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I need your help – a year ago **files (5)** – ## JWI_521_List_of_Professional_Competencies1.pdf – ## USA.docx – ## Field_AreaManagerOpsManagerHROM_2025.pdf – Week4AssignmentRecruiting.jpeg – JWI_521_Assignment_1_12461.pdf **## JWI_521_List_of_Professional_Competencies1.pdf** JWI 521:…

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– a year ago

**files (5)**

– ## JWI_521_List_of_Professional_Competencies1.pdf

– ## USA.docx

– ## Field_AreaManagerOpsManagerHROM_2025.pdf

– Week4AssignmentRecruiting.jpeg
– JWI_521_Assignment_1_12461.pdf

**## JWI_521_List_of_Professional_Competencies1.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
List of Professional Competencies

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – List of Professional Competencies (1236) Page 1 of 1

COMPETENCIES

INTELLECTUAL

Intelligence

Analysis Skills

Conceptual Ability

Strategic Skills

PERSONAL

Integrity

Organization/Planning

Self-Awareness

Adaptability

INTERPERSONAL

Listening

Team Player

Communications — Oral

Communications — Written

MANAGEMENT

Selecting A Players

Coaching

Empowerment

Accountability

COMPETENCIES

LEADERSHIP

Vision

Change Leadership

Conflict Management

MOTIVATIONAL

Energy

Passion

Tenacity

**## USA.docx**

**(USA) Area Manager Sam’s Club Job Description:**

· Implement the business plan for assigned areas of responsibility by communicating goals and managing staffing and scheduling assigning duties and coordinating workloads to achieve facility goals.

· Identifies associate customer and supplier concerns by listening and consulting with others when needed to determine corrective action to take or make recommendations to resolve concerns.

· Monitors and managing productivity of assigned areas of responsibility by preparing, reviewing, and analyzing business reports.

· Maintains quality and safety standards in the assigned area of responsibility by ensuring associates are trained in logistics and company policies standards and procedures monitoring associate compliance with logistics and company policies standards and procedures distributing and maintaining procedures and supporting documentation.

· Supervises and develops associates and leaders in assigned areas of responsibility by assigning duties and coordinating workloads, monitoring performance, and providing feedback identifying training and development needs and participating in the hiring promotion coaching teaching and evaluation of associates and leaders.

· Manages the maintenance and installation of systems hardware and software by overseeing the installation of new replacement or additional systems ensuring that the necessary repairs are completed on existing systems and tracking inventory and ordering system components as needed.

· Manages the troubleshooting of systems applications by working on systems problem resolution with Information Systems Division and vendors and supporting the continuing development of current and future systems applications.

· Demonstrates UpToDate expertise and applies this to the development execution and improvement of action plans by providing expert advice and guidance to others in the application of information and best practices supporting and aligning efforts to meet customer and business needs and building commitment for perspectives and rationales.

· Provides and supports the implementation of business solutions by building relationships and partnerships with key stakeholders identifying business needs determining and carrying out necessary processes and practices monitoring progress and results recognizing and capitalizing on improvement opportunities and adapting to competing demands, organizational changes and new responsibilities.

· Models’ compliance with company policies and procedures and supports company mission values and standards of ethics and integrity by incorporating these into the development and implementation of business plans using the Open Door Policy and demonstrating and assisting others with how to apply these in executing business processes and practices.

· Respect for the Individual Builds high performing teams embraces differences in people cultures ideas and experiences creates a workplace where associates feel seen supported and connected through a culture of belonging creates opportunities for all associates to thrive and performx000B.

· Respect the Individual Works collaboratively builds strong and trusting relationships communicates with impact energy and positivity to motivate and influencex000B.

· Respect the Individual Attracts and retain the best talent empowers and develop talent and recognize other contributions and accomplishments.

· Act with Integrity Maintains and promotes the highest standards of integrity ethics and compliance models the Walmart values to support and foster our culture holds oneself and others accountable supports Walmart’s goal of becoming a regenerative company by making a positive impact for associates customers members and the world around us creating a sense of belonging eliminating waste participating in local giving.

· Act with Integrity Acts in a selfless manner and is consistently humble self-aware honest fair and transparent.

· Serve Our Customers and Members Delivers results while taking the customer first into consideration and adapts to where and when customers shop and apply the EDLP and EDLC business models to all plans.

· Serve Our Customers and Members Makes decisions based on data insights and analysis balances short- and long-term priorities and considers our customers’ fellow associates shareholders suppliers business partners and communities when making plans.

· Strive for Excellence Displays curiosity and a desire to learn takes calculated risks demonstrates courage and resilience and encourages learning from mistakes.

· Strive for Excellence Drives continuous improvements adopts and encourages the use of new technologies and skills and supports others through change.

At Sam's Club, we offer competitive pay as well as performance-based bonus awards and other great benefits for a happier mind, body, and wallet!

**## Field_AreaManagerOpsManagerHROM_2025.pdf**

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 1 of 4

Leadership Expectations Interview Guide:

Area Manager, Ops Manager & HROM

Date:

Interviewer:

Role

Candidate:

Quick Tips

• Be specific and focus on observed behaviors (not your perceptions).
• Use the provided probing questions to gather additional information, where appropriate.
• Do NOT take notes at any time during the interview.

Leadership Expectations Rating Scale

Highly
Ineffective

Described performance that was clearly below the requirements of the
job

Mostly
Ineffective

Described performance that required improvement or did not fully meet
the requirements of the job.

Effective Described performance that fully met the requirements of the job.

Mostly
Effective

Described performance that exceeded some job requirements but did not
fully meet the standards of excellence.

Highly
Effective

Described performance that set the standard of excellence and exceeded
the requirements of the job.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 2 of 4

Strive for Excellence

Question: Tell me about a time when you had to quickly adapt to changing priorities.
Suggested Probes
• What was the situation?
• How did you adapt to deal with the situation?
• What was the outcome?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Prefers to stick to the original plan if at all

possible.
• Can become overwhelmed when dealing with

difficult situations.
• Avoids difficult problems

• Does not get overwhelmed when dealing with
difficult situations.

• Takes on difficult challenges
• Persists in the face of adversity

Service to the Customer

Question: Tell me about a time when you identified inefficacies within a process you
needed to follow.
Suggested Probes
• What was the process?
• How did you identify the improvement?
• What were the results of your efforts?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Relies more on gut instinct to make decisions

and does not leverage data and analytics.
• Unable to balance short- and long-term

priorities.
• Fails to consider other parties such as

customers, fellow associates, suppliers,
business partners or communities when making
plans.

• Makes decisions based on data, insights, and
analysis

• Demonstrates the ability to balance short- and
long-term priorities

• Considers customers, fellow associates,
shareholders, suppliers, business partners, and
communities when making plans.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 3 of 4

Respect for the Individual
Question: Describe a recent project where collaboration was essential for success.
Suggested Probes
• What was the project?
• How did you identify who to include?
• How did it turn out?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Unable to effectively communicate

information to others.
• Fails to influence others by listening or provide

feedback.
• Fails to modify their communication based on

audience.

• Effectively communicates information to
others

• Influences others by listening and providing
meaningful feedback

• Capable of influencing across all levels,
associates, peers, leadership, etc.

• Modifies approach based on audience

Service to the Customer
Question: Tell me about a time when you provided feedback and assistance to another
person about substandard performance?
Suggested Probes
• What was the situation?
• How did you provide feedback and assistance?
• How did this individual respond to your feedback and assistance?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate humility, self-awareness,

honesty, and/or transparency.
• Fails to demonstrate an awareness of how own

behaviors, actions, or words affect others and
does not adjust accordingly.

• Does not have an awareness of own strengths
and development opportunities.

• Does not seek feedback or engages in self-
reflection.

• Demonstrates humility, self-awareness,
honesty, and transparency.

• Demonstrates an awareness of how own
behaviors, actions, or words affect others and
adjusts accordingly.

• Demonstrates a keen awareness of own
strengths and development opportunities.

• Seeks feedback and engages in self-reflection.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 4 of 4

Talent Management
Question: Tell me about a time you needed to handle a performance issue with one of
your direct reports.
Suggested Probes
• What was the situation?
• What did you do?
• How did this individual response to your approach?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate authentic, visible

commitment to diversity.
• Fails to promote diversity of ideas and

perspectives.
• Fails to encourage objectivity, open

communication, and respect.
• Fails to foster an environment that allows

everyone to bring their best selves to work.
• Does not recognize others’ contributions and

accomplishments.

• Promotes diversity of ideas and perspectives.
• Encourages objectivity, open communication,

and respect.
• Fosters an environment allowing everyone to

bring their best selves to work.
• Recognizes others’ contributions and

accomplishments.
• Consistently listens to others and acts on their

concerns.

Make an Overall Recommendation

Overall Recommendation Rating

Strongly
Recommend

(SR)

Candidate’s interview responses demonstrated an exceptional
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

Recommend
(R)

Candidate’s interview responses demonstrated sufficient proficiency
in the competencies necessary to fulfill job responsibilities required
upon entry.

Do Not
Recommend

(DNR)

Candidate’s interview responses demonstrated an insufficient
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

**Week4AssignmentRecruiting.jpeg**

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**JWI_521_Assignment_1_12461.pdf**

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**JWI_521_Assignment_1_12461.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-521-assignment-1-12461-pdf)

**## JWI_521_List_of_Professional_Competencies1.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
List of Professional Competencies

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – List of Professional Competencies (1236) Page 1 of 1

COMPETENCIES

INTELLECTUAL

Intelligence

Analysis Skills

Conceptual Ability

Strategic Skills

PERSONAL

Integrity

Organization/Planning

Self-Awareness

Adaptability

INTERPERSONAL

Listening

Team Player

Communications — Oral

Communications — Written

MANAGEMENT

Selecting A Players

Coaching

Empowerment

Accountability

COMPETENCIES

LEADERSHIP

Vision

Change Leadership

Conflict Management

MOTIVATIONAL

Energy

Passion

Tenacity

**## USA.docx**

**(USA) Area Manager Sam’s Club Job Description:**

· Implement the business plan for assigned areas of responsibility by communicating goals and managing staffing and scheduling assigning duties and coordinating workloads to achieve facility goals.

· Identifies associate customer and supplier concerns by listening and consulting with others when needed to determine corrective action to take or make recommendations to resolve concerns.

· Monitors and managing productivity of assigned areas of responsibility by preparing, reviewing, and analyzing business reports.

· Maintains quality and safety standards in the assigned area of responsibility by ensuring associates are trained in logistics and company policies standards and procedures monitoring associate compliance with logistics and company policies standards and procedures distributing and maintaining procedures and supporting documentation.

· Supervises and develops associates and leaders in assigned areas of responsibility by assigning duties and coordinating workloads, monitoring performance, and providing feedback identifying training and development needs and participating in the hiring promotion coaching teaching and evaluation of associates and leaders.

· Manages the maintenance and installation of systems hardware and software by overseeing the installation of new replacement or additional systems ensuring that the necessary repairs are completed on existing systems and tracking inventory and ordering system components as needed.

· Manages the troubleshooting of systems applications by working on systems problem resolution with Information Systems Division and vendors and supporting the continuing development of current and future systems applications.

· Demonstrates UpToDate expertise and applies this to the development execution and improvement of action plans by providing expert advice and guidance to others in the application of information and best practices supporting and aligning efforts to meet customer and business needs and building commitment for perspectives and rationales.

· Provides and supports the implementation of business solutions by building relationships and partnerships with key stakeholders identifying business needs determining and carrying out necessary processes and practices monitoring progress and results recognizing and capitalizing on improvement opportunities and adapting to competing demands, organizational changes and new responsibilities.

· Models’ compliance with company policies and procedures and supports company mission values and standards of ethics and integrity by incorporating these into the development and implementation of business plans using the Open Door Policy and demonstrating and assisting others with how to apply these in executing business processes and practices.

· Respect for the Individual Builds high performing teams embraces differences in people cultures ideas and experiences creates a workplace where associates feel seen supported and connected through a culture of belonging creates opportunities for all associates to thrive and performx000B.

· Respect the Individual Works collaboratively builds strong and trusting relationships communicates with impact energy and positivity to motivate and influencex000B.

· Respect the Individual Attracts and retain the best talent empowers and develop talent and recognize other contributions and accomplishments.

· Act with Integrity Maintains and promotes the highest standards of integrity ethics and compliance models the Walmart values to support and foster our culture holds oneself and others accountable supports Walmart’s goal of becoming a regenerative company by making a positive impact for associates customers members and the world around us creating a sense of belonging eliminating waste participating in local giving.

· Act with Integrity Acts in a selfless manner and is consistently humble self-aware honest fair and transparent.

· Serve Our Customers and Members Delivers results while taking the customer first into consideration and adapts to where and when customers shop and apply the EDLP and EDLC business models to all plans.

· Serve Our Customers and Members Makes decisions based on data insights and analysis balances short- and long-term priorities and considers our customers’ fellow associates shareholders suppliers business partners and communities when making plans.

· Strive for Excellence Displays curiosity and a desire to learn takes calculated risks demonstrates courage and resilience and encourages learning from mistakes.

· Strive for Excellence Drives continuous improvements adopts and encourages the use of new technologies and skills and supports others through change.

At Sam's Club, we offer competitive pay as well as performance-based bonus awards and other great benefits for a happier mind, body, and wallet!

**## Field_AreaManagerOpsManagerHROM_2025.pdf**

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 1 of 4

Leadership Expectations Interview Guide:

Area Manager, Ops Manager & HROM

Date:

Interviewer:

Role

Candidate:

Quick Tips

• Be specific and focus on observed behaviors (not your perceptions).
• Use the provided probing questions to gather additional information, where appropriate.
• Do NOT take notes at any time during the interview.

Leadership Expectations Rating Scale

Highly
Ineffective

Described performance that was clearly below the requirements of the
job

Mostly
Ineffective

Described performance that required improvement or did not fully meet
the requirements of the job.

Effective Described performance that fully met the requirements of the job.

Mostly
Effective

Described performance that exceeded some job requirements but did not
fully meet the standards of excellence.

Highly
Effective

Described performance that set the standard of excellence and exceeded
the requirements of the job.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 2 of 4

Strive for Excellence

Question: Tell me about a time when you had to quickly adapt to changing priorities.
Suggested Probes
• What was the situation?
• How did you adapt to deal with the situation?
• What was the outcome?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Prefers to stick to the original plan if at all

possible.
• Can become overwhelmed when dealing with

difficult situations.
• Avoids difficult problems

• Does not get overwhelmed when dealing with
difficult situations.

• Takes on difficult challenges
• Persists in the face of adversity

Service to the Customer

Question: Tell me about a time when you identified inefficacies within a process you
needed to follow.
Suggested Probes
• What was the process?
• How did you identify the improvement?
• What were the results of your efforts?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Relies more on gut instinct to make decisions

and does not leverage data and analytics.
• Unable to balance short- and long-term

priorities.
• Fails to consider other parties such as

customers, fellow associates, suppliers,
business partners or communities when making
plans.

• Makes decisions based on data, insights, and
analysis

• Demonstrates the ability to balance short- and
long-term priorities

• Considers customers, fellow associates,
shareholders, suppliers, business partners, and
communities when making plans.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 3 of 4

Respect for the Individual
Question: Describe a recent project where collaboration was essential for success.
Suggested Probes
• What was the project?
• How did you identify who to include?
• How did it turn out?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Unable to effectively communicate

information to others.
• Fails to influence others by listening or provide

feedback.
• Fails to modify their communication based on

audience.

• Effectively communicates information to
others

• Influences others by listening and providing
meaningful feedback

• Capable of influencing across all levels,
associates, peers, leadership, etc.

• Modifies approach based on audience

Service to the Customer
Question: Tell me about a time when you provided feedback and assistance to another
person about substandard performance?
Suggested Probes
• What was the situation?
• How did you provide feedback and assistance?
• How did this individual respond to your feedback and assistance?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate humility, self-awareness,

honesty, and/or transparency.
• Fails to demonstrate an awareness of how own

behaviors, actions, or words affect others and
does not adjust accordingly.

• Does not have an awareness of own strengths
and development opportunities.

• Does not seek feedback or engages in self-
reflection.

• Demonstrates humility, self-awareness,
honesty, and transparency.

• Demonstrates an awareness of how own
behaviors, actions, or words affect others and
adjusts accordingly.

• Demonstrates a keen awareness of own
strengths and development opportunities.

• Seeks feedback and engages in self-reflection.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 4 of 4

Talent Management
Question: Tell me about a time you needed to handle a performance issue with one of
your direct reports.
Suggested Probes
• What was the situation?
• What did you do?
• How did this individual response to your approach?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate authentic, visible

commitment to diversity.
• Fails to promote diversity of ideas and

perspectives.
• Fails to encourage objectivity, open

communication, and respect.
• Fails to foster an environment that allows

everyone to bring their best selves to work.
• Does not recognize others’ contributions and

accomplishments.

• Promotes diversity of ideas and perspectives.
• Encourages objectivity, open communication,

and respect.
• Fosters an environment allowing everyone to

bring their best selves to work.
• Recognizes others’ contributions and

accomplishments.
• Consistently listens to others and acts on their

concerns.

Make an Overall Recommendation

Overall Recommendation Rating

Strongly
Recommend

(SR)

Candidate’s interview responses demonstrated an exceptional
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

Recommend
(R)

Candidate’s interview responses demonstrated sufficient proficiency
in the competencies necessary to fulfill job responsibilities required
upon entry.

Do Not
Recommend

(DNR)

Candidate’s interview responses demonstrated an insufficient
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

**Week4AssignmentRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week4assignmentrecruiting-jpeg)

**JWI_521_Assignment_1_12461.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-521-assignment-1-12461-pdf)

**## JWI_521_List_of_Professional_Competencies1.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
List of Professional Competencies

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – List of Professional Competencies (1236) Page 1 of 1

COMPETENCIES

INTELLECTUAL

Intelligence

Analysis Skills

Conceptual Ability

Strategic Skills

PERSONAL

Integrity

Organization/Planning

Self-Awareness

Adaptability

INTERPERSONAL

Listening

Team Player

Communications — Oral

Communications — Written

MANAGEMENT

Selecting A Players

Coaching

Empowerment

Accountability

COMPETENCIES

LEADERSHIP

Vision

Change Leadership

Conflict Management

MOTIVATIONAL

Energy

Passion

Tenacity

**## USA.docx**

**(USA) Area Manager Sam’s Club Job Description:**

· Implement the business plan for assigned areas of responsibility by communicating goals and managing staffing and scheduling assigning duties and coordinating workloads to achieve facility goals.

· Identifies associate customer and supplier concerns by listening and consulting with others when needed to determine corrective action to take or make recommendations to resolve concerns.

· Monitors and managing productivity of assigned areas of responsibility by preparing, reviewing, and analyzing business reports.

· Maintains quality and safety standards in the assigned area of responsibility by ensuring associates are trained in logistics and company policies standards and procedures monitoring associate compliance with logistics and company policies standards and procedures distributing and maintaining procedures and supporting documentation.

· Supervises and develops associates and leaders in assigned areas of responsibility by assigning duties and coordinating workloads, monitoring performance, and providing feedback identifying training and development needs and participating in the hiring promotion coaching teaching and evaluation of associates and leaders.

· Manages the maintenance and installation of systems hardware and software by overseeing the installation of new replacement or additional systems ensuring that the necessary repairs are completed on existing systems and tracking inventory and ordering system components as needed.

· Manages the troubleshooting of systems applications by working on systems problem resolution with Information Systems Division and vendors and supporting the continuing development of current and future systems applications.

· Demonstrates UpToDate expertise and applies this to the development execution and improvement of action plans by providing expert advice and guidance to others in the application of information and best practices supporting and aligning efforts to meet customer and business needs and building commitment for perspectives and rationales.

· Provides and supports the implementation of business solutions by building relationships and partnerships with key stakeholders identifying business needs determining and carrying out necessary processes and practices monitoring progress and results recognizing and capitalizing on improvement opportunities and adapting to competing demands, organizational changes and new responsibilities.

· Models’ compliance with company policies and procedures and supports company mission values and standards of ethics and integrity by incorporating these into the development and implementation of business plans using the Open Door Policy and demonstrating and assisting others with how to apply these in executing business processes and practices.

· Respect for the Individual Builds high performing teams embraces differences in people cultures ideas and experiences creates a workplace where associates feel seen supported and connected through a culture of belonging creates opportunities for all associates to thrive and performx000B.

· Respect the Individual Works collaboratively builds strong and trusting relationships communicates with impact energy and positivity to motivate and influencex000B.

· Respect the Individual Attracts and retain the best talent empowers and develop talent and recognize other contributions and accomplishments.

· Act with Integrity Maintains and promotes the highest standards of integrity ethics and compliance models the Walmart values to support and foster our culture holds oneself and others accountable supports Walmart’s goal of becoming a regenerative company by making a positive impact for associates customers members and the world around us creating a sense of belonging eliminating waste participating in local giving.

· Act with Integrity Acts in a selfless manner and is consistently humble self-aware honest fair and transparent.

· Serve Our Customers and Members Delivers results while taking the customer first into consideration and adapts to where and when customers shop and apply the EDLP and EDLC business models to all plans.

· Serve Our Customers and Members Makes decisions based on data insights and analysis balances short- and long-term priorities and considers our customers’ fellow associates shareholders suppliers business partners and communities when making plans.

· Strive for Excellence Displays curiosity and a desire to learn takes calculated risks demonstrates courage and resilience and encourages learning from mistakes.

· Strive for Excellence Drives continuous improvements adopts and encourages the use of new technologies and skills and supports others through change.

At Sam's Club, we offer competitive pay as well as performance-based bonus awards and other great benefits for a happier mind, body, and wallet!

**## Field_AreaManagerOpsManagerHROM_2025.pdf**

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 1 of 4

Leadership Expectations Interview Guide:

Area Manager, Ops Manager & HROM

Date:

Interviewer:

Role

Candidate:

Quick Tips

• Be specific and focus on observed behaviors (not your perceptions).
• Use the provided probing questions to gather additional information, where appropriate.
• Do NOT take notes at any time during the interview.

Leadership Expectations Rating Scale

Highly
Ineffective

Described performance that was clearly below the requirements of the
job

Mostly
Ineffective

Described performance that required improvement or did not fully meet
the requirements of the job.

Effective Described performance that fully met the requirements of the job.

Mostly
Effective

Described performance that exceeded some job requirements but did not
fully meet the standards of excellence.

Highly
Effective

Described performance that set the standard of excellence and exceeded
the requirements of the job.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 2 of 4

Strive for Excellence

Question: Tell me about a time when you had to quickly adapt to changing priorities.
Suggested Probes
• What was the situation?
• How did you adapt to deal with the situation?
• What was the outcome?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Prefers to stick to the original plan if at all

possible.
• Can become overwhelmed when dealing with

difficult situations.
• Avoids difficult problems

• Does not get overwhelmed when dealing with
difficult situations.

• Takes on difficult challenges
• Persists in the face of adversity

Service to the Customer

Question: Tell me about a time when you identified inefficacies within a process you
needed to follow.
Suggested Probes
• What was the process?
• How did you identify the improvement?
• What were the results of your efforts?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Relies more on gut instinct to make decisions

and does not leverage data and analytics.
• Unable to balance short- and long-term

priorities.
• Fails to consider other parties such as

customers, fellow associates, suppliers,
business partners or communities when making
plans.

• Makes decisions based on data, insights, and
analysis

• Demonstrates the ability to balance short- and
long-term priorities

• Considers customers, fellow associates,
shareholders, suppliers, business partners, and
communities when making plans.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 3 of 4

Respect for the Individual
Question: Describe a recent project where collaboration was essential for success.
Suggested Probes
• What was the project?
• How did you identify who to include?
• How did it turn out?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Unable to effectively communicate

information to others.
• Fails to influence others by listening or provide

feedback.
• Fails to modify their communication based on

audience.

• Effectively communicates information to
others

• Influences others by listening and providing
meaningful feedback

• Capable of influencing across all levels,
associates, peers, leadership, etc.

• Modifies approach based on audience

Service to the Customer
Question: Tell me about a time when you provided feedback and assistance to another
person about substandard performance?
Suggested Probes
• What was the situation?
• How did you provide feedback and assistance?
• How did this individual respond to your feedback and assistance?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate humility, self-awareness,

honesty, and/or transparency.
• Fails to demonstrate an awareness of how own

behaviors, actions, or words affect others and
does not adjust accordingly.

• Does not have an awareness of own strengths
and development opportunities.

• Does not seek feedback or engages in self-
reflection.

• Demonstrates humility, self-awareness,
honesty, and transparency.

• Demonstrates an awareness of how own
behaviors, actions, or words affect others and
adjusts accordingly.

• Demonstrates a keen awareness of own
strengths and development opportunities.

• Seeks feedback and engages in self-reflection.

Confidential and Proprietary to Walmart Inc., DO NOT FORWARD
Last Modified: 12/16/2024

Page 4 of 4

Talent Management
Question: Tell me about a time you needed to handle a performance issue with one of
your direct reports.
Suggested Probes
• What was the situation?
• What did you do?
• How did this individual response to your approach?

(1)

Highly Ineffective
(2)

Mostly Ineffective
(3)

Effective
(4)

Mostly Effective
(5)

Highly Effective

Highly Ineffective/Mostly Ineffective Mostly Effective/Highly Effective
• Fails to demonstrate authentic, visible

commitment to diversity.
• Fails to promote diversity of ideas and

perspectives.
• Fails to encourage objectivity, open

communication, and respect.
• Fails to foster an environment that allows

everyone to bring their best selves to work.
• Does not recognize others’ contributions and

accomplishments.

• Promotes diversity of ideas and perspectives.
• Encourages objectivity, open communication,

and respect.
• Fosters an environment allowing everyone to

bring their best selves to work.
• Recognizes others’ contributions and

accomplishments.
• Consistently listens to others and acts on their

concerns.

Make an Overall Recommendation

Overall Recommendation Rating

Strongly
Recommend

(SR)

Candidate’s interview responses demonstrated an exceptional
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

Recommend
(R)

Candidate’s interview responses demonstrated sufficient proficiency
in the competencies necessary to fulfill job responsibilities required
upon entry.

Do Not
Recommend

(DNR)

Candidate’s interview responses demonstrated an insufficient
proficiency in the competencies necessary to fulfill job
responsibilities required upon entry.

**Week4AssignmentRecruiting.jpeg**

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**JWI_521_Assignment_1_12461.pdf**

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I need your help – a year ago **files (3)** – ## Toolkit_Managing_Employee_Performance.pdf – ## JWI_521_Week_5_lecture_1192.pdf – Discussion5Recruiting.jpeg **## Toolkit_Managing_Employee_Performance.pdf** -L LK IH JR -L LK IH JR é ń ͉ ï b -L LK IH JR -L LK IH JR -L LK IH JR -L LK IH JR *…

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**files (3)**

– ## Toolkit_Managing_Employee_Performance.pdf

– ## JWI_521_Week_5_lecture_1192.pdf

– Discussion5Recruiting.jpeg

**## Toolkit_Managing_Employee_Performance.pdf**

-L
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-L
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IH
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-L
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-L
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IH
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**## JWI_521_Week_5_lecture_1192.pdf**

© 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 521 – Week 3 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Five 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 521 – Week 3 Lecture Notes (1192) Page 2 of 5

PERFORMANCE MANAGEMENT

What it Means

Performance management must be based on a detailed assessment of current and past
performance. In most companies, this assessment is done in the form of an annual performance
review. Most people would agree that candid, timely, accurate performance evaluation and
feedback are important responsibilities of a good manager. Yet, in most companies, the annual
performance review process is chock full of problems, the managers doing the assessing generally
dislike it, and the employees being assessed like it even less. Why is it so difficult to do
performance management well? And what is the impact when an organization’s performance
management systems are ineffective?

Why it Matters

• Accurate assessment leads to performance feedback that enables employees to
improve

• Effective evaluation allows managers to fill positions with the most qualified people
• Competent assessments form the basis for good reward systems for your top talent

“Performance management has become a rule-based, bureaucratic process,
existing as an end in itself rather than actually shaping performance.”

Laszlo Bock

© 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 521 – Week 3 Lecture Notes (1192) Page 3 of 5

GETTING PERFORMANCE EVALUATIONS RIGHT

Every company, of course, will have its own practices and processes for performance review and
management, but the most effective companies generally follow these four best practices.

1: Give timely performance reviews

Most organizations direct their managers to formally review employee performance once a year. Too often,
the review is treated as a check the box process, with no follow-up in terms of future planning or rewards.
The problems with an annual performance review are numerous. For the manager: if you only do
something once a year, you never get good at it; nearly half the feedback you give will be more than six
months old, by which time dysfunctional behaviors have grown into habits; and it feels hard to give candid
feedback when pay increases depend upon it. For the employee: the review feels overwhelming since it
covers a whole year’s work; compensation and career prospects for the next year are on the line; self
esteem and confidence may plummet or soar, depending on what is said in a single meeting.

Performance should be assessed and formal reviews conducted at least twice a year. Regular informal
appraisals should happen much more often. Good managers have regular meetings with each of their direct
reports – ideally once or twice a month – to discuss projects, tackle challenges, adjust goals, and set clear
expectations. This approach addresses many of the problems inherent in the traditional annual performance
review by reducing the high stakes associated with a single annual performance evaluation.

2: Include a performance-development component

Regular informal appraisal meetings allow managers to focus on different objectives throughout the
performance period and to adjust expectations. It enables them to include a developmental and coaching
element in the review process. The level of candor rises sharply. Managers are less likely to avoid criticism
when talking to their direct reports, because no one will be fired as a result of the conversation.

The mid-year performance review is a time for looking back at past performance and forward to the
upcoming second half of the year. The employee will be much more receptive to criticism at this time
because his or her whole future does not depend on this meeting. There is time to improve on any areas of
weakness before the annual performance review. The employee is given a fair chance to respond to
feedback and expectations before they face an evaluation with significant consequences for their career.

This formal end-of-year review should focus mainly on the past year. It will include discussion of the
following topics: the employee's strengths, based on observed behaviors and accomplishments during the
year; development needs, based on observed behaviors and accomplishments; implications of his or her
performance on compensation and career progress, and establishment of some initial plans and goals for
the upcoming year.

© 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 521 – Week 3 Lecture Notes (1192) Page 4 of 5

3: Base evaluations on both quantitative and qualitative measures

There is, in fact, no such thing as an objective measure of performance. When asked to name a business
activity that can be assessed objectively, most people confidently reply, “Sales.” But even salespeople
cannot be evaluated objectively. For example, salespeople are always measured on how much they sell and
how profitable those sales are to the company. These metrics are very useful for keeping track of how well
the company is doing, and for comparing employee performance. But such quantitative metrics cannot tell
you whether customer goodwill was enhanced or systematically degraded because of a salesperson’s
interactions. Nor will they let you know whether your senior people are mentoring and sharing best practices
with the newer salespeople, or whether they are representing your company well in the community.

When comparing the performance of one salesperson with another, quantitative evaluation measures do not
usually reflect the level of difficulty of the jobs being compared. For example, which do you think is the more
important determinant of sales success – the skill of the salesperson, or the prosperity of the territory? In a
national chain of real-estate sales offices, salespeople who are canvassing the most affluent neighborhoods
will inevitably bring in more money. But that does not necessarily prove that their sales techniques are
better, since they start with a built-in advantage due to their wealthier customer prospects.

Quantitative measures are valuable, but they rarely tell the whole story. For example, to improve customer
service, many call centers keep track of how many times an employee's telephone rings before it is
answered. Of course, this metric tells the company nothing about how courteously the customers are treated
or whether their problems are resolved, which are more important to customers than whether the phone is
picked up on the second or third ring. These dimensions of performance cannot be measured with
quantitative metrics, but can be assessed through qualitative measures. They may be overlooked, since
courtesy and problem resolution are harder to measure than the time taken to answer the phone.

4: Take into account the importance of the work performed

Organizations often fail to consider not only the value of the work an individual actually does, but also the
value of the work assigned to a particular position. As you have learned, positions that are strategically
important today may not be tomorrow. Consequently, every company needs to continually assess whether or
not the tasks their employees are performing are still adding value.

The best-run organizations do this form of performance evaluation, but many companies do not. Leaders
and senior managers have a responsibility to step back on a consistent basis, so as to assess teams and
individual employees in terms of the value added by their work. Without periodic reevaluation of performance
across teams, departments, and the company, situations invariably develop in which hardworking, loyal
employees continue their unbroken record of high performance, while the tasks they are performing have
ever-lower strategic value.

© 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 521 – Week 3 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Compare different approaches to performance review and assessment

Think about your own experience with performance review. As an employee, do you dread the
annual performance review? As a manager, do you find the process valuable, or does it frustrate
you? Would more frequent, informal reviews help to reduce the stress level for all concerned? As
you increase your understanding of what an effective performance review system looks like, think
about what is needed to build a culture of regular informal performance review and, thus, take the
pressure off the annual review meeting.

• Explore HR’s role in coordinating people management and review

HR is generally the department in charge of managing performance review across the company.
How can performance review systems be structured to obtain the most value from the process?
Does your company’s performance review include both quantitative and qualitative measures? Do
managers hold regular informal meetings with employees to monitor progress and adjust goals? If
not, how can HR introduce changes to performance management in a way that will gain buy-in from
both employees and managers? What will it take to introduce more frequent, informal meetings with
direct reports in an organization where this practice has never been the norm?

• Discuss the value of stretch assignments to challenge top employees

What are the advantages of using job content as a training mechanism, rather than formal training?
Are there some skills that cannot be easily taught through formal training? What about project
management? While it may be useful to take a short training session to learn how to navigate a new
project management system, nothing beats a workplace project for testing the employee’s ability to
implement the system in the real world. How about leadership and decision-making? Can these be
taught in the classroom, perhaps using a simulation? Or does it make more sense to use the hands-
on approach to develop the leadership skills that top employees will need in the future?

**Discussion5Recruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion5recruiting-jpeg)

**Discussion5Recruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion5recruiting-jpeg)

**## Toolkit_Managing_Employee_Performance.pdf**

-L
LK

IH
JR

-L
LK

IH
JR

é

ń

͉

ï

b

-L
LK

IH
JR

-L
LK

IH
JR

-L
LK

IH
JR

-L
LK

IH
JR

**## JWI_521_Week_5_lecture_1192.pdf**

© 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 521 – Week 3 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Five 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 521 – Week 3 Lecture Notes (1192) Page 2 of 5

PERFORMANCE MANAGEMENT

What it Means

Performance management must be based on a detailed assessment of current and past
performance. In most companies, this assessment is done in the form of an annual performance
review. Most people would agree that candid, timely, accurate performance evaluation and
feedback are important responsibilities of a good manager. Yet, in most companies, the annual
performance review process is chock full of problems, the managers doing the assessing generally
dislike it, and the employees being assessed like it even less. Why is it so difficult to do
performance management well? And what is the impact when an organization’s performance
management systems are ineffective?

Why it Matters

• Accurate assessment leads to performance feedback that enables employees to
improve

• Effective evaluation allows managers to fill positions with the most qualified people
• Competent assessments form the basis for good reward systems for your top talent

“Performance management has become a rule-based, bureaucratic process,
existing as an end in itself rather than actually shaping performance.”

Laszlo Bock

© 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 521 – Week 3 Lecture Notes (1192) Page 3 of 5

GETTING PERFORMANCE EVALUATIONS RIGHT

Every company, of course, will have its own practices and processes for performance review and
management, but the most effective companies generally follow these four best practices.

1: Give timely performance reviews

Most organizations direct their managers to formally review employee performance once a year. Too often,
the review is treated as a check the box process, with no follow-up in terms of future planning or rewards.
The problems with an annual performance review are numerous. For the manager: if you only do
something once a year, you never get good at it; nearly half the feedback you give will be more than six
months old, by which time dysfunctional behaviors have grown into habits; and it feels hard to give candid
feedback when pay increases depend upon it. For the employee: the review feels overwhelming since it
covers a whole year’s work; compensation and career prospects for the next year are on the line; self
esteem and confidence may plummet or soar, depending on what is said in a single meeting.

Performance should be assessed and formal reviews conducted at least twice a year. Regular informal
appraisals should happen much more often. Good managers have regular meetings with each of their direct
reports – ideally once or twice a month – to discuss projects, tackle challenges, adjust goals, and set clear
expectations. This approach addresses many of the problems inherent in the traditional annual performance
review by reducing the high stakes associated with a single annual performance evaluation.

2: Include a performance-development component

Regular informal appraisal meetings allow managers to focus on different objectives throughout the
performance period and to adjust expectations. It enables them to include a developmental and coaching
element in the review process. The level of candor rises sharply. Managers are less likely to avoid criticism
when talking to their direct reports, because no one will be fired as a result of the conversation.

The mid-year performance review is a time for looking back at past performance and forward to the
upcoming second half of the year. The employee will be much more receptive to criticism at this time
because his or her whole future does not depend on this meeting. There is time to improve on any areas of
weakness before the annual performance review. The employee is given a fair chance to respond to
feedback and expectations before they face an evaluation with significant consequences for their career.

This formal end-of-year review should focus mainly on the past year. It will include discussion of the
following topics: the employee's strengths, based on observed behaviors and accomplishments during the
year; development needs, based on observed behaviors and accomplishments; implications of his or her
performance on compensation and career progress, and establishment of some initial plans and goals for
the upcoming year.

© 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 521 – Week 3 Lecture Notes (1192) Page 4 of 5

3: Base evaluations on both quantitative and qualitative measures

There is, in fact, no such thing as an objective measure of performance. When asked to name a business
activity that can be assessed objectively, most people confidently reply, “Sales.” But even salespeople
cannot be evaluated objectively. For example, salespeople are always measured on how much they sell and
how profitable those sales are to the company. These metrics are very useful for keeping track of how well
the company is doing, and for comparing employee performance. But such quantitative metrics cannot tell
you whether customer goodwill was enhanced or systematically degraded because of a salesperson’s
interactions. Nor will they let you know whether your senior people are mentoring and sharing best practices
with the newer salespeople, or whether they are representing your company well in the community.

When comparing the performance of one salesperson with another, quantitative evaluation measures do not
usually reflect the level of difficulty of the jobs being compared. For example, which do you think is the more
important determinant of sales success – the skill of the salesperson, or the prosperity of the territory? In a
national chain of real-estate sales offices, salespeople who are canvassing the most affluent neighborhoods
will inevitably bring in more money. But that does not necessarily prove that their sales techniques are
better, since they start with a built-in advantage due to their wealthier customer prospects.

Quantitative measures are valuable, but they rarely tell the whole story. For example, to improve customer
service, many call centers keep track of how many times an employee's telephone rings before it is
answered. Of course, this metric tells the company nothing about how courteously the customers are treated
or whether their problems are resolved, which are more important to customers than whether the phone is
picked up on the second or third ring. These dimensions of performance cannot be measured with
quantitative metrics, but can be assessed through qualitative measures. They may be overlooked, since
courtesy and problem resolution are harder to measure than the time taken to answer the phone.

4: Take into account the importance of the work performed

Organizations often fail to consider not only the value of the work an individual actually does, but also the
value of the work assigned to a particular position. As you have learned, positions that are strategically
important today may not be tomorrow. Consequently, every company needs to continually assess whether or
not the tasks their employees are performing are still adding value.

The best-run organizations do this form of performance evaluation, but many companies do not. Leaders
and senior managers have a responsibility to step back on a consistent basis, so as to assess teams and
individual employees in terms of the value added by their work. Without periodic reevaluation of performance
across teams, departments, and the company, situations invariably develop in which hardworking, loyal
employees continue their unbroken record of high performance, while the tasks they are performing have
ever-lower strategic value.

© 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 521 – Week 3 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Compare different approaches to performance review and assessment

Think about your own experience with performance review. As an employee, do you dread the
annual performance review? As a manager, do you find the process valuable, or does it frustrate
you? Would more frequent, informal reviews help to reduce the stress level for all concerned? As
you increase your understanding of what an effective performance review system looks like, think
about what is needed to build a culture of regular informal performance review and, thus, take the
pressure off the annual review meeting.

• Explore HR’s role in coordinating people management and review

HR is generally the department in charge of managing performance review across the company.
How can performance review systems be structured to obtain the most value from the process?
Does your company’s performance review include both quantitative and qualitative measures? Do
managers hold regular informal meetings with employees to monitor progress and adjust goals? If
not, how can HR introduce changes to performance management in a way that will gain buy-in from
both employees and managers? What will it take to introduce more frequent, informal meetings with
direct reports in an organization where this practice has never been the norm?

• Discuss the value of stretch assignments to challenge top employees

What are the advantages of using job content as a training mechanism, rather than formal training?
Are there some skills that cannot be easily taught through formal training? What about project
management? While it may be useful to take a short training session to learn how to navigate a new
project management system, nothing beats a workplace project for testing the employee’s ability to
implement the system in the real world. How about leadership and decision-making? Can these be
taught in the classroom, perhaps using a simulation? Or does it make more sense to use the hands-
on approach to develop the leadership skills that top employees will need in the future?

**Discussion5Recruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion5recruiting-jpeg)

**## Toolkit_Managing_Employee_Performance.pdf**

-L
LK

IH
JR

-L
LK

IH
JR

é

ń

͉

ï

b

-L
LK

IH
JR

-L
LK

IH
JR

-L
LK

IH
JR

-L
LK

IH
JR

**## JWI_521_Week_5_lecture_1192.pdf**

© 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 521 – Week 3 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Five 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 521 – Week 3 Lecture Notes (1192) Page 2 of 5

PERFORMANCE MANAGEMENT

What it Means

Performance management must be based on a detailed assessment of current and past
performance. In most companies, this assessment is done in the form of an annual performance
review. Most people would agree that candid, timely, accurate performance evaluation and
feedback are important responsibilities of a good manager. Yet, in most companies, the annual
performance review process is chock full of problems, the managers doing the assessing generally
dislike it, and the employees being assessed like it even less. Why is it so difficult to do
performance management well? And what is the impact when an organization’s performance
management systems are ineffective?

Why it Matters

• Accurate assessment leads to performance feedback that enables employees to
improve

• Effective evaluation allows managers to fill positions with the most qualified people
• Competent assessments form the basis for good reward systems for your top talent

“Performance management has become a rule-based, bureaucratic process,
existing as an end in itself rather than actually shaping performance.”

Laszlo Bock

© 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 521 – Week 3 Lecture Notes (1192) Page 3 of 5

GETTING PERFORMANCE EVALUATIONS RIGHT

Every company, of course, will have its own practices and processes for performance review and
management, but the most effective companies generally follow these four best practices.

1: Give timely performance reviews

Most organizations direct their managers to formally review employee performance once a year. Too often,
the review is treated as a check the box process, with no follow-up in terms of future planning or rewards.
The problems with an annual performance review are numerous. For the manager: if you only do
something once a year, you never get good at it; nearly half the feedback you give will be more than six
months old, by which time dysfunctional behaviors have grown into habits; and it feels hard to give candid
feedback when pay increases depend upon it. For the employee: the review feels overwhelming since it
covers a whole year’s work; compensation and career prospects for the next year are on the line; self
esteem and confidence may plummet or soar, depending on what is said in a single meeting.

Performance should be assessed and formal reviews conducted at least twice a year. Regular informal
appraisals should happen much more often. Good managers have regular meetings with each of their direct
reports – ideally once or twice a month – to discuss projects, tackle challenges, adjust goals, and set clear
expectations. This approach addresses many of the problems inherent in the traditional annual performance
review by reducing the high stakes associated with a single annual performance evaluation.

2: Include a performance-development component

Regular informal appraisal meetings allow managers to focus on different objectives throughout the
performance period and to adjust expectations. It enables them to include a developmental and coaching
element in the review process. The level of candor rises sharply. Managers are less likely to avoid criticism
when talking to their direct reports, because no one will be fired as a result of the conversation.

The mid-year performance review is a time for looking back at past performance and forward to the
upcoming second half of the year. The employee will be much more receptive to criticism at this time
because his or her whole future does not depend on this meeting. There is time to improve on any areas of
weakness before the annual performance review. The employee is given a fair chance to respond to
feedback and expectations before they face an evaluation with significant consequences for their career.

This formal end-of-year review should focus mainly on the past year. It will include discussion of the
following topics: the employee's strengths, based on observed behaviors and accomplishments during the
year; development needs, based on observed behaviors and accomplishments; implications of his or her
performance on compensation and career progress, and establishment of some initial plans and goals for
the upcoming year.

© 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 521 – Week 3 Lecture Notes (1192) Page 4 of 5

3: Base evaluations on both quantitative and qualitative measures

There is, in fact, no such thing as an objective measure of performance. When asked to name a business
activity that can be assessed objectively, most people confidently reply, “Sales.” But even salespeople
cannot be evaluated objectively. For example, salespeople are always measured on how much they sell and
how profitable those sales are to the company. These metrics are very useful for keeping track of how well
the company is doing, and for comparing employee performance. But such quantitative metrics cannot tell
you whether customer goodwill was enhanced or systematically degraded because of a salesperson’s
interactions. Nor will they let you know whether your senior people are mentoring and sharing best practices
with the newer salespeople, or whether they are representing your company well in the community.

When comparing the performance of one salesperson with another, quantitative evaluation measures do not
usually reflect the level of difficulty of the jobs being compared. For example, which do you think is the more
important determinant of sales success – the skill of the salesperson, or the prosperity of the territory? In a
national chain of real-estate sales offices, salespeople who are canvassing the most affluent neighborhoods
will inevitably bring in more money. But that does not necessarily prove that their sales techniques are
better, since they start with a built-in advantage due to their wealthier customer prospects.

Quantitative measures are valuable, but they rarely tell the whole story. For example, to improve customer
service, many call centers keep track of how many times an employee's telephone rings before it is
answered. Of course, this metric tells the company nothing about how courteously the customers are treated
or whether their problems are resolved, which are more important to customers than whether the phone is
picked up on the second or third ring. These dimensions of performance cannot be measured with
quantitative metrics, but can be assessed through qualitative measures. They may be overlooked, since
courtesy and problem resolution are harder to measure than the time taken to answer the phone.

4: Take into account the importance of the work performed

Organizations often fail to consider not only the value of the work an individual actually does, but also the
value of the work assigned to a particular position. As you have learned, positions that are strategically
important today may not be tomorrow. Consequently, every company needs to continually assess whether or
not the tasks their employees are performing are still adding value.

The best-run organizations do this form of performance evaluation, but many companies do not. Leaders
and senior managers have a responsibility to step back on a consistent basis, so as to assess teams and
individual employees in terms of the value added by their work. Without periodic reevaluation of performance
across teams, departments, and the company, situations invariably develop in which hardworking, loyal
employees continue their unbroken record of high performance, while the tasks they are performing have
ever-lower strategic value.

© 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 521 – Week 3 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Compare different approaches to performance review and assessment

Think about your own experience with performance review. As an employee, do you dread the
annual performance review? As a manager, do you find the process valuable, or does it frustrate
you? Would more frequent, informal reviews help to reduce the stress level for all concerned? As
you increase your understanding of what an effective performance review system looks like, think
about what is needed to build a culture of regular informal performance review and, thus, take the
pressure off the annual review meeting.

• Explore HR’s role in coordinating people management and review

HR is generally the department in charge of managing performance review across the company.
How can performance review systems be structured to obtain the most value from the process?
Does your company’s performance review include both quantitative and qualitative measures? Do
managers hold regular informal meetings with employees to monitor progress and adjust goals? If
not, how can HR introduce changes to performance management in a way that will gain buy-in from
both employees and managers? What will it take to introduce more frequent, informal meetings with
direct reports in an organization where this practice has never been the norm?

• Discuss the value of stretch assignments to challenge top employees

What are the advantages of using job content as a training mechanism, rather than formal training?
Are there some skills that cannot be easily taught through formal training? What about project
management? While it may be useful to take a short training session to learn how to navigate a new
project management system, nothing beats a workplace project for testing the employee’s ability to
implement the system in the real world. How about leadership and decision-making? Can these be
taught in the classroom, perhaps using a simulation? Or does it make more sense to use the hands-
on approach to develop the leadership skills that top employees will need in the future?

**Discussion5Recruiting.jpeg**

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November 5, 2026
[Solved] Discussion 3

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– a year ago **files (1)** – ## Discussion3.docx **## Discussion3.docx** Discussion 3 We are hiring millennials now in the workplace. Please note that the link below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their studen…

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– a year ago

**files (1)**

– ## Discussion3.docx

**## Discussion3.docx**

Discussion 3

We are hiring millennials now in the workplace.

Please note that the link below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[Managing Multiple Generations](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505573&srcou=104372) – LinkedIn Learning

Discuss some of the comments made in the video Are they a realistic appraisal of millennials? Bring in personal and professional examples. How should employers develop this talent group and maximize their performance contributions? Within your post, support your response with information from at least two reputable sources (library and/or web-based) and provide the full citation at the end. Use APA format for your references.

**## Discussion3.docx**

Discussion 3

We are hiring millennials now in the workplace.

Please note that the link below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[Managing Multiple Generations](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505573&srcou=104372) – LinkedIn Learning

Discuss some of the comments made in the video Are they a realistic appraisal of millennials? Bring in personal and professional examples. How should employers develop this talent group and maximize their performance contributions? Within your post, support your response with information from at least two reputable sources (library and/or web-based) and provide the full citation at the end. Use APA format for your references.

November 5, 2026
[Solved] Deliverable 3 – Proposal for Minimizing a Data and Security Breach

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#### **Scenario** You are the Chief Information Officer (CIO) for Tyler Health Systems, a large, integrated health delivery system. Recently, there has been a significant increase in the number of organizations reporting data breaches. Annual losses due to data breaches are estimated to cost the hea…

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Assignment Prompt & Instructions

#### **Scenario**

You are the Chief Information Officer (CIO) for Tyler Health Systems, a large, integrated health delivery system. Recently, there has been a significant increase in the number of organizations reporting data breaches. Annual losses due to data breaches are estimated to cost the healthcare industry more than 10 million dollars.

Your organization is reviewing best practices and current policies to mitigate the risk of data breaches. You have been tasked with recommending an action plan for data breach prevention and response management in the event of a data breach. You decide that your first step is to research a recent incident involving a data breach and its impact on the affected health organization. While you believe that preventing a data breach is the best defense, you want to create an action plan explaining both – how data breaches occur and the consequences to the organization.

#### **Instructions**

Your report should include the following:

– Name of an organization that reported a data breach in the past 12 months
– Nature of the data breach (i.e., hacking, human error, ransomware)
– Immediate actions taken by the organization
– The outcomes (both regulatory and legal) – in other words, what fines were levied, and are there any pending litigations against the organizations?
– A recommended action plan to prevent a data breach and a plan to manage your organization’s response to a potential data breach
– You should include at least 2 peer-reviewed, scholarly sources. APA (7th edition) formatting should be applied.

#### **Submission Requirements**

– APA formatted report

– a year ago

November 5, 2026
[Solved] Human Resource Management HUM 6100 Week 4 Assignment

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see attached – a year ago **files (1)** – ## HUM6100Week4Assignment.docx **## HUM6100Week4Assignment.docx** Week 4 – Assignment Annotated Bibliography and Final Paper Topic Choice Prior to beginning work on this assignment, · Review Chapters 7, 8, and 9 from the textbook _Communicating in Groups: Ap…

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see attached

– a year ago

**files (1)**

– ## HUM6100Week4Assignment.docx

**## HUM6100Week4Assignment.docx**

Week 4 – Assignment

Annotated Bibliography and Final Paper Topic Choice

Prior to beginning work on this assignment,

· Review Chapters 7, 8, and 9 from the textbook
_Communicating in Groups: Applications and Skills_ (11th ed.).

· Review the
[_HUM6100 List of Final Paper Topics/Topic Categories_](https://uagc.instructure.com/courses/145114/files/23094781?wrap=1) [Download HUM6100 List of Final Paper Topics/Topic Categories](https://uagc.instructure.com/courses/145114/files/23094781/download?download_frd=1). One of these may provide a useful starting point for selecting your Final Paper topic.

**In your paper,**

· State your topic choice for the Final Paper.

· Explain why you chose the topic (1 paragraph).

· Summarize what you plan to research about your topic.

· For example, an in-depth paper might be required to analyze the pros and cons of the INFJ MBTI personality type in groups compared to ISTJ personality types. In contrast, an in-breadth topic might examine 16 MBTI personality types in group (1 paragraph)

· Explain what you hope to learn through the experience (1 paragraph).

· Compile an annotated bibliography that includes at least eight scholarly resources, all published within the last six years. You may include no more than two older articles that are widely recognized as seminal or classic works.

· Review the following guidelines regarding how to create an annotated bibliography in APA style, 7th edition:

·
[_Annotated Bibliography Tutorial_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/d1ed61b5-8152-4f8e-948b-e162fd937c2f/1/Annotated%20Bibliography%20Tutorial.zip/story_html5.html)

·
[_Annotated Bibliography Sample_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/e8e19785-7f1b-4938-bb1c-9a0f57abe5c5/1/Annotated%20Bibliography%20Sample.pdf)

· Review the
[_Annotated Bibliography_ Links to an external site.](https://writingcenter.uagc.edu/annotated-bibliography) page in the Writing Center for tips and examples.

The Annotated Bibliography and Final Paper Topic Choice paper

·
**must be 3 to 5 double-spaced pages in length (not including title and references pages)** and formatted according to
[_APA Style_ Links to an external site.](https://writingcenter.uagc.edu/apa-style) as outlined in the Writing Center’s
[_APA Formatting for Microsoft Word_ Links to an external site.](https://writingcenter.uagc.edu/apa-formatting-microsoft-word) resource.

· must include a separate title page with the following in title case:

· title of paper in bold font

· Space should appear between the title and the rest of the information on the title page.

· student’s name

· name of institution

· course name and number

· instructor’s name

· due date

· must utilize academic voice.

· Review the
[_Academic Voice_ Links to an external site.](https://writingcenter.uagc.edu/academic-voice) resource for additional guidance.

· must include an introduction and conclusion paragraph.

· Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· For assistance in writing
[_Introductions & Conclusions_ Links to an external site.](https://writingcenter.uagc.edu/introductions-conclusions) and
[_Writing a Thesis Statement_ Links to an external site.](https://writingcenter.uagc.edu/writing-a-thesis), refer to the Writing Center resources.

· must use at least 8 scholarly sources in addition to the course text.

· The
[_Scholarly, Peer-Reviewed, and Other Credible Sources_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source.

· To assist you in completing the research required for this assignment, refer to this
[_Quick and Easy Library Research_ Links to an external site.](https://ashford.mediaspace.kaltura.com/media/Ashford+University+Library+Quick+%27n%27+Dirty/0_bcsbcjee) tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.

· You may also refer to the
[_How to Use Library OneSearch_ Links to an external site.](https://ashford.mediaspace.kaltura.com/media/How+to+Use+Library+OneSearch/0_sijzep60) tutorial, which explains keyword searching process in the library to find scholarly articles, or the
[_Advanced Internet Search Techniques_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/a3575b8c-04d9-4192-a01e-5a6e0b97355b/1/Advanced%20Internet%20Search%20Techniques.pdf) tip sheet, which provides some tips and strategies to make finding credible online research in a search engine such as Google easier and more efficient.

· must document any information used from sources in APA Style as outlined in the Writing Center’s
[_APA: Citing Within Your Paper_ Links to an external site.](https://writingcenter.uagc.edu/apa-citing-within-your-paper) guide.

· must include a separate references page that is formatted according to APA Style as outlined in the Writing Center.

· Refer to the
[_APA: Formatting Your References List_ Links to an external site.](https://writingcenter.uagc.edu/format-your-reference-list) resource in the Writing Center for specifications.

Required Text

Adams, K. L., Galanes, G., & Hoelscher, C. S. (2021).
[_Communicating in groups: Applications and skills_](https://uagc.instructure.com/courses/145114/modules/items/7400781)(11th ed.). McGraw Hill.

· The full-text version of this ebook is available through the RedShelf platform.

Books

Linabary, J. (2020).
_Small group communication_. Pressbooks. https://pressbooks.pub/smallgroup

Polites, A. (2021).
_Dynamics of group communication_. Pressbooks. https://cod.pressbooks.pub/dogc

Tennant, K., Long, A., & Toney-Butler, T. J. (2023).
[Active listeningLinks to an external site.](https://www.ncbi.nlm.nih.gov/books/NBK442015). In
_StatPearls_. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK442015

**## HUM6100Week4Assignment.docx**

Week 4 – Assignment

Annotated Bibliography and Final Paper Topic Choice

Prior to beginning work on this assignment,

· Review Chapters 7, 8, and 9 from the textbook
_Communicating in Groups: Applications and Skills_ (11th ed.).

· Review the
[_HUM6100 List of Final Paper Topics/Topic Categories_](https://uagc.instructure.com/courses/145114/files/23094781?wrap=1) [Download HUM6100 List of Final Paper Topics/Topic Categories](https://uagc.instructure.com/courses/145114/files/23094781/download?download_frd=1). One of these may provide a useful starting point for selecting your Final Paper topic.

**In your paper,**

· State your topic choice for the Final Paper.

· Explain why you chose the topic (1 paragraph).

· Summarize what you plan to research about your topic.

· For example, an in-depth paper might be required to analyze the pros and cons of the INFJ MBTI personality type in groups compared to ISTJ personality types. In contrast, an in-breadth topic might examine 16 MBTI personality types in group (1 paragraph)

· Explain what you hope to learn through the experience (1 paragraph).

· Compile an annotated bibliography that includes at least eight scholarly resources, all published within the last six years. You may include no more than two older articles that are widely recognized as seminal or classic works.

· Review the following guidelines regarding how to create an annotated bibliography in APA style, 7th edition:

·
[_Annotated Bibliography Tutorial_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/d1ed61b5-8152-4f8e-948b-e162fd937c2f/1/Annotated%20Bibliography%20Tutorial.zip/story_html5.html)

·
[_Annotated Bibliography Sample_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/e8e19785-7f1b-4938-bb1c-9a0f57abe5c5/1/Annotated%20Bibliography%20Sample.pdf)

· Review the
[_Annotated Bibliography_ Links to an external site.](https://writingcenter.uagc.edu/annotated-bibliography) page in the Writing Center for tips and examples.

The Annotated Bibliography and Final Paper Topic Choice paper

·
**must be 3 to 5 double-spaced pages in length (not including title and references pages)** and formatted according to
[_APA Style_ Links to an external site.](https://writingcenter.uagc.edu/apa-style) as outlined in the Writing Center’s
[_APA Formatting for Microsoft Word_ Links to an external site.](https://writingcenter.uagc.edu/apa-formatting-microsoft-word) resource.

· must include a separate title page with the following in title case:

· title of paper in bold font

· Space should appear between the title and the rest of the information on the title page.

· student’s name

· name of institution

· course name and number

· instructor’s name

· due date

· must utilize academic voice.

· Review the
[_Academic Voice_ Links to an external site.](https://writingcenter.uagc.edu/academic-voice) resource for additional guidance.

· must include an introduction and conclusion paragraph.

· Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· For assistance in writing
[_Introductions & Conclusions_ Links to an external site.](https://writingcenter.uagc.edu/introductions-conclusions) and
[_Writing a Thesis Statement_ Links to an external site.](https://writingcenter.uagc.edu/writing-a-thesis), refer to the Writing Center resources.

· must use at least 8 scholarly sources in addition to the course text.

· The
[_Scholarly, Peer-Reviewed, and Other Credible Sources_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source.

· To assist you in completing the research required for this assignment, refer to this
[_Quick and Easy Library Research_ Links to an external site.](https://ashford.mediaspace.kaltura.com/media/Ashford+University+Library+Quick+%27n%27+Dirty/0_bcsbcjee) tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.

· You may also refer to the
[_How to Use Library OneSearch_ Links to an external site.](https://ashford.mediaspace.kaltura.com/media/How+to+Use+Library+OneSearch/0_sijzep60) tutorial, which explains keyword searching process in the library to find scholarly articles, or the
[_Advanced Internet Search Techniques_ Links to an external site.](https://content.bridgepointeducation.com/curriculum/file/a3575b8c-04d9-4192-a01e-5a6e0b97355b/1/Advanced%20Internet%20Search%20Techniques.pdf) tip sheet, which provides some tips and strategies to make finding credible online research in a search engine such as Google easier and more efficient.

· must document any information used from sources in APA Style as outlined in the Writing Center’s
[_APA: Citing Within Your Paper_ Links to an external site.](https://writingcenter.uagc.edu/apa-citing-within-your-paper) guide.

· must include a separate references page that is formatted according to APA Style as outlined in the Writing Center.

· Refer to the
[_APA: Formatting Your References List_ Links to an external site.](https://writingcenter.uagc.edu/format-your-reference-list) resource in the Writing Center for specifications.

Required Text

Adams, K. L., Galanes, G., & Hoelscher, C. S. (2021).
[_Communicating in groups: Applications and skills_](https://uagc.instructure.com/courses/145114/modules/items/7400781)(11th ed.). McGraw Hill.

· The full-text version of this ebook is available through the RedShelf platform.

Books

Linabary, J. (2020).
_Small group communication_. Pressbooks. https://pressbooks.pub/smallgroup

Polites, A. (2021).
_Dynamics of group communication_. Pressbooks. https://cod.pressbooks.pub/dogc

Tennant, K., Long, A., & Toney-Butler, T. J. (2023).
[Active listeningLinks to an external site.](https://www.ncbi.nlm.nih.gov/books/NBK442015). In
_StatPearls_. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK442015

November 5, 2026
[Solved] HUM 6100 Week 4 Journal

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Executive Solution Overview

see attached – a year ago **files (1)** – ## HUM6100Week4Journal.docx **## HUM6100Week4Journal.docx** Week 4 – Journal Groupthink Prior to working on this journal, · Review the video [_Conformity and Groupthink | Behavior | MCAT | Khan AcademyLinks to an external site._](https://www.youtube.com/w…

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Assignment Prompt & Instructions

see attached

– a year ago

**files (1)**

– ## HUM6100Week4Journal.docx

**## HUM6100Week4Journal.docx**

Week 4 – Journal

Groupthink

Prior to working on this journal,

· Review the video
[_Conformity and Groupthink | Behavior | MCAT | Khan AcademyLinks to an external site._](https://www.youtube.com/watch?v=ds3-ljxTRvo).

· Review Chapter 11:
[Engaging in Group Problem-SolvingLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/problem-solving/) from the
_Small Group Communication_ ebook.

· Read the webpage
[_Teamwork Isn’t Always a Good Thing: The Dangers of GroupthinkLinks to an external site._](https://thsindex.org/2024/04/25/teamwork-isnt-always-a-good-thing-the-dangers-of-groupthink/).

In your Journal,

· Define groupthink.

· Describe how groupthink can hinder problem-solving in groups.

· How can groupthink be avoided?

· Describe an experience where you encountered groupthink.

· Explain the challenges you faced in solving problems within the group.

· How was the situation resolved?

· What could you have done more effectively?

**Your reflective journal entry should contain 350–500 words.**

**## HUM6100Week4Journal.docx**

Week 4 – Journal

Groupthink

Prior to working on this journal,

· Review the video
[_Conformity and Groupthink | Behavior | MCAT | Khan AcademyLinks to an external site._](https://www.youtube.com/watch?v=ds3-ljxTRvo).

· Review Chapter 11:
[Engaging in Group Problem-SolvingLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/problem-solving/) from the
_Small Group Communication_ ebook.

· Read the webpage
[_Teamwork Isn’t Always a Good Thing: The Dangers of GroupthinkLinks to an external site._](https://thsindex.org/2024/04/25/teamwork-isnt-always-a-good-thing-the-dangers-of-groupthink/).

In your Journal,

· Define groupthink.

· Describe how groupthink can hinder problem-solving in groups.

· How can groupthink be avoided?

· Describe an experience where you encountered groupthink.

· Explain the challenges you faced in solving problems within the group.

· How was the situation resolved?

· What could you have done more effectively?

**Your reflective journal entry should contain 350–500 words.**

November 5, 2026
[Solved] Canva post

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Executive Solution Overview

In-depth study guidance and analytical solution covering Canva post.

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

November 5, 2026
[Solved] MGMT300

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About the book who moved my cheese – [\ \ IMG_4336.jpeg](https://www.sweetstudy.com/files/img-4336-jpeg-10286285 "IMG_4336.jpeg") – [\ \ IMG_4335.jpeg](https://www.sweetstudy.com/files/img-4335-jpeg-10286287 "IMG_4335.jpeg") – a year ago

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About the book who moved my cheese

– [\
\
IMG_4336.jpeg](https://www.sweetstudy.com/files/img-4336-jpeg-10286285 "IMG_4336.jpeg")
– [\
\
IMG_4335.jpeg](https://www.sweetstudy.com/files/img-4335-jpeg-10286287 "IMG_4335.jpeg")

– a year ago

November 5, 2026
[Solved] human resource

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Executive Solution Overview

I need your help – [\ \ LinkedinAssignment.jpeg](https://www.sweetstudy.com/files/linkedinassignment-jpeg-10287443 "LinkedinAssignment.jpeg") – a year ago

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Assignment Prompt & Instructions

I need your help

– [\
\
LinkedinAssignment.jpeg](https://www.sweetstudy.com/files/linkedinassignment-jpeg-10287443 "LinkedinAssignment.jpeg")

– a year ago

November 5, 2026
[Solved] Human Resource Management Assignment

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**YOU must prepare a 3-4 page [not including title and reference page] summarizing all the topics discussed throughout the course.** **topics** **Issues in Diversity Today** **Diversity in Organizations** **Affirmative Action and Reverse Discrimination** **Multi-racials and Multi-ethnics** **Relig…

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Assignment Prompt & Instructions

**YOU must prepare a 3-4 page [not including title and reference page] summarizing all the topics discussed throughout the course.**

**topics**

**Issues in Diversity Today**

**Diversity in Organizations**

**Affirmative Action and Reverse Discrimination**

**Multi-racials and Multi-ethnics**

**Religious Rights and Diversity**

**Sexual Identity**

**The Disabled**

– [\
\
Draft.docx](https://www.sweetstudy.com/files/draft-docx-10287587 "Draft.docx")
– [\
\
Ranaassignment.docx](https://www.sweetstudy.com/files/ranaassignment-docx "Ranaassignment.docx")

– a year ago

November 5, 2026