come up with the answer before looking at your choices, you are less likely to
become distracted by the incorrect choices. Strategy three, trust your first impression. There is a correct
answer to each question, and it's widely believed that your first impression of the correct answer will be
a better choice.

Oftentimes, first impressions come from our knowledge and experience and the judgment items
are the experience based part of any SHRM certification. When we go against our first impressions, we
start to overanalyze or rationalize why it cannot be the answer. I've even heard from participants when
they thought the answer was too easy, so it can't be that one. Don't change your answers unless you're
absolutely sure you found a better term asked response. You will be less likely to change your answers if
you don't rush to select an answer before reviewing all four choices. Trust your first impression after
considering all four options. Eliminate obvious distractors as strategy number four. For many situational
judgment item questions, there are two distractors that usually can be easily eliminated. For example, I
could do that, but I know I shouldn't, or I would do that, but SHRM BASK reflects what should be done,
not what I or my company does.

So the four response options appear in a range of most effective, least effective, again, not in
any particular order and there's likely to be plausible responses, but not the key response. Plausible
answers represent possible actions you could take, but are not the most effective response according to
the SHRM BASK. When you eliminate obvious distractors, you have less responses to consider and
you've increased your odds to select the most effective or keyed response for a situational judgment
item. Test-taking strategy five, ask yourself, what is the HR best practice response to this question? HR
best practice is represented in the SHRM BASK through the proficiency indicators. Proficiency indicators
are universal definitions of what competent behavior is, they are observable behaviors. SHRM BASK
proficiency indicators represent what competent behavior looks like when performing as an effective HR
professional, considering the nine behavioral competencies and the 14 functional areas. While you will
never see a proficiency indicator shown verbatim as a response option on the exam, they do serve as
the structural foundation to which all response options are aligned. Test-taking strategy five.

So let's look at some tips. Situational judgment item questions, the stems will target a specific
issue to address based on the situation. Is the question asking what should you do now? And if so, look
for the response that represents immediate response or action to the situation. Is the question asking
what should you do to respond to an inquiry or directive? If so, look for short term focused responses, is
the question asking, what should you do to resolve the situation or preclude from recurring? You want
to look for those long-term preventive action responses. Once you familiarize yourself with the SHRM
BASK, you'll see that it sometimes expects HR professionals to think and act in a strategic way. In a way

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

[https://www.rev.com/](https://www.rev.com/)

This transcript was exported on Aug 23, 2022 – view latest version here.

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 3 of 3

that is proactive and preventive. In a way that considers data and makes evidence based decisions. And
stay focused on alignment with the organizational strategy, goals, and objectives, or looking for the
responses that represent behavioral competency behavior.

So it is true, proven many times, practice makes perfect, right? The more practice you have with
situational judgment items, the more success you will experience at answering the questions by
selecting the keyed response or most effective course of action. Engaging with practice situational
judgment items supports your awareness of how to identify keywords, stay focused on the questions,
analyze scenarios for keyed information and learn the SHRM BASK by seeing it in action. So this
concludes part one of our video series. To continue to learn more about successfully answering
situational judgment item questions, proceed to part two of the learning program.

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

[https://www.rev.com/](https://www.rev.com/)

**sj_cp_practice.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sj-cp-practice-pdf)

**sj_cp_practice.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sj-cp-practice-pdf)

**## instructions.docx**

**Part I – Reference the Knowledge Items in the Introduction to the Learning System document.**

**Knowledge Items test one piece of information, have a single correct answer, and are anchored to a source. These items test recall of knowledge or a candidate’s understanding of information, ability to apply knowledge to solve problems, or ability to apply knowledge to predict an outcome. There are two types of Knowledge Items. Items referred to as basic Knowledge Items (KIs) cover key concept topics in the HR Knowledge Domains, while those referred to as Foundational Knowledge Items (FKIs) cover key concept topics in the Behavioral Competency areas. The exam presents four possible answers, but only one is correct**

1.
**Explain the term Knowledge Items in your own words.**

2.
**Explain the two types of Knowledge Item questions and the purpose of each in the SHRM-CP exam.**

**Part II – Reference the Situational Judgment Items: from the video: PART 1: Situational Judgment Success video.**

1.
**Analyze each of the Five Test-Taking strategies regarding Situational Judgment Items (SJI).**

1.
**Explain your findings and the purpose and goal of each strategy in your analysis.**

2.
**Select 2-3 test-taking strategies that will work best for you in preparation for correctly responding to Situational Judgment Items.**

1.
**Explain the learning, mastering, and practice techniques you selected and why you believe they will work best for you.**

**Part III – Based on your review of learning material from Week 2-5, including your experience with pre-tests thus far, in your own words, respond to the following.**

1.
**Create a unique example of a Knowledge Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

2.
**Create a unique scenario-based Situational Judgment Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

**## sj_successvideo.pdf**

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 1 of 3

Nancy Volpe:

Thank you for taking time away from your SHRM learning system studying to join me in this first of two
video series to help set you up for success with situational judgment item questions on your exam. This
lesson presents an understanding of the source of the exam questions, namely the SHRM BASK and test-
taking strategies and tips. Our two of the series will provide you with some hands-on practice with
situational judgment items. The exam and the SHRM learning system are derived from the SHRM body
of applied skills and knowledge, better known as the SHRM BASK. Which identifies nine key behavioral
competencies and one technical competency. A behavioral competency focuses on using what you know
and what you know how to do to perform competently as defined by the proficiency indicators for each
of the nine behavioral competencies. You can find the SHRM BASK publication at the link noted in the
bottom of the slide.

A technical competency focuses specifically on what you know or know how to do commonly
referred to as the application of knowledge. The three knowledge domains of HR expertise are defined
as the principles, practices, and functions of effective HR management. The domains people,
organization, and workplace, are divided into 14 HR functional areas that describe the technical
knowledge required to perform key HR activities. Situational judgment items will test your ability to
solve problems and make decisions by demonstrating that you have the behavioral proficiency and
technical knowledge to handle a resolve of workplace situations effectively by relying on best practice
solutions as defined by the proficiency indicators in the SHRM BASK. Exam questions that are formatted
as situational judgment items are based on real-world common problems encountered by most HR
professionals. They are written and reviewed by panels of SHRM certified subject matter experts to
ensure they are realistic, straightforward, and clearly presented.

There are a set of questions based on issues in the story. The exam presents 150 to 250 word
stories, and either two, three, or four questions linked to the stories. A single story can test one, two,
three, or four of the behavioral competencies in the SHRM BASK. Situational judgment questions test
what competent behavior looks like according to best practice as specified by the proficiency indicators.
They require you to use what you know to behave and perform proficiently. These types of questions
require you to decide the best or most effective course of action to solve the challenge or issue
presented in the question. Answer based on what you should do as defined by the SHRM BASK.
Response options can present a range of behaviors or actions, responses that are least effective,
somewhat effective, effective, and most effective. An effective response option is plausible, is stated
clearly and concisely, is mutually exclusive in that it contains only a single course of action. It's within a
range of least effective, somewhat effective, effective, and most effective, although they are not
presented in any particular order. They also begin with an action verb.

There are two recommended approaches to situational judgment questions. The first approach
suggested is to read the story first, then read the question and response options, proceed to apply the
tips presented and identify the best correct answer, the most effective response. Another option is to
read the question and response options first. Apply the tips presented and identify what you believe
may be the best or keyed response. Then read the story to identify any supportive or conflicted
information that you need to confirm your first choice or reconsider a different course of action that is
more effective than your first choice. You can practice both of these approaches as you are preparing for
the exam and see which one works best for you. Identify which approach results in you having higher
levels of success and be sure to apply that in your actual exam. Let's learn some proven test taken
strategies for navigating situational judgment items.

Strategy one is to read the question carefully and thoroughly and all the response options prior
to making your selection. So often examinees will read a question and mistakenly focus on the wrong

[https://www.rev.com/](https://www.rev.com/)

This transcript was exported on Aug 23, 2022 – view latest version here.

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 2 of 3

concept leading them to answer the question wrong. To avoid this, read the question stem and ask
yourself, what is the focus of this question? What is this question asking me to answer? What keywords
are present here that I need to focus on to answer the question correctly? Which behavioral
competency is being demonstrated in this question? Once you're focused on the keywords and/or the
focus of the question, proceed to review all of your response options, you can even read the answer
twice backwards, such as answer D, then C, then B, then A, to avoid rushing to judgment. For situational
judgment items you are seeking the best or most effective course of action.

The second strategy is to read the question stem only and determine what the answer should be
by recalling the proficiency indicators in the SHRM BASK. Deciding what the answer should be before
looking at the choices available will minimize over-analyzing, which is a common experience with
situational judgment test questions. When we overanalyze our question and answers, we consider
information that is not necessary, that isn't there. Avoid over analyzing, but be sure to determine which
behavioral competency is addressed in this question. This guides the best course of action to choose. In
addition, if you are able to come up with the answer before looking at your choices, you are less likely to
become distracted by the incorrect choices. Strategy three, trust your first impression. There is a correct
answer to each question, and it's widely believed that your first impression of the correct answer will be
a better choice.

Oftentimes, first impressions come from our knowledge and experience and the judgment items
are the experience based part of any SHRM certification. When we go against our first impressions, we
start to overanalyze or rationalize why it cannot be the answer. I've even heard from participants when
they thought the answer was too easy, so it can't be that one. Don't change your answers unless you're
absolutely sure you found a better term asked response. You will be less likely to change your answers if
you don't rush to select an answer before reviewing all four choices. Trust your first impression after
considering all four options. Eliminate obvious distractors as strategy number four. For many situational
judgment item questions, there are two distractors that usually can be easily eliminated. For example, I
could do that, but I know I shouldn't, or I would do that, but SHRM BASK reflects what should be done,
not what I or my company does.

So the four response options appear in a range of most effective, least effective, again, not in
any particular order and there's likely to be plausible responses, but not the key response. Plausible
answers represent possible actions you could take, but are not the most effective response according to
the SHRM BASK. When you eliminate obvious distractors, you have less responses to consider and
you've increased your odds to select the most effective or keyed response for a situational judgment
item. Test-taking strategy five, ask yourself, what is the HR best practice response to this question? HR
best practice is represented in the SHRM BASK through the proficiency indicators. Proficiency indicators
are universal definitions of what competent behavior is, they are observable behaviors. SHRM BASK
proficiency indicators represent what competent behavior looks like when performing as an effective HR
professional, considering the nine behavioral competencies and the 14 functional areas. While you will
never see a proficiency indicator shown verbatim as a response option on the exam, they do serve as
the structural foundation to which all response options are aligned. Test-taking strategy five.

So let's look at some tips. Situational judgment item questions, the stems will target a specific
issue to address based on the situation. Is the question asking what should you do now? And if so, look
for the response that represents immediate response or action to the situation. Is the question asking
what should you do to respond to an inquiry or directive? If so, look for short term focused responses, is
the question asking, what should you do to resolve the situation or preclude from recurring? You want
to look for those long-term preventive action responses. Once you familiarize yourself with the SHRM
BASK, you'll see that it sometimes expects HR professionals to think and act in a strategic way. In a way

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

[https://www.rev.com/](https://www.rev.com/)

This transcript was exported on Aug 23, 2022 – view latest version here.

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 3 of 3

that is proactive and preventive. In a way that considers data and makes evidence based decisions. And
stay focused on alignment with the organizational strategy, goals, and objectives, or looking for the
responses that represent behavioral competency behavior.

So it is true, proven many times, practice makes perfect, right? The more practice you have with
situational judgment items, the more success you will experience at answering the questions by
selecting the keyed response or most effective course of action. Engaging with practice situational
judgment items supports your awareness of how to identify keywords, stay focused on the questions,
analyze scenarios for keyed information and learn the SHRM BASK by seeing it in action. So this
concludes part one of our video series. To continue to learn more about successfully answering
situational judgment item questions, proceed to part two of the learning program.

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

[https://www.rev.com/](https://www.rev.com/)

**sj_cp_practice.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/sj-cp-practice-pdf)

**## instructions.docx**

**Part I – Reference the Knowledge Items in the Introduction to the Learning System document.**

**Knowledge Items test one piece of information, have a single correct answer, and are anchored to a source. These items test recall of knowledge or a candidate’s understanding of information, ability to apply knowledge to solve problems, or ability to apply knowledge to predict an outcome. There are two types of Knowledge Items. Items referred to as basic Knowledge Items (KIs) cover key concept topics in the HR Knowledge Domains, while those referred to as Foundational Knowledge Items (FKIs) cover key concept topics in the Behavioral Competency areas. The exam presents four possible answers, but only one is correct**

1.
**Explain the term Knowledge Items in your own words.**

2.
**Explain the two types of Knowledge Item questions and the purpose of each in the SHRM-CP exam.**

**Part II – Reference the Situational Judgment Items: from the video: PART 1: Situational Judgment Success video.**

1.
**Analyze each of the Five Test-Taking strategies regarding Situational Judgment Items (SJI).**

1.
**Explain your findings and the purpose and goal of each strategy in your analysis.**

2.
**Select 2-3 test-taking strategies that will work best for you in preparation for correctly responding to Situational Judgment Items.**

1.
**Explain the learning, mastering, and practice techniques you selected and why you believe they will work best for you.**

**Part III – Based on your review of learning material from Week 2-5, including your experience with pre-tests thus far, in your own words, respond to the following.**

1.
**Create a unique example of a Knowledge Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

2.
**Create a unique scenario-based Situational Judgment Item question with four potential answers to emphasize the correct answer.**

1.
**Justify why the answer is correct.**

**## sj_successvideo.pdf**

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 1 of 3

Nancy Volpe:

Thank you for taking time away from your SHRM learning system studying to join me in this first of two
video series to help set you up for success with situational judgment item questions on your exam. This
lesson presents an understanding of the source of the exam questions, namely the SHRM BASK and test-
taking strategies and tips. Our two of the series will provide you with some hands-on practice with
situational judgment items. The exam and the SHRM learning system are derived from the SHRM body
of applied skills and knowledge, better known as the SHRM BASK. Which identifies nine key behavioral
competencies and one technical competency. A behavioral competency focuses on using what you know
and what you know how to do to perform competently as defined by the proficiency indicators for each
of the nine behavioral competencies. You can find the SHRM BASK publication at the link noted in the
bottom of the slide.

A technical competency focuses specifically on what you know or know how to do commonly
referred to as the application of knowledge. The three knowledge domains of HR expertise are defined
as the principles, practices, and functions of effective HR management. The domains people,
organization, and workplace, are divided into 14 HR functional areas that describe the technical
knowledge required to perform key HR activities. Situational judgment items will test your ability to
solve problems and make decisions by demonstrating that you have the behavioral proficiency and
technical knowledge to handle a resolve of workplace situations effectively by relying on best practice
solutions as defined by the proficiency indicators in the SHRM BASK. Exam questions that are formatted
as situational judgment items are based on real-world common problems encountered by most HR
professionals. They are written and reviewed by panels of SHRM certified subject matter experts to
ensure they are realistic, straightforward, and clearly presented.

There are a set of questions based on issues in the story. The exam presents 150 to 250 word
stories, and either two, three, or four questions linked to the stories. A single story can test one, two,
three, or four of the behavioral competencies in the SHRM BASK. Situational judgment questions test
what competent behavior looks like according to best practice as specified by the proficiency indicators.
They require you to use what you know to behave and perform proficiently. These types of questions
require you to decide the best or most effective course of action to solve the challenge or issue
presented in the question. Answer based on what you should do as defined by the SHRM BASK.
Response options can present a range of behaviors or actions, responses that are least effective,
somewhat effective, effective, and most effective. An effective response option is plausible, is stated
clearly and concisely, is mutually exclusive in that it contains only a single course of action. It's within a
range of least effective, somewhat effective, effective, and most effective, although they are not
presented in any particular order. They also begin with an action verb.

There are two recommended approaches to situational judgment questions. The first approach
suggested is to read the story first, then read the question and response options, proceed to apply the
tips presented and identify the best correct answer, the most effective response. Another option is to
read the question and response options first. Apply the tips presented and identify what you believe
may be the best or keyed response. Then read the story to identify any supportive or conflicted
information that you need to confirm your first choice or reconsider a different course of action that is
more effective than your first choice. You can practice both of these approaches as you are preparing for
the exam and see which one works best for you. Identify which approach results in you having higher
levels of success and be sure to apply that in your actual exam. Let's learn some proven test taken
strategies for navigating situational judgment items.

Strategy one is to read the question carefully and thoroughly and all the response options prior
to making your selection. So often examinees will read a question and mistakenly focus on the wrong

[https://www.rev.com/](https://www.rev.com/)

This transcript was exported on Aug 23, 2022 – view latest version here.

Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 2 of 3

concept leading them to answer the question wrong. To avoid this, read the question stem and ask
yourself, what is the focus of this question? What is this question asking me to answer? What keywords
are present here that I need to focus on to answer the question correctly? Which behavioral
competency is being demonstrated in this question? Once you're focused on the keywords and/or the
focus of the question, proceed to review all of your response options, you can even read the answer
twice backwards, such as answer D, then C, then B, then A, to avoid rushing to judgment. For situational
judgment items you are seeking the best or most effective course of action.

The second strategy is to read the question stem only and determine what the answer should be
by recalling the proficiency indicators in the SHRM BASK. Deciding what the answer should be before
looking at the choices available will minimize over-analyzing, which is a common experience with
situational judgment test questions. When we overanalyze our question and answers, we consider
information that is not necessary, that isn't there. Avoid over analyzing, but be sure to determine which
behavioral competency is addressed in this question. This guides the best course of action to choose. In
addition, if you are able to come up with the answer before looking at your choices, you are less likely to
become distracted by the incorrect choices. Strategy three, trust your first impression. There is a correct
answer to each question, and it's widely believed that your first impression of the correct answer will be
a better choice.

Oftentimes, first impressions come from our knowledge and experience and the judgment items
are the experience based part of any SHRM certification. When we go against our first impressions, we
start to overanalyze or rationalize why it cannot be the answer. I've even heard from participants when
they thought the answer was too easy, so it can't be that one. Don't change your answers unless you're
absolutely sure you found a better term asked response. You will be less likely to change your answers if
you don't rush to select an answer before reviewing all four choices. Trust your first impression after
considering all four options. Eliminate obvious distractors as strategy number four. For many situational
judgment item questions, there are two distractors that usually can be easily eliminated. For example, I
could do that, but I know I shouldn't, or I would do that, but SHRM BASK reflects what should be done,
not what I or my company does.

So the four response options appear in a range of most effective, least effective, again, not in
any particular order and there's likely to be plausible responses, but not the key response. Plausible
answers represent possible actions you could take, but are not the most effective response according to
the SHRM BASK. When you eliminate obvious distractors, you have less responses to consider and
you've increased your odds to select the most effective or keyed response for a situational judgment
item. Test-taking strategy five, ask yourself, what is the HR best practice response to this question? HR
best practice is represented in the SHRM BASK through the proficiency indicators. Proficiency indicators
are universal definitions of what competent behavior is, they are observable behaviors. SHRM BASK
proficiency indicators represent what competent behavior looks like when performing as an effective HR
professional, considering the nine behavioral competencies and the 14 functional areas. While you will
never see a proficiency indicator shown verbatim as a response option on the exam, they do serve as
the structural foundation to which all response options are aligned. Test-taking strategy five.

So let's look at some tips. Situational judgment item questions, the stems will target a specific
issue to address based on the situation. Is the question asking what should you do now? And if so, look
for the response that represents immediate response or action to the situation. Is the question asking
what should you do to respond to an inquiry or directive? If so, look for short term focused responses, is
the question asking, what should you do to resolve the situation or preclude from recurring? You want
to look for those long-term preventive action responses. Once you familiarize yourself with the SHRM
BASK, you'll see that it sometimes expects HR professionals to think and act in a strategic way. In a way

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

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Part I SJI Success video (Completed 08/23/22)
Transcript by Rev.com

Page 3 of 3

that is proactive and preventive. In a way that considers data and makes evidence based decisions. And
stay focused on alignment with the organizational strategy, goals, and objectives, or looking for the
responses that represent behavioral competency behavior.

So it is true, proven many times, practice makes perfect, right? The more practice you have with
situational judgment items, the more success you will experience at answering the questions by
selecting the keyed response or most effective course of action. Engaging with practice situational
judgment items supports your awareness of how to identify keywords, stay focused on the questions,
analyze scenarios for keyed information and learn the SHRM BASK by seeing it in action. So this
concludes part one of our video series. To continue to learn more about successfully answering
situational judgment item questions, proceed to part two of the learning program.

[https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink](https://www.rev.com/transcript-editor/Edit?token=ff9APK-Y_S0KQ7IhDlkUUqcHNJTcGSLley_AshFk124OhzQ9Ww_ciff4hKeZybx_BSEUU6kQSOFC-i0ABsEWM3R1hqs&loadFrom=DocumentHeaderDeepLink)

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JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 1 of 7

Crisis Communication

What It Means

What was the biggest mistake you ever made at your workplace? Did you send an email to a
colleague containing information they should not have seen? Did you miscalculate some
financial data and pass the wrong numbers to your supervisor? Perhaps it was something
easily remedied, such as sending a customer the wrong invoice. Alternatively, maybe it was
something you could not easily fix, like gravely offending your biggest client. In the face of
adversity, what did you do? Whom did you reach out to, and what did you tell them?

Regardless of your role in your organization, you have had to respond to a crisis at some
point. That is perfectly normal! In fact, you can expect to face a number of pressing situations
every year. But even if crises are inevitable, you still need a communication plan. You must
be prepared to mitigate whatever problems may arise, all while exercising a strong executive
presence.

In this lecture, you will learn the fundamentals of strong crisis communication. We will explore
Jack’s assumptions for crisis management, the resources available to you during a crisis, and
what to tell stakeholders if the worst should happen.

Why It Matters

• Poor crisis management can damage your company’s image and your reputation.

• During a crisis, you will not have access to the same resources you normally have.

• A comprehensive communication plan for one issue can serve as a foundation for
future crises.

“There is a silver lining to crisis management in that you rarely have to live
through the same disaster twice.”

Jack Welch

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 2 of 7

What Is Your Gut Instinct?

The biggest mistake you ever made was likely an individual workplace crisis. These happen
to everyone and, while they are serious, they rarely threaten the long-term health of your
entire organization. Your company will not go out of business because you accidentally filled
the company car with the wrong type of fuel. But an organizational crisis, such as a huge
public relations scandal, could jeopardize the entire organization’s future.

When you are faced with any crisis, you may be tempted to take one of two actions based on
an emotional fear response. Some leaders opt to fight. This often means denying any
wrongdoing or loudly denouncing accusers and critics. There are many reasons why this is
usually not the best response. You know that passion is a necessity for strong leadership, but
you also do not want to have to retract a hasty statement. Emotional outbursts or unfounded
claims can also exacerbate your situation. Take United Airlines, for example. In April 2017,
the company faced a massive public relations crisis when a passenger was forcibly removed
from a sold-out flight; footage of the injured and bloodied passenger being dragged off the
plane went viral online. Shortly afterward, United delivered a press release that contained
erroneous information. United CEO Oscar Munoz then issued a statement apologizing for
“having to re-accommodate” customers. In an email to employees, he also referred to the
passenger as “disruptive and belligerent.”1 Both Munoz and United were lambasted for their
response, which came off as rash and uncaring.

The other tempting option for leaders is to take flight. They will take extreme steps to avoid a
confrontation, including retreating to a remote location or booking meetings all day, so they
are unavailable for comment. This is not how a strong leader manages a crisis. The problem
will still be there when they finally get around to confronting it, and by then, it may have gotten
much worse. In July 2017, Equifax, a consumer credit reporting agency, discovered a
cybersecurity breach; the personal data of roughly 143 million consumers had been taken.
Neither the company nor CEO Richard Smith made a public announcement about the breach
until September. They also did not immediately disclose whether sensitive information like

1 Matt Rosoff, “United CEO Doubles Down in Email to Employees, Says Passenger Was ‘Disruptive and Belligerent’,”
CNBC, April 11, 2017, https://www.cnbc.com/2017/04/10/united-ceo-passenger-disruptive-belligerent.html.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 3 of 7

personal identification numbers had been stolen. This late, inadequate response did not help
the company’s image at all. Equifax was sued by hundreds of upset consumers; Smith
resigned just two weeks after his announcement.

Neither fight nor flight should be your first impulse during a crisis. Instead, you should focus on
upholding your best business communication practices. Your messaging must be clear and
consistent, and you must be ready to listen and accept feedback from all of your relevant
listeners. Shared understanding and alignment of your team’s efforts are essential. When a
crisis poses a threat to your company, your reputation, or your career, an effective messaging
strategy is vital.

Principles of Crisis Management

Speed is critical in all crisis scenarios, so do not let the situation get ahead of you. As Jack
argued, there are five assumptions to apply to any crisis you face, regardless of its scope or
whom it affects. Here is what to remember:

1. Assume the worst.
Do not think the situation can be easily contained. You will invariably find out that the
crisis is much bigger, and affects far more people, than you initially thought. By the
time that happens, you cannot stay ahead of the situation, so you need to
communicate with stakeholders and the public in a timely way.

Two fatal crashes in late 2018 and early 2019 called into question the safety of
Boeing’s 737 MAX airplanes. CEO Dennis Muilenburg sought to reassure investors
that he was confident in the planes, saying, “We know our airplanes are safe. We
have not changed our design philosophy.”2 His outlook became hard to defend when
aviation authorities grounded all 737 MAX planes. Matters got even worse in May
2019, when The Wall Street Journal reported that Boeing had withheld information

2 Cindy Silviana & Eric M. Johnson, “‘Our Airplanes Are Safe,’ Boeing Says as Officials Push Training,” Reuters,
December 6, 2018, https://www.reuters.com/article/us-indonesia-crash/our-airplanes-are-safe-boeing-says-as-
officials-push-training-idUSKBN1O51QC.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 4 of 7

about the 737 MAX’s safety issues for roughly a year before the first crash.
Muilenburg’s reassurances that everything was fine rang hollow. By the end of 2019,
investor confidence in Boeing was shaken, and Muilenburg was out of a job.

2. There are no secrets.
Do not think you can hide the crisis or keep it out of public view. Eventually, everyone
will find out what happened. Never presume you can buy people’s silence, because
everyone involved will – and should – be documenting everything.

Uber has drawn intense scrutiny over its workplace culture, especially regarding
sexual harassment. Managers and human resource representatives received multiple
complaints about certain employees’ behavior. Even CEO Travis Kalanick was alleged
to have heard reports of sexual harassment. Not even a major company like Uber
could keep this crisis hidden. In 2017, former employee Susan Fowler posted on her
blog, detailing her harassment and the threats she received for trying to report it.
Kalanick resigned not long afterward.

3. Your crisis management will not be portrayed favorably.
Do not think for one minute that outside observers will be on your side, especially if
the crisis originated within your company. And you will only make matters worse if you
purposely antagonize your critics. Withholding information, blaming others, or lashing
out gives people no incentive to sympathize with you.

In early 2018, The Times reported that aid workers from Oxfam, a nonprofit human
rights group, committed sexual exploitation while delivering humanitarian relief to Haiti
in 2011. The accused workers were removed, but Oxfam now found itself in a massive
crisis. Mere days after the report broke, CEO Mark Goldring sat for an interview with
The Guardian. While he expressed remorse, he also complained that “people are
gunning for Oxfam,” and “anything we say is being manipulated. We’ve been
savaged.”3 This was a terrible way to respond to Oxfam’s dilemma; Goldring’s words

3 Decca Aitkenhead, “Oxfam Boss Mark Goldring: ‘Anything We Say Is Being Manipulated. We’ve Been Savaged’,”
The Guardian, February 16, 2018, https://www.theguardian.com/world/2018/feb/16/oxfam-boss-mark-goldring-
anything-we-say-is-being-manipulated-weve-been-savaged.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 5 of 7

made it sound as if he and the company were being victimized. He resigned by the
end of the year.

4. Your organization will undergo changes.
Often, a crisis arises due to a failure in policy or process; something went wrong that
your company did not catch in time. Stakeholders will demand that you take major
steps to prevent such an issue from happening again. They will also expect you to
hold people in your organization accountable. It is likely you will have to reprimand or
even let go of some of your workforce.

In April 2018, two African American men were arrested at a Starbucks in Philadelphia.
The manager called the police on them when they sat down in the store without
ordering. Protests ensued, and Philadelphia Mayor Jim Kenney called it a clear
example of racial discrimination. In response, Starbucks CEO Kevin Johnson met with
the two men and apologized for the incident. The manager who called the police
parted ways with the company. Starbucks moved to shut down its U.S. stores for part
of a day to hold a racial bias education program. The company also announced a new
policy allowing anyone to sit in their stores, regardless of whether or not they were
buying anything. By implementing these changes, rapidly and comprehensively,
Johnson helped Starbucks stay ahead of the crisis.

5. Your organization will come out of the crisis stronger.
It may not feel like it, but the crisis will eventually end. If your company takes the
necessary steps to defuse the situation, you will be better equipped to handle any
future problems. The key is to draw lessons from the crisis and actually act on them.

Between 2015 and 2016, reports of E.coli and norovirus infections significantly hurt
Chipotle’s reputation. In response, company founder Steve Ells issued an apology on
national television. For each of its restaurants, Chipotle created the new position of
food safety leader to help oversee both food preparation and employee health.
Company leadership undertook a series of initiatives, including guaranteeing that
employees get paid if they call in sick. Thanks to the major steps Chipotle took, the
company weathered its crisis, its stock price rebounded, and customers came back.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 6 of 7

Your Crisis Toolkit

During a crisis, you may feel as if everything is collapsing around you. You may think you
cannot control your situation or the narrative being told about you. A crisis can feel particularly
disheartening because there is one very important move that you cannot make. Throughout
your career, you have hopefully created strong relationships with your superiors, colleagues,
and clients. These people can attest to your authenticity and integrity. You will need to rely
heavily on these relationships, because during a crisis, you cannot build new ones. This is
especially true if your organization created the situation. Few people will want to associate
with you in the middle of a crisis since doing so may jeopardize their own reputations. Some
of your associates may even cut ties with you altogether. It is painful when this happens, but
you cannot blame them.

Whatever you may be feeling, remember that you are not powerless. You have a number of
resources at your disposal to mitigate your situation. First, you have more information than
anyone else. There may not be any secrets in the end, but you will know the details well
before any of your stakeholders or critics do. Use this knowledge to build a comprehensive
crisis plan that addresses every possible issue. Because you know more than anyone else,
your second key resource is time. You have a head start on responding to your crisis. Issuing
a statement as soon as possible shows that you are aware of the situation and are acting
immediately to fix it. Having this extra time also gives you a chance to shape your own
narrative. How you frame the crisis will set the tone for how everyone else depicts it, whether
they are your allies or your critics. Third, you have a wealth of communication channels.
Delivering public speeches is usually helpful, but make sure you tell your narrative through
social media, too. This allows you to give more frequent updates on your situation, and it
helps you reach a wider audience. Finally, you know who all of your stakeholders are. This
means you can tailor your crisis communications to different listeners. If your employees are
affected, explain what policy changes you will implement and how you will reinforce your
company’s values. If you need to communicate with customers, address their concerns before
they escalate their complaints.

Above all else, be proactive. Every crisis will lead to change, and you will survive it. How you
survive that change will determine what you learn from that situation and whether your
company emerges stronger when the crisis is over.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 7 of 7

Looking Ahead

In this lecture, we explored how to communicate during a crisis. We analyzed Jack’s principles
of crisis management. We also assessed an array of response tactics. Remember that all of
your communications during a crisis must be grounded in openness and honesty. That is what
your stakeholders will respond to best, and that is what will help you weather the storm.

In the next lecture, you will learn how to communicate strategically. We will discuss how to craft
purposeful messages that accomplish specific goals. We will also examine different
communication styles and assess when to apply them.

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**## JWI505Week5LectureNotes1.pdf**

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 1 of 7

Crisis Communication

What It Means

What was the biggest mistake you ever made at your workplace? Did you send an email to a
colleague containing information they should not have seen? Did you miscalculate some
financial data and pass the wrong numbers to your supervisor? Perhaps it was something
easily remedied, such as sending a customer the wrong invoice. Alternatively, maybe it was
something you could not easily fix, like gravely offending your biggest client. In the face of
adversity, what did you do? Whom did you reach out to, and what did you tell them?

Regardless of your role in your organization, you have had to respond to a crisis at some
point. That is perfectly normal! In fact, you can expect to face a number of pressing situations
every year. But even if crises are inevitable, you still need a communication plan. You must
be prepared to mitigate whatever problems may arise, all while exercising a strong executive
presence.

In this lecture, you will learn the fundamentals of strong crisis communication. We will explore
Jack’s assumptions for crisis management, the resources available to you during a crisis, and
what to tell stakeholders if the worst should happen.

Why It Matters

• Poor crisis management can damage your company’s image and your reputation.

• During a crisis, you will not have access to the same resources you normally have.

• A comprehensive communication plan for one issue can serve as a foundation for
future crises.

“There is a silver lining to crisis management in that you rarely have to live
through the same disaster twice.”

Jack Welch

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 2 of 7

What Is Your Gut Instinct?

The biggest mistake you ever made was likely an individual workplace crisis. These happen
to everyone and, while they are serious, they rarely threaten the long-term health of your
entire organization. Your company will not go out of business because you accidentally filled
the company car with the wrong type of fuel. But an organizational crisis, such as a huge
public relations scandal, could jeopardize the entire organization’s future.

When you are faced with any crisis, you may be tempted to take one of two actions based on
an emotional fear response. Some leaders opt to fight. This often means denying any
wrongdoing or loudly denouncing accusers and critics. There are many reasons why this is
usually not the best response. You know that passion is a necessity for strong leadership, but
you also do not want to have to retract a hasty statement. Emotional outbursts or unfounded
claims can also exacerbate your situation. Take United Airlines, for example. In April 2017,
the company faced a massive public relations crisis when a passenger was forcibly removed
from a sold-out flight; footage of the injured and bloodied passenger being dragged off the
plane went viral online. Shortly afterward, United delivered a press release that contained
erroneous information. United CEO Oscar Munoz then issued a statement apologizing for
“having to re-accommodate” customers. In an email to employees, he also referred to the
passenger as “disruptive and belligerent.”1 Both Munoz and United were lambasted for their
response, which came off as rash and uncaring.

The other tempting option for leaders is to take flight. They will take extreme steps to avoid a
confrontation, including retreating to a remote location or booking meetings all day, so they
are unavailable for comment. This is not how a strong leader manages a crisis. The problem
will still be there when they finally get around to confronting it, and by then, it may have gotten
much worse. In July 2017, Equifax, a consumer credit reporting agency, discovered a
cybersecurity breach; the personal data of roughly 143 million consumers had been taken.
Neither the company nor CEO Richard Smith made a public announcement about the breach
until September. They also did not immediately disclose whether sensitive information like

1 Matt Rosoff, “United CEO Doubles Down in Email to Employees, Says Passenger Was ‘Disruptive and Belligerent’,”
CNBC, April 11, 2017, https://www.cnbc.com/2017/04/10/united-ceo-passenger-disruptive-belligerent.html.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 3 of 7

personal identification numbers had been stolen. This late, inadequate response did not help
the company’s image at all. Equifax was sued by hundreds of upset consumers; Smith
resigned just two weeks after his announcement.

Neither fight nor flight should be your first impulse during a crisis. Instead, you should focus on
upholding your best business communication practices. Your messaging must be clear and
consistent, and you must be ready to listen and accept feedback from all of your relevant
listeners. Shared understanding and alignment of your team’s efforts are essential. When a
crisis poses a threat to your company, your reputation, or your career, an effective messaging
strategy is vital.

Principles of Crisis Management

Speed is critical in all crisis scenarios, so do not let the situation get ahead of you. As Jack
argued, there are five assumptions to apply to any crisis you face, regardless of its scope or
whom it affects. Here is what to remember:

1. Assume the worst.
Do not think the situation can be easily contained. You will invariably find out that the
crisis is much bigger, and affects far more people, than you initially thought. By the
time that happens, you cannot stay ahead of the situation, so you need to
communicate with stakeholders and the public in a timely way.

Two fatal crashes in late 2018 and early 2019 called into question the safety of
Boeing’s 737 MAX airplanes. CEO Dennis Muilenburg sought to reassure investors
that he was confident in the planes, saying, “We know our airplanes are safe. We
have not changed our design philosophy.”2 His outlook became hard to defend when
aviation authorities grounded all 737 MAX planes. Matters got even worse in May
2019, when The Wall Street Journal reported that Boeing had withheld information

2 Cindy Silviana & Eric M. Johnson, “‘Our Airplanes Are Safe,’ Boeing Says as Officials Push Training,” Reuters,
December 6, 2018, https://www.reuters.com/article/us-indonesia-crash/our-airplanes-are-safe-boeing-says-as-
officials-push-training-idUSKBN1O51QC.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 4 of 7

about the 737 MAX’s safety issues for roughly a year before the first crash.
Muilenburg’s reassurances that everything was fine rang hollow. By the end of 2019,
investor confidence in Boeing was shaken, and Muilenburg was out of a job.

2. There are no secrets.
Do not think you can hide the crisis or keep it out of public view. Eventually, everyone
will find out what happened. Never presume you can buy people’s silence, because
everyone involved will – and should – be documenting everything.

Uber has drawn intense scrutiny over its workplace culture, especially regarding
sexual harassment. Managers and human resource representatives received multiple
complaints about certain employees’ behavior. Even CEO Travis Kalanick was alleged
to have heard reports of sexual harassment. Not even a major company like Uber
could keep this crisis hidden. In 2017, former employee Susan Fowler posted on her
blog, detailing her harassment and the threats she received for trying to report it.
Kalanick resigned not long afterward.

3. Your crisis management will not be portrayed favorably.
Do not think for one minute that outside observers will be on your side, especially if
the crisis originated within your company. And you will only make matters worse if you
purposely antagonize your critics. Withholding information, blaming others, or lashing
out gives people no incentive to sympathize with you.

In early 2018, The Times reported that aid workers from Oxfam, a nonprofit human
rights group, committed sexual exploitation while delivering humanitarian relief to Haiti
in 2011. The accused workers were removed, but Oxfam now found itself in a massive
crisis. Mere days after the report broke, CEO Mark Goldring sat for an interview with
The Guardian. While he expressed remorse, he also complained that “people are
gunning for Oxfam,” and “anything we say is being manipulated. We’ve been
savaged.”3 This was a terrible way to respond to Oxfam’s dilemma; Goldring’s words

3 Decca Aitkenhead, “Oxfam Boss Mark Goldring: ‘Anything We Say Is Being Manipulated. We’ve Been Savaged’,”
The Guardian, February 16, 2018, https://www.theguardian.com/world/2018/feb/16/oxfam-boss-mark-goldring-
anything-we-say-is-being-manipulated-weve-been-savaged.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 5 of 7

made it sound as if he and the company were being victimized. He resigned by the
end of the year.

4. Your organization will undergo changes.
Often, a crisis arises due to a failure in policy or process; something went wrong that
your company did not catch in time. Stakeholders will demand that you take major
steps to prevent such an issue from happening again. They will also expect you to
hold people in your organization accountable. It is likely you will have to reprimand or
even let go of some of your workforce.

In April 2018, two African American men were arrested at a Starbucks in Philadelphia.
The manager called the police on them when they sat down in the store without
ordering. Protests ensued, and Philadelphia Mayor Jim Kenney called it a clear
example of racial discrimination. In response, Starbucks CEO Kevin Johnson met with
the two men and apologized for the incident. The manager who called the police
parted ways with the company. Starbucks moved to shut down its U.S. stores for part
of a day to hold a racial bias education program. The company also announced a new
policy allowing anyone to sit in their stores, regardless of whether or not they were
buying anything. By implementing these changes, rapidly and comprehensively,
Johnson helped Starbucks stay ahead of the crisis.

5. Your organization will come out of the crisis stronger.
It may not feel like it, but the crisis will eventually end. If your company takes the
necessary steps to defuse the situation, you will be better equipped to handle any
future problems. The key is to draw lessons from the crisis and actually act on them.

Between 2015 and 2016, reports of E.coli and norovirus infections significantly hurt
Chipotle’s reputation. In response, company founder Steve Ells issued an apology on
national television. For each of its restaurants, Chipotle created the new position of
food safety leader to help oversee both food preparation and employee health.
Company leadership undertook a series of initiatives, including guaranteeing that
employees get paid if they call in sick. Thanks to the major steps Chipotle took, the
company weathered its crisis, its stock price rebounded, and customers came back.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 6 of 7

Your Crisis Toolkit

During a crisis, you may feel as if everything is collapsing around you. You may think you
cannot control your situation or the narrative being told about you. A crisis can feel particularly
disheartening because there is one very important move that you cannot make. Throughout
your career, you have hopefully created strong relationships with your superiors, colleagues,
and clients. These people can attest to your authenticity and integrity. You will need to rely
heavily on these relationships, because during a crisis, you cannot build new ones. This is
especially true if your organization created the situation. Few people will want to associate
with you in the middle of a crisis since doing so may jeopardize their own reputations. Some
of your associates may even cut ties with you altogether. It is painful when this happens, but
you cannot blame them.

Whatever you may be feeling, remember that you are not powerless. You have a number of
resources at your disposal to mitigate your situation. First, you have more information than
anyone else. There may not be any secrets in the end, but you will know the details well
before any of your stakeholders or critics do. Use this knowledge to build a comprehensive
crisis plan that addresses every possible issue. Because you know more than anyone else,
your second key resource is time. You have a head start on responding to your crisis. Issuing
a statement as soon as possible shows that you are aware of the situation and are acting
immediately to fix it. Having this extra time also gives you a chance to shape your own
narrative. How you frame the crisis will set the tone for how everyone else depicts it, whether
they are your allies or your critics. Third, you have a wealth of communication channels.
Delivering public speeches is usually helpful, but make sure you tell your narrative through
social media, too. This allows you to give more frequent updates on your situation, and it
helps you reach a wider audience. Finally, you know who all of your stakeholders are. This
means you can tailor your crisis communications to different listeners. If your employees are
affected, explain what policy changes you will implement and how you will reinforce your
company’s values. If you need to communicate with customers, address their concerns before
they escalate their complaints.

Above all else, be proactive. Every crisis will lead to change, and you will survive it. How you
survive that change will determine what you learn from that situation and whether your
company emerges stronger when the crisis is over.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 7 of 7

Looking Ahead

In this lecture, we explored how to communicate during a crisis. We analyzed Jack’s principles
of crisis management. We also assessed an array of response tactics. Remember that all of
your communications during a crisis must be grounded in openness and honesty. That is what
your stakeholders will respond to best, and that is what will help you weather the storm.

In the next lecture, you will learn how to communicate strategically. We will discuss how to craft
purposeful messages that accomplish specific goals. We will also examine different
communication styles and assess when to apply them.

**Week5CommunicationsMaterial.jpeg**

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**## JWI505Week5LectureNotes1.pdf**

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 1 of 7

Crisis Communication

What It Means

What was the biggest mistake you ever made at your workplace? Did you send an email to a
colleague containing information they should not have seen? Did you miscalculate some
financial data and pass the wrong numbers to your supervisor? Perhaps it was something
easily remedied, such as sending a customer the wrong invoice. Alternatively, maybe it was
something you could not easily fix, like gravely offending your biggest client. In the face of
adversity, what did you do? Whom did you reach out to, and what did you tell them?

Regardless of your role in your organization, you have had to respond to a crisis at some
point. That is perfectly normal! In fact, you can expect to face a number of pressing situations
every year. But even if crises are inevitable, you still need a communication plan. You must
be prepared to mitigate whatever problems may arise, all while exercising a strong executive
presence.

In this lecture, you will learn the fundamentals of strong crisis communication. We will explore
Jack’s assumptions for crisis management, the resources available to you during a crisis, and
what to tell stakeholders if the worst should happen.

Why It Matters

• Poor crisis management can damage your company’s image and your reputation.

• During a crisis, you will not have access to the same resources you normally have.

• A comprehensive communication plan for one issue can serve as a foundation for
future crises.

“There is a silver lining to crisis management in that you rarely have to live
through the same disaster twice.”

Jack Welch

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 2 of 7

What Is Your Gut Instinct?

The biggest mistake you ever made was likely an individual workplace crisis. These happen
to everyone and, while they are serious, they rarely threaten the long-term health of your
entire organization. Your company will not go out of business because you accidentally filled
the company car with the wrong type of fuel. But an organizational crisis, such as a huge
public relations scandal, could jeopardize the entire organization’s future.

When you are faced with any crisis, you may be tempted to take one of two actions based on
an emotional fear response. Some leaders opt to fight. This often means denying any
wrongdoing or loudly denouncing accusers and critics. There are many reasons why this is
usually not the best response. You know that passion is a necessity for strong leadership, but
you also do not want to have to retract a hasty statement. Emotional outbursts or unfounded
claims can also exacerbate your situation. Take United Airlines, for example. In April 2017,
the company faced a massive public relations crisis when a passenger was forcibly removed
from a sold-out flight; footage of the injured and bloodied passenger being dragged off the
plane went viral online. Shortly afterward, United delivered a press release that contained
erroneous information. United CEO Oscar Munoz then issued a statement apologizing for
“having to re-accommodate” customers. In an email to employees, he also referred to the
passenger as “disruptive and belligerent.”1 Both Munoz and United were lambasted for their
response, which came off as rash and uncaring.

The other tempting option for leaders is to take flight. They will take extreme steps to avoid a
confrontation, including retreating to a remote location or booking meetings all day, so they
are unavailable for comment. This is not how a strong leader manages a crisis. The problem
will still be there when they finally get around to confronting it, and by then, it may have gotten
much worse. In July 2017, Equifax, a consumer credit reporting agency, discovered a
cybersecurity breach; the personal data of roughly 143 million consumers had been taken.
Neither the company nor CEO Richard Smith made a public announcement about the breach
until September. They also did not immediately disclose whether sensitive information like

1 Matt Rosoff, “United CEO Doubles Down in Email to Employees, Says Passenger Was ‘Disruptive and Belligerent’,”
CNBC, April 11, 2017, https://www.cnbc.com/2017/04/10/united-ceo-passenger-disruptive-belligerent.html.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 3 of 7

personal identification numbers had been stolen. This late, inadequate response did not help
the company’s image at all. Equifax was sued by hundreds of upset consumers; Smith
resigned just two weeks after his announcement.

Neither fight nor flight should be your first impulse during a crisis. Instead, you should focus on
upholding your best business communication practices. Your messaging must be clear and
consistent, and you must be ready to listen and accept feedback from all of your relevant
listeners. Shared understanding and alignment of your team’s efforts are essential. When a
crisis poses a threat to your company, your reputation, or your career, an effective messaging
strategy is vital.

Principles of Crisis Management

Speed is critical in all crisis scenarios, so do not let the situation get ahead of you. As Jack
argued, there are five assumptions to apply to any crisis you face, regardless of its scope or
whom it affects. Here is what to remember:

1. Assume the worst.
Do not think the situation can be easily contained. You will invariably find out that the
crisis is much bigger, and affects far more people, than you initially thought. By the
time that happens, you cannot stay ahead of the situation, so you need to
communicate with stakeholders and the public in a timely way.

Two fatal crashes in late 2018 and early 2019 called into question the safety of
Boeing’s 737 MAX airplanes. CEO Dennis Muilenburg sought to reassure investors
that he was confident in the planes, saying, “We know our airplanes are safe. We
have not changed our design philosophy.”2 His outlook became hard to defend when
aviation authorities grounded all 737 MAX planes. Matters got even worse in May
2019, when The Wall Street Journal reported that Boeing had withheld information

2 Cindy Silviana & Eric M. Johnson, “‘Our Airplanes Are Safe,’ Boeing Says as Officials Push Training,” Reuters,
December 6, 2018, https://www.reuters.com/article/us-indonesia-crash/our-airplanes-are-safe-boeing-says-as-
officials-push-training-idUSKBN1O51QC.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 4 of 7

about the 737 MAX’s safety issues for roughly a year before the first crash.
Muilenburg’s reassurances that everything was fine rang hollow. By the end of 2019,
investor confidence in Boeing was shaken, and Muilenburg was out of a job.

2. There are no secrets.
Do not think you can hide the crisis or keep it out of public view. Eventually, everyone
will find out what happened. Never presume you can buy people’s silence, because
everyone involved will – and should – be documenting everything.

Uber has drawn intense scrutiny over its workplace culture, especially regarding
sexual harassment. Managers and human resource representatives received multiple
complaints about certain employees’ behavior. Even CEO Travis Kalanick was alleged
to have heard reports of sexual harassment. Not even a major company like Uber
could keep this crisis hidden. In 2017, former employee Susan Fowler posted on her
blog, detailing her harassment and the threats she received for trying to report it.
Kalanick resigned not long afterward.

3. Your crisis management will not be portrayed favorably.
Do not think for one minute that outside observers will be on your side, especially if
the crisis originated within your company. And you will only make matters worse if you
purposely antagonize your critics. Withholding information, blaming others, or lashing
out gives people no incentive to sympathize with you.

In early 2018, The Times reported that aid workers from Oxfam, a nonprofit human
rights group, committed sexual exploitation while delivering humanitarian relief to Haiti
in 2011. The accused workers were removed, but Oxfam now found itself in a massive
crisis. Mere days after the report broke, CEO Mark Goldring sat for an interview with
The Guardian. While he expressed remorse, he also complained that “people are
gunning for Oxfam,” and “anything we say is being manipulated. We’ve been
savaged.”3 This was a terrible way to respond to Oxfam’s dilemma; Goldring’s words

3 Decca Aitkenhead, “Oxfam Boss Mark Goldring: ‘Anything We Say Is Being Manipulated. We’ve Been Savaged’,”
The Guardian, February 16, 2018, https://www.theguardian.com/world/2018/feb/16/oxfam-boss-mark-goldring-
anything-we-say-is-being-manipulated-weve-been-savaged.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 5 of 7

made it sound as if he and the company were being victimized. He resigned by the
end of the year.

4. Your organization will undergo changes.
Often, a crisis arises due to a failure in policy or process; something went wrong that
your company did not catch in time. Stakeholders will demand that you take major
steps to prevent such an issue from happening again. They will also expect you to
hold people in your organization accountable. It is likely you will have to reprimand or
even let go of some of your workforce.

In April 2018, two African American men were arrested at a Starbucks in Philadelphia.
The manager called the police on them when they sat down in the store without
ordering. Protests ensued, and Philadelphia Mayor Jim Kenney called it a clear
example of racial discrimination. In response, Starbucks CEO Kevin Johnson met with
the two men and apologized for the incident. The manager who called the police
parted ways with the company. Starbucks moved to shut down its U.S. stores for part
of a day to hold a racial bias education program. The company also announced a new
policy allowing anyone to sit in their stores, regardless of whether or not they were
buying anything. By implementing these changes, rapidly and comprehensively,
Johnson helped Starbucks stay ahead of the crisis.

5. Your organization will come out of the crisis stronger.
It may not feel like it, but the crisis will eventually end. If your company takes the
necessary steps to defuse the situation, you will be better equipped to handle any
future problems. The key is to draw lessons from the crisis and actually act on them.

Between 2015 and 2016, reports of E.coli and norovirus infections significantly hurt
Chipotle’s reputation. In response, company founder Steve Ells issued an apology on
national television. For each of its restaurants, Chipotle created the new position of
food safety leader to help oversee both food preparation and employee health.
Company leadership undertook a series of initiatives, including guaranteeing that
employees get paid if they call in sick. Thanks to the major steps Chipotle took, the
company weathered its crisis, its stock price rebounded, and customers came back.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 6 of 7

Your Crisis Toolkit

During a crisis, you may feel as if everything is collapsing around you. You may think you
cannot control your situation or the narrative being told about you. A crisis can feel particularly
disheartening because there is one very important move that you cannot make. Throughout
your career, you have hopefully created strong relationships with your superiors, colleagues,
and clients. These people can attest to your authenticity and integrity. You will need to rely
heavily on these relationships, because during a crisis, you cannot build new ones. This is
especially true if your organization created the situation. Few people will want to associate
with you in the middle of a crisis since doing so may jeopardize their own reputations. Some
of your associates may even cut ties with you altogether. It is painful when this happens, but
you cannot blame them.

Whatever you may be feeling, remember that you are not powerless. You have a number of
resources at your disposal to mitigate your situation. First, you have more information than
anyone else. There may not be any secrets in the end, but you will know the details well
before any of your stakeholders or critics do. Use this knowledge to build a comprehensive
crisis plan that addresses every possible issue. Because you know more than anyone else,
your second key resource is time. You have a head start on responding to your crisis. Issuing
a statement as soon as possible shows that you are aware of the situation and are acting
immediately to fix it. Having this extra time also gives you a chance to shape your own
narrative. How you frame the crisis will set the tone for how everyone else depicts it, whether
they are your allies or your critics. Third, you have a wealth of communication channels.
Delivering public speeches is usually helpful, but make sure you tell your narrative through
social media, too. This allows you to give more frequent updates on your situation, and it
helps you reach a wider audience. Finally, you know who all of your stakeholders are. This
means you can tailor your crisis communications to different listeners. If your employees are
affected, explain what policy changes you will implement and how you will reinforce your
company’s values. If you need to communicate with customers, address their concerns before
they escalate their complaints.

Above all else, be proactive. Every crisis will lead to change, and you will survive it. How you
survive that change will determine what you learn from that situation and whether your
company emerges stronger when the crisis is over.

JWI 505: Business Communications and Executive Presence
Week 5 Lecture Notes

© 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.

JWI 505 – Lecture Notes (1206) Page 7 of 7

Looking Ahead

In this lecture, we explored how to communicate during a crisis. We analyzed Jack’s principles
of crisis management. We also assessed an array of response tactics. Remember that all of
your communications during a crisis must be grounded in openness and honesty. That is what
your stakeholders will respond to best, and that is what will help you weather the storm.

In the next lecture, you will learn how to communicate strategically. We will discuss how to craft
purposeful messages that accomplish specific goals. We will also examine different
communication styles and assess when to apply them.

**Week5CommunicationsMaterial.jpeg**

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**JWI505Week6LectureNotes.pdf**

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November 5, 2026
[Solved] Human Resource Management Week 6 Assignment – Appraising Employee Performance

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see attached – a year ago **files (6)** – ## CaseStudyScenario.docx – ## TwilioSendGridSWOTAnalysis.docx – IMG_0011.png – IMG_0014.png – IMG_0012.png – IMG_0013.png **## CaseStudyScenario.docx** **Case Study Scenario** SendGrid was founded in 2009 by three entrepreneurs through the famous TechSt…

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see attached

– a year ago

**files (6)**

– ## CaseStudyScenario.docx

– ## TwilioSendGridSWOTAnalysis.docx

– IMG_0011.png
– IMG_0014.png
– IMG_0012.png
– IMG_0013.png

**## CaseStudyScenario.docx**

**Case Study Scenario**

SendGrid was founded in 2009 by three entrepreneurs through the famous TechStars accelerator program. It provides a cloud-based service for businesses to send marketing and transactional emails to their subscribers. The platform handles the backend processes involved in sending emails (for example, ISP monitoring and domain keys), while users interact with the easy parts.

In 2012, three years after its founding, SendGrid announced that it was working with 60,000 businesses and had sent over 45 billion emails. By 2017, the company was processing over 30 billion emails per month.

By 2019, Twilio, a well-known cloud communication firm, paid $2 billion to acquire SendGrid, and the company was renamed Twilio SendGrid, a wholly owned subsidiary of Twilio. However, ever since Twilio acquired SendGrid, there has been an increase in complaints about slow response times and inadequate support from users.

**## TwilioSendGridSWOTAnalysis.docx**

2

**Twilio SendGrid SWOT Analysis**

Student’s Name

Institutional Affiliation

Course Code & Title

Instructor’s Name

Date

**Twilio SendGrid SWOT Analysis**

**Part 1: SWOT Analyses**

**_Organizational SWOT Analysis_**

**_Strengths_**

1.
**Strong Market Position and Brand Recognition:** Twilio SendGrid, as a Twilio company, benefits from the established brand image of its parent company as a leader in cloud communications. The acquisition had brought together two giants in the industry, both of which offer developers scalable solutions (Twilio Inc., 2018). SendGrid's reach, offering email services to over 74,000 customers worldwide and facilitating over 600 billion interactions annually, is indicative of strong market presence (Dholakia, 2018).

2.
**Scalable Cloud-Based Technology:** SendGrid created the world's inaugural cloud-based email delivery platform, offering hassle-free scalability that comfortably manages sizable batches of emails (Dholakia, 2018). The robust backend capabilities of the platform, including advanced deliverability and ISP tracking, render it a reliable system for businesses of any magnitude.

3.
**Acquisition by Twilio:** The $2 billion all-stock purchase in 2019 allowed SendGrid to merge Twilio's broader communications expertise in voice, messaging, and video with its own email proficiency, providing enhanced technological backing and financial resilience (Twilio Inc., 2018).

**_Weaknesses_**

1.
**Customer Support Issues:** Despite the growth, issues in customer support have been noticed. Customers facing advanced communication systems are likely to require high-touch support, and Twilio SendGrid's resources have at times been overpowered through rapid scaling, indicating a need for enhanced service offerings (Twilio SendGrid, 2019).

2.
**Employee Retention Issues:** The broader technology industry and explosive internal growth have contributed to employee retention issues. Maintaining organizational culture and worker engagement amidst explosive growth remains a chronic challenge (Dholakia, 2018).

3.
**Leadership Flexibility:** Inasmuch as Twilio and SendGrid leadership teams share a common vision, adapting to internal new systems, especially performance management software or organizational restructuring after acquisition, is usually greeted with suspicion and slows internal improvements (Twilio Inc., 2018).

**_Opportunities_**

1.
**New Market Expansion:** The union of Twilio and SendGrid creates opportunities for new market expansion. Twilio's global presence and SendGrid's business credibility offer avenues to expand communications services across emerging markets and industries (Twilio Inc., 2018).

2.
**Enhanced Customer Service Options:** Twilio SendGrid's Expert Services introduced in 2019 provides custom consultations, health checks, and optimization for email programs such that customers are able to achieve up to 97% deliverability rates as compared to 85% (the industry standard) (Twilio SendGrid, 2019).

3.
**HR Innovations for Retention:** Novel HR approaches, particularly transparent and data-led performance management systems, hold promise to reduce turnover, enhance satisfaction, and gain access to high-end technology talent.

**_Threats_**

1.
**Intense Competition:** The email services market is subject to strong competition from companies such as Mailchimp and Amazon Simple Email Service (SES). Competitive forces might undermine Twilio SendGrid's market position if product development stagnates (Dholakia, 2018).

2.
**Technological Advancements:** Technological changes at a rapid pace call for continuous innovation. Twilio SendGrid would be left behind if it cannot keep up with emerging communication trends outside the use of traditional email.

3.
**Economic Fluctuations:** Global economic instability may affect marketing budgets, which might lead to lower demand for communication and email marketing services.

**_HR SWOT Analysis_**

**_Strengths_**

1.
**Availability of Extensive HR Infrastructure:** Twilio SendGrid, post-acquisition, has Twilio's end-to-end HR infrastructure in the form of recruitment best practices, training modules, and leadership development programs (Twilio Inc., 2018).

2.
**Technologically Advanced Employee Pool:** A technologically advanced employee pool with expertise in cloud-based technologies provides a sound foundation for innovation in the future and facilitates easy integration of digital HR tools.

3.
**Employee Feedback Programs:** Twilio SendGrid conducts regular employee engagement surveys to gather feedback, demonstrating commitment to addressing workers' issues and informing HR policy (Twilio SendGrid, 2019).

**_Weaknesses_**

1.
**Opacity in Performance Reviews**: Employee surveys indicate that employees are unhappy with the transparency and fairness of performance appraisals, highlighting a lack of HR process that can affect morale and retention.

2.
**High Turnover Rates:** Despite great emphasis placed on developing a strong internal culture, turnover is high, in line with typical tech industry patterns (Dholakia, 2018).

3.
**Discontent with HR Services**: Increased dissatisfaction with HR communication and support services reflects the need for more powerful, more responsive, and employee-centric HR practices.

**_Opportunities_**

1.
**Deployment of Modern Performance Systems:** Using an open, measurable, and equitable performance management system can eliminate internal problems, foster retention, and align staff goals with corporate objectives.

2.
**Leadership Growth Programs:** Leadership growth is not only able to overcome resistance to change but also create champions of organizational change, promoting acceptance for new endeavors.

3.
**HR Technology Deployment:** Use online HR platforms for monitoring performance, career growth, and employee sentiment to enhance transparency and participation and offer a current HR experience.

**_Threats_**

1.
**Resistance to Change:** The implementation of new systems, particularly performance management, may be faced with internal resistance from leaders and staff, jeopardizing the success of organizational reforms.

2.
**Sustained Talent Market Competition:** The competitive labor market in the tech industry requires Twilio SendGrid to consistently improve its employer value proposition in order to retain and acquire high-quality talent.

3.
**Sophisticated Compliance Requirements:** Evolving labor legislation like data privacy laws and workplace regulation requires Twilio SendGrid's HR operations to be dynamic and knowledgeable in order to avoid regulatory problems.

**Part 2: Comprehensive Statements**

**_Organizational Mission Statement_**

**Current**: “We deliver customer communication that drives engagement and growth.”

**New**: “By 2028, Twilio SendGrid will empower businesses globally to send secure, scalable, and innovative email communications, fueling business growth and customer engagement with trusted, expert-backed cloud solutions.”

**Rationale:** The new mission statement is specific (business empowerment and email communications), measurable (security and global scalability), achievable (by existing technology and expertise), relevant (to business goals), and time-bound (by 2028). It takes advantage of Twilio SendGrid's strength of cloud-based scalability and specialist services (Twilio SendGrid, 2019).

**_Organizational Vision Statement_**

**Current**: “To be the world’s most trusted customer communication platform.”

**New**: Twilio SendGrid will be the customer communication leader in the world by 2030, known for its innovative, trusted, and customized email solutions that generate unparalleled engagement globally.

**Rationale:** The new vision statement is motivational, time-framed (2030), measurable (verifiable through global leadership award), and centered on innovation and trust, core attributes emphasized during acquisition and growth (Dholakia, 2018; Twilio Inc., 2018).

**_HR Mission Statement_**

**New**: “By 2027, Twilio SendGrid HR will create an open, inclusive, and high-performing culture in which employees are empowered by fair evaluation, continuous development, and opportunities linked to company success.”

Rationale: This mission statement is reactive to dissatisfaction and turnover, specific (transparent, inclusive atmosphere), measurable (equitable evaluations and development), achievable (with the use of Twilio's HR services), relevant (targeted HR goals), and time-framed (2027).

**_HR Vision Statement_**

**New**: “Twilio SendGrid's HR will, by 2029, set the standard for HR excellence within the tech industry, fostering a work culture environment where every employee thrives, is appreciated, and assists in contributing to success globally through collaborative and inventive ways.”

**Rationale:** This vision is concise, inspiring, employee success and experience-focused, and sets a clear deadline (2029). It addresses employee retention deficiency and dissatisfaction and aims to make Twilio SendGrid an HR leader (Twilio SendGrid, 2019).

**Part 3: Organizational Support**

Organizational support for the new performance management system can be increased by integrating it into Twilio SendGrid's overall strategic goals. Leaders can promote the system openly by participating in training programs, constantly communicating its worth, and obtaining employee participation in determining its deployment to ensure transparency and inclusivity (Twilio SendGrid, 2019).

In the context of acknowledged leadership uncertainty, proactive involvement efforts such as leadership initiatives can ease anxiety and demonstrate institutional commitment (Twilio Inc., 2018). Regular reporting of advancements, feedback, and identification of early success will be imperative in maintaining momentum. System metrics to be realigned with new vision and mission statements will ensure integrity throughout all phases, reinforce cultural change, and solidify Twilio SendGrid's position as a forward-thinking tech employer and trustworthy communications platform.

References

Dholakia, S. (2018, October 15).
_Twilio signs definitive agreement to acquire SendGrid, creating one best-in-class platform for customer communications_. Twilio.
[https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid](https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid)

Twilio Inc. (2018, October 15).
_Twilio to acquire SendGrid, the leading email API platform_. Twilio.
[https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm](https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm)

Twilio SendGrid. (2019, April 2).
_Twilio SendGrid introduces new expert service offerings for developers and marketers_. Twilio.
[https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers](https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers)

**IMG_0011.png**

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**IMG_0013.png**

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**## CaseStudyScenario.docx**

**Case Study Scenario**

SendGrid was founded in 2009 by three entrepreneurs through the famous TechStars accelerator program. It provides a cloud-based service for businesses to send marketing and transactional emails to their subscribers. The platform handles the backend processes involved in sending emails (for example, ISP monitoring and domain keys), while users interact with the easy parts.

In 2012, three years after its founding, SendGrid announced that it was working with 60,000 businesses and had sent over 45 billion emails. By 2017, the company was processing over 30 billion emails per month.

By 2019, Twilio, a well-known cloud communication firm, paid $2 billion to acquire SendGrid, and the company was renamed Twilio SendGrid, a wholly owned subsidiary of Twilio. However, ever since Twilio acquired SendGrid, there has been an increase in complaints about slow response times and inadequate support from users.

**## TwilioSendGridSWOTAnalysis.docx**

2

**Twilio SendGrid SWOT Analysis**

Student’s Name

Institutional Affiliation

Course Code & Title

Instructor’s Name

Date

**Twilio SendGrid SWOT Analysis**

**Part 1: SWOT Analyses**

**_Organizational SWOT Analysis_**

**_Strengths_**

1.
**Strong Market Position and Brand Recognition:** Twilio SendGrid, as a Twilio company, benefits from the established brand image of its parent company as a leader in cloud communications. The acquisition had brought together two giants in the industry, both of which offer developers scalable solutions (Twilio Inc., 2018). SendGrid's reach, offering email services to over 74,000 customers worldwide and facilitating over 600 billion interactions annually, is indicative of strong market presence (Dholakia, 2018).

2.
**Scalable Cloud-Based Technology:** SendGrid created the world's inaugural cloud-based email delivery platform, offering hassle-free scalability that comfortably manages sizable batches of emails (Dholakia, 2018). The robust backend capabilities of the platform, including advanced deliverability and ISP tracking, render it a reliable system for businesses of any magnitude.

3.
**Acquisition by Twilio:** The $2 billion all-stock purchase in 2019 allowed SendGrid to merge Twilio's broader communications expertise in voice, messaging, and video with its own email proficiency, providing enhanced technological backing and financial resilience (Twilio Inc., 2018).

**_Weaknesses_**

1.
**Customer Support Issues:** Despite the growth, issues in customer support have been noticed. Customers facing advanced communication systems are likely to require high-touch support, and Twilio SendGrid's resources have at times been overpowered through rapid scaling, indicating a need for enhanced service offerings (Twilio SendGrid, 2019).

2.
**Employee Retention Issues:** The broader technology industry and explosive internal growth have contributed to employee retention issues. Maintaining organizational culture and worker engagement amidst explosive growth remains a chronic challenge (Dholakia, 2018).

3.
**Leadership Flexibility:** Inasmuch as Twilio and SendGrid leadership teams share a common vision, adapting to internal new systems, especially performance management software or organizational restructuring after acquisition, is usually greeted with suspicion and slows internal improvements (Twilio Inc., 2018).

**_Opportunities_**

1.
**New Market Expansion:** The union of Twilio and SendGrid creates opportunities for new market expansion. Twilio's global presence and SendGrid's business credibility offer avenues to expand communications services across emerging markets and industries (Twilio Inc., 2018).

2.
**Enhanced Customer Service Options:** Twilio SendGrid's Expert Services introduced in 2019 provides custom consultations, health checks, and optimization for email programs such that customers are able to achieve up to 97% deliverability rates as compared to 85% (the industry standard) (Twilio SendGrid, 2019).

3.
**HR Innovations for Retention:** Novel HR approaches, particularly transparent and data-led performance management systems, hold promise to reduce turnover, enhance satisfaction, and gain access to high-end technology talent.

**_Threats_**

1.
**Intense Competition:** The email services market is subject to strong competition from companies such as Mailchimp and Amazon Simple Email Service (SES). Competitive forces might undermine Twilio SendGrid's market position if product development stagnates (Dholakia, 2018).

2.
**Technological Advancements:** Technological changes at a rapid pace call for continuous innovation. Twilio SendGrid would be left behind if it cannot keep up with emerging communication trends outside the use of traditional email.

3.
**Economic Fluctuations:** Global economic instability may affect marketing budgets, which might lead to lower demand for communication and email marketing services.

**_HR SWOT Analysis_**

**_Strengths_**

1.
**Availability of Extensive HR Infrastructure:** Twilio SendGrid, post-acquisition, has Twilio's end-to-end HR infrastructure in the form of recruitment best practices, training modules, and leadership development programs (Twilio Inc., 2018).

2.
**Technologically Advanced Employee Pool:** A technologically advanced employee pool with expertise in cloud-based technologies provides a sound foundation for innovation in the future and facilitates easy integration of digital HR tools.

3.
**Employee Feedback Programs:** Twilio SendGrid conducts regular employee engagement surveys to gather feedback, demonstrating commitment to addressing workers' issues and informing HR policy (Twilio SendGrid, 2019).

**_Weaknesses_**

1.
**Opacity in Performance Reviews**: Employee surveys indicate that employees are unhappy with the transparency and fairness of performance appraisals, highlighting a lack of HR process that can affect morale and retention.

2.
**High Turnover Rates:** Despite great emphasis placed on developing a strong internal culture, turnover is high, in line with typical tech industry patterns (Dholakia, 2018).

3.
**Discontent with HR Services**: Increased dissatisfaction with HR communication and support services reflects the need for more powerful, more responsive, and employee-centric HR practices.

**_Opportunities_**

1.
**Deployment of Modern Performance Systems:** Using an open, measurable, and equitable performance management system can eliminate internal problems, foster retention, and align staff goals with corporate objectives.

2.
**Leadership Growth Programs:** Leadership growth is not only able to overcome resistance to change but also create champions of organizational change, promoting acceptance for new endeavors.

3.
**HR Technology Deployment:** Use online HR platforms for monitoring performance, career growth, and employee sentiment to enhance transparency and participation and offer a current HR experience.

**_Threats_**

1.
**Resistance to Change:** The implementation of new systems, particularly performance management, may be faced with internal resistance from leaders and staff, jeopardizing the success of organizational reforms.

2.
**Sustained Talent Market Competition:** The competitive labor market in the tech industry requires Twilio SendGrid to consistently improve its employer value proposition in order to retain and acquire high-quality talent.

3.
**Sophisticated Compliance Requirements:** Evolving labor legislation like data privacy laws and workplace regulation requires Twilio SendGrid's HR operations to be dynamic and knowledgeable in order to avoid regulatory problems.

**Part 2: Comprehensive Statements**

**_Organizational Mission Statement_**

**Current**: “We deliver customer communication that drives engagement and growth.”

**New**: “By 2028, Twilio SendGrid will empower businesses globally to send secure, scalable, and innovative email communications, fueling business growth and customer engagement with trusted, expert-backed cloud solutions.”

**Rationale:** The new mission statement is specific (business empowerment and email communications), measurable (security and global scalability), achievable (by existing technology and expertise), relevant (to business goals), and time-bound (by 2028). It takes advantage of Twilio SendGrid's strength of cloud-based scalability and specialist services (Twilio SendGrid, 2019).

**_Organizational Vision Statement_**

**Current**: “To be the world’s most trusted customer communication platform.”

**New**: Twilio SendGrid will be the customer communication leader in the world by 2030, known for its innovative, trusted, and customized email solutions that generate unparalleled engagement globally.

**Rationale:** The new vision statement is motivational, time-framed (2030), measurable (verifiable through global leadership award), and centered on innovation and trust, core attributes emphasized during acquisition and growth (Dholakia, 2018; Twilio Inc., 2018).

**_HR Mission Statement_**

**New**: “By 2027, Twilio SendGrid HR will create an open, inclusive, and high-performing culture in which employees are empowered by fair evaluation, continuous development, and opportunities linked to company success.”

Rationale: This mission statement is reactive to dissatisfaction and turnover, specific (transparent, inclusive atmosphere), measurable (equitable evaluations and development), achievable (with the use of Twilio's HR services), relevant (targeted HR goals), and time-framed (2027).

**_HR Vision Statement_**

**New**: “Twilio SendGrid's HR will, by 2029, set the standard for HR excellence within the tech industry, fostering a work culture environment where every employee thrives, is appreciated, and assists in contributing to success globally through collaborative and inventive ways.”

**Rationale:** This vision is concise, inspiring, employee success and experience-focused, and sets a clear deadline (2029). It addresses employee retention deficiency and dissatisfaction and aims to make Twilio SendGrid an HR leader (Twilio SendGrid, 2019).

**Part 3: Organizational Support**

Organizational support for the new performance management system can be increased by integrating it into Twilio SendGrid's overall strategic goals. Leaders can promote the system openly by participating in training programs, constantly communicating its worth, and obtaining employee participation in determining its deployment to ensure transparency and inclusivity (Twilio SendGrid, 2019).

In the context of acknowledged leadership uncertainty, proactive involvement efforts such as leadership initiatives can ease anxiety and demonstrate institutional commitment (Twilio Inc., 2018). Regular reporting of advancements, feedback, and identification of early success will be imperative in maintaining momentum. System metrics to be realigned with new vision and mission statements will ensure integrity throughout all phases, reinforce cultural change, and solidify Twilio SendGrid's position as a forward-thinking tech employer and trustworthy communications platform.

References

Dholakia, S. (2018, October 15).
_Twilio signs definitive agreement to acquire SendGrid, creating one best-in-class platform for customer communications_. Twilio.
[https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid](https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid)

Twilio Inc. (2018, October 15).
_Twilio to acquire SendGrid, the leading email API platform_. Twilio.
[https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm](https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm)

Twilio SendGrid. (2019, April 2).
_Twilio SendGrid introduces new expert service offerings for developers and marketers_. Twilio.
[https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers](https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers)

**IMG_0011.png**

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**IMG_0014.png**

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**IMG_0012.png**

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**IMG_0013.png**

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**## CaseStudyScenario.docx**

**Case Study Scenario**

SendGrid was founded in 2009 by three entrepreneurs through the famous TechStars accelerator program. It provides a cloud-based service for businesses to send marketing and transactional emails to their subscribers. The platform handles the backend processes involved in sending emails (for example, ISP monitoring and domain keys), while users interact with the easy parts.

In 2012, three years after its founding, SendGrid announced that it was working with 60,000 businesses and had sent over 45 billion emails. By 2017, the company was processing over 30 billion emails per month.

By 2019, Twilio, a well-known cloud communication firm, paid $2 billion to acquire SendGrid, and the company was renamed Twilio SendGrid, a wholly owned subsidiary of Twilio. However, ever since Twilio acquired SendGrid, there has been an increase in complaints about slow response times and inadequate support from users.

**## TwilioSendGridSWOTAnalysis.docx**

2

**Twilio SendGrid SWOT Analysis**

Student’s Name

Institutional Affiliation

Course Code & Title

Instructor’s Name

Date

**Twilio SendGrid SWOT Analysis**

**Part 1: SWOT Analyses**

**_Organizational SWOT Analysis_**

**_Strengths_**

1.
**Strong Market Position and Brand Recognition:** Twilio SendGrid, as a Twilio company, benefits from the established brand image of its parent company as a leader in cloud communications. The acquisition had brought together two giants in the industry, both of which offer developers scalable solutions (Twilio Inc., 2018). SendGrid's reach, offering email services to over 74,000 customers worldwide and facilitating over 600 billion interactions annually, is indicative of strong market presence (Dholakia, 2018).

2.
**Scalable Cloud-Based Technology:** SendGrid created the world's inaugural cloud-based email delivery platform, offering hassle-free scalability that comfortably manages sizable batches of emails (Dholakia, 2018). The robust backend capabilities of the platform, including advanced deliverability and ISP tracking, render it a reliable system for businesses of any magnitude.

3.
**Acquisition by Twilio:** The $2 billion all-stock purchase in 2019 allowed SendGrid to merge Twilio's broader communications expertise in voice, messaging, and video with its own email proficiency, providing enhanced technological backing and financial resilience (Twilio Inc., 2018).

**_Weaknesses_**

1.
**Customer Support Issues:** Despite the growth, issues in customer support have been noticed. Customers facing advanced communication systems are likely to require high-touch support, and Twilio SendGrid's resources have at times been overpowered through rapid scaling, indicating a need for enhanced service offerings (Twilio SendGrid, 2019).

2.
**Employee Retention Issues:** The broader technology industry and explosive internal growth have contributed to employee retention issues. Maintaining organizational culture and worker engagement amidst explosive growth remains a chronic challenge (Dholakia, 2018).

3.
**Leadership Flexibility:** Inasmuch as Twilio and SendGrid leadership teams share a common vision, adapting to internal new systems, especially performance management software or organizational restructuring after acquisition, is usually greeted with suspicion and slows internal improvements (Twilio Inc., 2018).

**_Opportunities_**

1.
**New Market Expansion:** The union of Twilio and SendGrid creates opportunities for new market expansion. Twilio's global presence and SendGrid's business credibility offer avenues to expand communications services across emerging markets and industries (Twilio Inc., 2018).

2.
**Enhanced Customer Service Options:** Twilio SendGrid's Expert Services introduced in 2019 provides custom consultations, health checks, and optimization for email programs such that customers are able to achieve up to 97% deliverability rates as compared to 85% (the industry standard) (Twilio SendGrid, 2019).

3.
**HR Innovations for Retention:** Novel HR approaches, particularly transparent and data-led performance management systems, hold promise to reduce turnover, enhance satisfaction, and gain access to high-end technology talent.

**_Threats_**

1.
**Intense Competition:** The email services market is subject to strong competition from companies such as Mailchimp and Amazon Simple Email Service (SES). Competitive forces might undermine Twilio SendGrid's market position if product development stagnates (Dholakia, 2018).

2.
**Technological Advancements:** Technological changes at a rapid pace call for continuous innovation. Twilio SendGrid would be left behind if it cannot keep up with emerging communication trends outside the use of traditional email.

3.
**Economic Fluctuations:** Global economic instability may affect marketing budgets, which might lead to lower demand for communication and email marketing services.

**_HR SWOT Analysis_**

**_Strengths_**

1.
**Availability of Extensive HR Infrastructure:** Twilio SendGrid, post-acquisition, has Twilio's end-to-end HR infrastructure in the form of recruitment best practices, training modules, and leadership development programs (Twilio Inc., 2018).

2.
**Technologically Advanced Employee Pool:** A technologically advanced employee pool with expertise in cloud-based technologies provides a sound foundation for innovation in the future and facilitates easy integration of digital HR tools.

3.
**Employee Feedback Programs:** Twilio SendGrid conducts regular employee engagement surveys to gather feedback, demonstrating commitment to addressing workers' issues and informing HR policy (Twilio SendGrid, 2019).

**_Weaknesses_**

1.
**Opacity in Performance Reviews**: Employee surveys indicate that employees are unhappy with the transparency and fairness of performance appraisals, highlighting a lack of HR process that can affect morale and retention.

2.
**High Turnover Rates:** Despite great emphasis placed on developing a strong internal culture, turnover is high, in line with typical tech industry patterns (Dholakia, 2018).

3.
**Discontent with HR Services**: Increased dissatisfaction with HR communication and support services reflects the need for more powerful, more responsive, and employee-centric HR practices.

**_Opportunities_**

1.
**Deployment of Modern Performance Systems:** Using an open, measurable, and equitable performance management system can eliminate internal problems, foster retention, and align staff goals with corporate objectives.

2.
**Leadership Growth Programs:** Leadership growth is not only able to overcome resistance to change but also create champions of organizational change, promoting acceptance for new endeavors.

3.
**HR Technology Deployment:** Use online HR platforms for monitoring performance, career growth, and employee sentiment to enhance transparency and participation and offer a current HR experience.

**_Threats_**

1.
**Resistance to Change:** The implementation of new systems, particularly performance management, may be faced with internal resistance from leaders and staff, jeopardizing the success of organizational reforms.

2.
**Sustained Talent Market Competition:** The competitive labor market in the tech industry requires Twilio SendGrid to consistently improve its employer value proposition in order to retain and acquire high-quality talent.

3.
**Sophisticated Compliance Requirements:** Evolving labor legislation like data privacy laws and workplace regulation requires Twilio SendGrid's HR operations to be dynamic and knowledgeable in order to avoid regulatory problems.

**Part 2: Comprehensive Statements**

**_Organizational Mission Statement_**

**Current**: “We deliver customer communication that drives engagement and growth.”

**New**: “By 2028, Twilio SendGrid will empower businesses globally to send secure, scalable, and innovative email communications, fueling business growth and customer engagement with trusted, expert-backed cloud solutions.”

**Rationale:** The new mission statement is specific (business empowerment and email communications), measurable (security and global scalability), achievable (by existing technology and expertise), relevant (to business goals), and time-bound (by 2028). It takes advantage of Twilio SendGrid's strength of cloud-based scalability and specialist services (Twilio SendGrid, 2019).

**_Organizational Vision Statement_**

**Current**: “To be the world’s most trusted customer communication platform.”

**New**: Twilio SendGrid will be the customer communication leader in the world by 2030, known for its innovative, trusted, and customized email solutions that generate unparalleled engagement globally.

**Rationale:** The new vision statement is motivational, time-framed (2030), measurable (verifiable through global leadership award), and centered on innovation and trust, core attributes emphasized during acquisition and growth (Dholakia, 2018; Twilio Inc., 2018).

**_HR Mission Statement_**

**New**: “By 2027, Twilio SendGrid HR will create an open, inclusive, and high-performing culture in which employees are empowered by fair evaluation, continuous development, and opportunities linked to company success.”

Rationale: This mission statement is reactive to dissatisfaction and turnover, specific (transparent, inclusive atmosphere), measurable (equitable evaluations and development), achievable (with the use of Twilio's HR services), relevant (targeted HR goals), and time-framed (2027).

**_HR Vision Statement_**

**New**: “Twilio SendGrid's HR will, by 2029, set the standard for HR excellence within the tech industry, fostering a work culture environment where every employee thrives, is appreciated, and assists in contributing to success globally through collaborative and inventive ways.”

**Rationale:** This vision is concise, inspiring, employee success and experience-focused, and sets a clear deadline (2029). It addresses employee retention deficiency and dissatisfaction and aims to make Twilio SendGrid an HR leader (Twilio SendGrid, 2019).

**Part 3: Organizational Support**

Organizational support for the new performance management system can be increased by integrating it into Twilio SendGrid's overall strategic goals. Leaders can promote the system openly by participating in training programs, constantly communicating its worth, and obtaining employee participation in determining its deployment to ensure transparency and inclusivity (Twilio SendGrid, 2019).

In the context of acknowledged leadership uncertainty, proactive involvement efforts such as leadership initiatives can ease anxiety and demonstrate institutional commitment (Twilio Inc., 2018). Regular reporting of advancements, feedback, and identification of early success will be imperative in maintaining momentum. System metrics to be realigned with new vision and mission statements will ensure integrity throughout all phases, reinforce cultural change, and solidify Twilio SendGrid's position as a forward-thinking tech employer and trustworthy communications platform.

References

Dholakia, S. (2018, October 15).
_Twilio signs definitive agreement to acquire SendGrid, creating one best-in-class platform for customer communications_. Twilio.
[https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid](https://sendgrid.com/en-us/blog/twilio-aquires-sendgrid)

Twilio Inc. (2018, October 15).
_Twilio to acquire SendGrid, the leading email API platform_. Twilio.
[https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm](https://www.sec.gov/Archives/edgar/data/1447669/000110465918062222/a18-36722_1ex99d1.htm)

Twilio SendGrid. (2019, April 2).
_Twilio SendGrid introduces new expert service offerings for developers and marketers_. Twilio.
[https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers](https://www.twilio.com/en-us/press/releases/twilio-sendgrid-introduces-new-expert-service-offerings-developers-and-marketers)

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November 5, 2026
[Solved] 2 Pagee Papper

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Executive Solution Overview

-Esays must be a minimum of 2 pages and no more than 3 in length. This does not include the APA format title and reference page. -You must provide a minimum of one reference for the reference page. **Should include** TITLE PAGE MAIN BODY = 2 PAGES REFERENCES – [\ \ ALCWriting_Assignment1Essay…

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Assignment Prompt & Instructions

-Esays must be a minimum of 2 pages and no more than 3 in length. This does not include the APA format title and reference page.

-You must provide a minimum of one reference for the reference page.

**Should include**

TITLE PAGE

MAIN BODY = 2 PAGES

REFERENCES

– [\
\
ALCWriting_Assignment1Essay.docx](https://www.sweetstudy.com/files/alcwriting-assignment1essay-docx "ALCWriting_Assignment1Essay.docx")

– a year ago

November 5, 2026
[Solved] Week 6 Discussion – Monitoring Employees

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Executive Solution Overview

## Week 6 Discussion – Monitoring Employees The following BBC Click video may help you respond to the discussion question: – [Is Your Boss Monitoring Your Work? [Video]Links to an external site.](https://youtu.be/x74nCggPvzg) (5 mins, 53 secs) Please respond to the following in your discussion pos…

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Assignment Prompt & Instructions

## Week 6 Discussion – Monitoring Employees

The following BBC Click video may help you respond to the discussion question:

– [Is Your Boss Monitoring Your Work? [Video]Links to an external site.](https://youtu.be/x74nCggPvzg) (5 mins, 53 secs)

Please respond to the following in your discussion post:

– What is your reaction to employee performance monitoring? In your response, consider why the practice exists and if it is justified. What are some of the advantages? What are some of the disadvantages?

– a year ago

November 5, 2026
[Solved] Week 6 Discussion – Knowledge Management Systems

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Executive Solution Overview

## Week 6 Discussion – Knowledge Management Systems ## **Post a Response** Both formal and informal knowledge management systems can emerge within an organization; each system type has unique traits and may emerge from several sources including organizational priorities or culture-respectively. Plea…

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Assignment Prompt & Instructions

## Week 6 Discussion – Knowledge Management Systems

## **Post a Response**

Both formal and informal knowledge management systems can emerge within an organization; each system type has unique traits and may emerge from several sources including organizational priorities or culture-respectively. Please respond to the following:

1. Identify the differences between formal and informal knowledge management systems.
2. Discuss at least three critical success factors for establishing an effective knowledge management system and select the one factor you believe is most important.
3. Four steps are evident in establishing a formal knowledge management system, which step do you believe is most closely connected with HR functions?
4. Be sure to respond to at least one of your classmates' posts.

**SHRM-CP Learning System Source Path:** **MY Study Plan** (Card) Organizations//Workforce Management//Knowledge Management// Establishing a Formal Knowledge Management System and Critical Success Factors.

– a year ago

November 5, 2026
[Solved] Week 5 Discussion – Methods for Compensating Employees

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## Week 5 Discussion – Methods for Compensating Employees Domestic companies use a variety of compensation methods, including several factors associated with pay methods, job types, duties, and performance. Please respond to the following: 1. Describe the differences among the five pay methods liste…

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## Week 5 Discussion – Methods for Compensating Employees

Domestic companies use a variety of compensation methods, including several factors associated with pay methods, job types, duties, and performance. Please respond to the following:

1. Describe the differences among the five pay methods listed; what is the general purpose for each: Base Pay, Pay Adjustments, Differential Pay, Incentive Pay, Special Pay Situations.
1. Select three of the pay types and provide a short scenario that describes how to use each of them appropriately.
2. Reflect on your current or past employment. Was the pay structure appropriate or would you suggest a change?
1. What change would you recommend and why?
2. If no change is suggested, discuss the factors you might consider, to affirm the current pay method.
3. Be sure to respond to at least one of your classmates' posts.

**SHRM-CP Learning System Source Path:** **My Study Plan** (Card) People//Total Rewards//Compensations Systems//Methods for Compensating Employees.

– a year ago

November 5, 2026
[Solved] Week 5 Discussion – Measuring Results

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https://youtu.be/skvDuGk_7gs?si=9T1z3GnEC2UIrg60 ## Week 5 Discussion – Measuring Results The following video may help you answer this week's discussion question. – [How to Spend Lots of Money Demotivating Your Employees [Video]Links to an external site.](https://www.youtube.com/watch?v=skvDuGk_7…

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https://youtu.be/skvDuGk_7gs?si=9T1z3GnEC2UIrg60

## Week 5 Discussion – Measuring Results

The following video may help you answer this week's discussion question.

– [How to Spend Lots of Money Demotivating Your Employees [Video]Links to an external site.](https://www.youtube.com/watch?v=skvDuGk_7gs). (4 mins, 54 secs)

Respond to the following in your discussion post:

– Does forced distribution motivate or demotivate employees? Why? How have forced distributions evolved over the years?

Be sure to respond to at least one of your classmate's posts.

**Reply**

– a year ago

November 5, 2026
[Solved] human resources

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For this Discussion Board, please complete the following in 200-250 words A _job analysis_ is the process that human resources uses to collect data about a specific job. It helps them understand what each job actually entails. The job analysis is an important process and key tool that aids organizat…

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For this Discussion Board, please complete the following in 200-250 words

A _job analysis_ is the process that human resources uses to collect data about a specific job. It helps them understand what each job actually entails. The job analysis is an important process and key tool that aids organizations and human resource departments in defining roles and responsibilities, recruiting, training, compensation, and defining expectations of each position. By understanding the requirements and skills needed for a job, employers can make informed decisions, improve job satisfaction, and make sure that employees are set up for success.

Watch the following video that discusses the job analysis and its importance: [Job Analysis](https://www.youtube.com/watch?v=QnQ1KkJZhmM).

Then, discuss the following with your fellow classmates:

– Why is job analysis necessary for an organization?
– What sources of information do you feel are most important to consider when collecting data for a job analysis

– a year ago

November 5, 2026
[Solved] Compensation and Benefits

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In-depth study guidance and analytical solution covering Compensation and Benefits.

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Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

November 5, 2026