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Title of Paper
Student Name
Colorado State University – Global Campus
Title of Paper
Academic essays should begin with an introduction. The
introduction will provide readers with the context necessary for
understanding your argument and the body of your paper. When
composing the introduction, think about what context or
background information the reader would benefit from knowing.
Once your context is established, transition from that context
into your thesis statement. The thesis statement generally comes
at the end of your introduction and usually consists of a few
sentences that sum up the argument for your paper overall.
Thesis statements should also provide a roadmap for the reader
so that they can navigate through the ideas present in the rest of
your paper.
Level 1 Header
Headers are useful for organizing your paper. Level 1 headers
are used with broad or general topics in your paper. Depending
on the topic, length, and genre of your assignment, you might
use only Level 1 headers. Level 1 headers should be bolded and
centered. The longer and more complex your argument is, the
more you might benefit from using Level 2 and Level 3 header s.
Level 4 and Level 5 headers exist, but they should only be used
in manuscripts with many topics and subtopics. Generally, if
you choose to use subsections (Level 2–5 headers) in your
paper, you should have at least two subsections for each level of

header. For more information on how to use headings in your
paper, visit the APA Style Blog.
Level 2 Header
Body paragraphs should follow the MEAL structure. This
structure will help your ideas build on one another in order to
support your thesis statement and to develop your argument
over the course of your essay. Each body paragraph should
consist of a claim, which also functions as the topic sentence or
the main idea of a paragraph. The claim should then be followed
by evidence. Evidence is typically source material that you
either paraphrase or quote directly. Remember, APA style
guidelines prefer paraphrasing to directly quoting a source.
Evidence should provide support for your main idea in the form
of examples, statistics, facts, anecdotes, etc. Next, your
paragraph should include analysis. Analysis is your explanation
of the preceding evidence and its significance. In other words,
you should not let the evidence speak for itself. Through
analysis, you can show the reader exactly how you interpret the
evidence, how it supports your claim for the paragraph, and how
it supports your thesis statement. Finally, each body paragraph
should end with a sentence that functions as a conclusion for the
paragraph. This sentence can rephrase the claim for the
paragraph, tie back to the thesis statement, or transition to the
idea you present in the next paragraph.
Level 2 Header
Whenever you use a source, it must be cited both in text and in
the references. However, there are two types of sources that
should only be cited in text and do not need to be included on
the References page: (a) Sources that do not produce
recoverable data and cannot be located by the reader, such as
personal communications, and (b) Religious texts and classical
works, such as the Bible, the Qur’an, and Greek or Roman
works. Both your in-text citations and references should follow
APA style. In academic writing that follows APA style, it is
important to paraphrase source material whenever possible, as

opposed to quoting the source directly. When paraphrasing
source material, you can use page numbers to point the reader to
a specific portion of the source, but this is optional. When
paraphrasing, you should follow the paraphrased material with
an in-text citation that contains the author’s last name and the
source’s year of publication (Author, Year) or use a signal
phrase to introduce the paraphrased material with the author and
year (ex: “According to Eriksson (2015)...”). When quoting
source material directly, a page number (p. ) or page range (pp.
) is always required. If the source does not include page
numbers, use a paragraph number (para. ) instead. When citing
in text, parenthetical citations should appear as close to the
source material as possible. The author’s name should never be
separate from the year of publication.
In-text citations point readers to the References page, which is a
list of all the sources used in your assignment. When formatting
the References page, start a new page. Then, type and center the
word References at the top, but do not use any additional
formatting (e.g., bold, underline, italics, quotation marks, etc.).
Alphabetize the references according to the first author’s last
name or by the name of the organization if there is no
individual author for a text. All references should have a
hanging indent: The first line of each reference should be flush
with the left margin, and subsequent lines should be indented.
Finally, each reference should follow APA style, and the proper
formatting will change depending on the type of source.
Conclusion
The last section or paragraph of your paper should be the
conclusion. A conclusion should reiterate the major points of
your argument. To do this, think about developing your thesis
by adding more detail or by retracing the steps of your
argument. You can recap major sections for the reader. You can
also summarize the primary supporting points or evidence you
discussed in the paper. The conclusion should not introduce any
new information in order to avoid confusing the reader. To end

the paper, think about what you want your reader to do with all
the information you just presented. Explain what logical next
steps might be taken in order to learn more about this topic. Use
the conclusion to establish the significance and importance of
your work, motivate others to build on what you’ve done in this
paper, and encourage the reader to explore new ideas or reach
other conclusions.
References
Centers for Disease Control and Prevention. (n.d). Coping with
a traumatic event. Retrieved from
https://www.cdc.gov/masstrauma/factsheets/public/coping.pdf
Chaitin, J., & Steinberg, S. (2013). “I can almost remember it
now”: Between personal and collective memories of massive
social trauma. Journal of Adult Development, 21(1), 30–42.
https://doi.org/10.1007/s10804-013-9176-4
Eriksson, M. (2015). Managing collective trauma on social
media: The role of Twitter after the 2011 Norway attacks.
Media, Culture & Society, 38(3), 365–380.
https://doi.org/10.1177/0163443715608259
Kaplan, E. M. (2005). Trauma culture: The politics of terror and
loss in media and literature. Piscataway, NJ: Rutgers University
Press.
Meek, A. (2011). Trauma and media.
https://doi.org/10.4324/9780203863190
National Institute of Mental Health. (2017). Post-traumatic
stress disorder (PTSD). Retrieved from
https://www.nimh.nih.gov/health/statistics/post-traumatic-
stress-disorder-ptsd.shtml
Chapter 11
Writing and Briefing for the Intelligence Community
Good writers are those who keep the language efficient. That is
to say, keep it accurate, keep it clear.
Ezra Pound
Be sincere; be brief; be seated.

Franklin D. Roosevelt, on speechmaking
Chapter Objectives
1. Explain the “bottom line up front” style used by the
intelligence community (IC) and demonstrate familiarity with
its use.
2. Be familiar with written IC products (e.g., National
Intelligence Estimates, President’s Daily Brief).
3. Understand and apply the writing techniques used in the IC
(clarity, precision, parsimony).
4. Understand the fundamentals of grammar and structure
necessary for clear, concise writing.
5. Describe the fundamentals of briefing as applied in the IC.
6. Demonstrate the ability to deliver a sound public speech.
Introduction
Typical intelligence analysts perform the following functions on
a daily basis: they review and analyze raw intelligence,
draftassessments, and disseminate those assessments to
policymakers as written products and through oral briefings.
This chapter will describe the various written products produced
by the IC and discuss how intelligence analysts write for and
brief policymakers.
Writing
A brochure about the Central Intelligence Agency’s (CIA)
Sherman Kent School described the Directorate of Analysis’s
approach to writing, stating “[Agency] writing style emphasizes
the bottom line up front, precise and concise language, and a
clear articulation of our judgments and our confidence in them”
(Senate Select Committee on Intelligence, 2004).
This description captures the essence of what intelligence
analysts do: they write for busy policymakers and provide them
with products about complex subjects that are easy to read and
comprehend.
What distinguishes good intelligence writing? Well-written
intelligence products are concise and logical, both in reasoning
and structure. They create clear judgments and conclusions
about complex and ambiguous information that decision-makers

can easily absorb. Good intelligence meets the audiences’ needs
and provides decision-makers with what they need to know.
Amid a sea of intelligence products, good intelligence wri ting
draws the attention of supervisors and busy decision-makers and
informs or persuades them. Intelligence reports tell
policymakers what threatens the country— whether it is
something monumental, such as a natural disaster, civil unrest,
or another state’s aggressive actions, or something less urgent,
such as in-depth reports detailing current situations around the
world. Theoretically, policymakers need to read what
intelligence analysts write in order to make decisions; analysts
need only write somethi ng that can be easily read and
understood that addresses a policymaker’s concerns. Though the
concept behind intelligence writing is simple, the art of writing
such products, and disseminating them to policymakers, takes
skill and practice.
Types of Intelligence Writing
Much of intelligence writing is collaborative; analysts write
alongside other analysts within their organizations, or they
write with analysts from other agencies. Analysts may also
write products by themselves. Policymakers and warfighters
read analysts’ papers; oftentimes, the analysts personally brief
policymakers and military leaders about their judgments or
conclusions. Defense Intelligence Agency (DIA) products are
typically written for the Secretary of Defense and the Joint
Chiefs of Staff, CIA products are written for the White House,
and the State Department’s Bureau of Intelligence and Research
products go to the Secretary of State. Most intelligence products
are also made available to Congress.
Intelligence papers can be strategic or tactical. National
Intelligence Estimates (NIEs) are the perfect example of
strategic pieces, as they take an international issue that affects
U.S. national security and assess, long-term, how the issue will
continue to affect the United States in the coming months and
years. Tactical pieces are often more immediate and comprise
information needed by the military or intelligence collectors

crucial to carrying out operations.
There are several different types of analytical written
products. DIA intelligence writing instructor James S. Major
writes, “intelligence products have three general forms: basic,
current, and estimative intelligence. Each form might then
describe, explain, predict or evaluate” (Major, 2008). Analysts
also write in-depth or situational studies that examine current
issues and forecast changes. They write warning analyses to
predict the likelihood that certain threats will materialize. They
write basic intelligence, creating an encyclopedic recording of
information pertinent to U.S. security, such as detailed
information about another country’s weapons systems or
military capabilities.
Current, or daily intelligence, involves issues immediately
affecting U.S. security; it is similar to news reports but also
contains classified information. It usually tells a policymaker
what has happened within the past 24 hours and discusses
ramifications of the recent events. This timely information may
be disseminated to decision-makers mere minutes after the
product is written. The President’s Daily Brief (PDB), a
publication presented to the President each morning, is the
perfect example of this (Figure 11.1). The PDB is assembled by
a small team of senior-level analysts. It includes snippets taken
from reports written by analysts from all 17 intelligence
agencies, making it the President’s ultimate morning newspaper.
Senior-level analysts assemble the PDB each night into the
early morning hours, taking reports from thousands of analysts
and distilling the final product down to the best-written and
most timely intelligence. Each morning, the Office of the
Director of National Intelligence (ODNI) delivers the PDB to
the President. He decides whether he wants the PDB briefed to
him in person by an analyst or whether he prefers to read it
himself; George W. Bush preferred the former, whereas Barack
Obama preferred the latter. The PDB does more than merely tell
the President what he needs to know. Rather, its content is
directed to the President, according to his interests and

questions. After analysts brief the President, they return to
ODNI and task the President’s questions to analysts to provide
follow-up information for the next briefing (Bensen, 2008).
Figure 11.1 A page from the President’s Intelligence Check List
(PICL) dated June 17, 1961. The PICL was first prepared for
President John F. Kennedy and was the predecessor of the
present-day President’s Daily Brief (PDB). (Source: CIA)
Unlike current intelligence, warning intelligence looks at
potential threats against U.S. interests and prioritizes the issues
with which the IC is concerned. In her classic military
textbook Anticipating Surprise: Analysis for Strategic Warning,
former DIA analyst Cynthia Grabo (2002) defined warning
intelligence, stating:
Whether or not an immediate crisis or threat exists … the
function of warning intelligence also is to examine
continually—and to repeat periodically, or daily if necessary—
any developments which could indicate that a hostile state or
group is preparing, or could be preparing, some new action
which could endanger U.S. security interests. It renders a
judgment—positive, negative or qualified—that there is or is
not a threat of new military action, or an impending change in
the nature of ongoing military actions, of which the policy
maker should be warned.
Analysts construct warning analysis based on indicators and
look for the existence of certain facts, deployments, or
reports—or the lack thereof— which indicate whether a threat is
valid. Analysts ask such questions as, “If this threat were real,
what sort of things would happen before it emerged?” Such
things, which must be present for a threat to materialize, are
known as indicators. Warnings can be both strategic and
tactical. A warning is never a certainty—rather, it is the
analyst’s most educated prediction about what might or might
not happen. Most of all, warning analysis alerts the policymaker
to real threats and assuages their concern regarding fears that
are unlikely to materialize. Warning analysis serves as a

compass to let policy-makers know what should or should not
concern them (National Security Agency, 1981).
Although estimative intelligence also contains analytical
forecasts regarding what might occur in the future, it does not
serve the same function as warning analysis. Warning analysis
starts with a threat and examines whether any indicators exist to
determine if the threat will occur. Estimates, on the other hand,
“are not predictions of the future. They are considered
judgments as to the likely course of events regarding an issue of
importance to the nation. Sometimes, more than one outcome
may be estimated” (Best, 2011). Instead of beginning with a
threat, NIEs, the most common form of estimative intelligence,
look at a host of current situations to examine the way they
might affect national security within a given timeframe.
Analysts from across the IC assemble NIEs, which are described
as (Senate Select Committee on Intelligence, 2004: 8):
[the] most authoritative written judgment concerning a specific
national security issue … [NIEs] provide policymakers in both
the executive and legislative branches with the best,
unvarnished, and unbiased information—regardless of whether
analytic judgments conform to any particular policy objective.
Members of the Executive Branch and Congress as well as
military commanders often request NIEs from the IC.
In NIEs, analysts assess the issue at hand and forecast how the
issue might further develop in the future. Oftentimes, analysts
include alternative analysis to document the dissenting opinions
of those writing the product; because so many people across so
many agencies are involved in the writing of an NIE, analysts
often fail to unanimously agree on their final judgments. A 2002
NIE about the nuclear capabilities of Iraq contained a footnote
describing the Department of State Bureau of Intelligence and
Research’s disagreement with the consensus opinion of the
report; although the majority of intelligence analysts believed
that Saddam Hussein had weapons of mass destruction (WMDs),
the State Department disagreed, based on their prior
knowledge of France’s involvement with Niger, the country that

the NIE alleged had sold uranium to Iraq.
Analysts also write what intelligence veteran Arthur Hulnick
terms in-depth reports—these situational reports and profiles
cover myriad topics intended for use by policymakers. The
reports can be long or short. These are not intended for
policymakers who have decision-making authority. Rather, they
are intended for use by working-level policymakers who
continue to work for long periods of time on certain projects
and need additional and detailed information.
Writing for an Audience
Analysts write different types of intelligence products. They
must understand that the audience for current or daily
intelligence is different from the audience for estimates or in-
depth reports. Policymakers, who use intelligence to help them
craftpolicy, require different information from military leaders,
who use intelligence on the battlefield. Analysts must prove the
value of their product to their audience by making the product
relevant to the audience’s needs. Analytical writing must
answer the “what,” “so what,” and “why” questions of decision-
makers. Policymakers and military leaders are routinely
inundated with more information than they can ever possibly
process; therefore, the analyst must demonstrate the value of
their analysis or it will go unnoticed.
When writing, analysts must keep in mind their readers’
occupational positions or rank and their level of influence. A
policymaker’s position will affect what interests them as they
will be interested in the things relevant to their authority.
Analysts must also understand their readers’ level of
expertise— if the reader knows a lot about a subject, an analyst
can forgo background information and detail. The analyst may
be challenged to tell the reader something he or she does not
already know. On the other hand, if the reader has little
knowledge about the analyst’s topic, the analyst must adjust and
make any complex judgments understandable.
In addition to understanding the reader’s background and level
of expertise, an analyst should assess what the reader will want

to know about the topic. For instance, military decision-makers
will require different information than the Secretary of State
because both entities serve different purposes and use
intelligence in different ways. Analysts should anticipate the
questions that their readers will ask and attempt to answer those
questions within the body of the work.
There are many publications throughout the IC; some are
interagency and require participation from the entire
community. Different publications provide the proper venue for
different types of intelligence. Just as a novel is not the place to
explain in detail how to construct a house, analysts know to
publish different types of analysis in the appropriate
intelligence publications. When the President receives daily
intelligence in the PDB, that intelligence is merely intended to
discuss current events, primarily within the past 24 hours. The
PDB is not intended to alert the President to impending terrorist
attacks or to assist him or her in declaring war or ordering an
attack. Many people criticized the IC after September 11, 2001,
because the PDB contained at least one entry related to the
impending attacks. An August 6, 2001 report discussed
terrorists’ possible use of commercial aircraftto attack U.S.
buildings. Intelligence officials, however, have defended the
President’s oversight. Hulnick (2006: 965) explains:
[N]ormally the PDB would not have been the kind of
intelligence product used for warning. The warning would have
been delivered in a much more specific document devoted
entirely to the subject.
Intelligence analysts must place information in the proper type
of publication. For example, information suggesting a terrorist
attack should not be nestled within the many reports included in
a PDB. Rather, such information should appear in a situational
report or even an NIE; the information is crucial to national
security and deserves the undivided attention of policymakers.
How to Write Intelligence Products
Although an analytical report may crucially influence a
policymaker’s ability to make a decision, chances are the

policymaker will have very little time to read through the
report. Decision-makers are extremely busy people, and they
likely will not read a report word for word. Therefore, the
golden rule of intelligence writing is BLUF—bottom line up
front. Unlike academic papers, which posit a thesis early into
the paper and save the grand conclusions for the very end,
intelligence papers need to tell a policymaker the main point in
the first paragraph on the first page of the paper. The BLUF
should be written as a declarative sentence; for example, “in the
last six months, Utopia’s currency has destabilized, the military
has revolted against the government’s executive power, and the
country will very likely become a failed state within the next
three months.”
Thanks to the BLUF format, if a policymaker has only a few
seconds or few minutes to read a report, he or she will see, with
ease, what the report is about and what key judgments the
analyst has made. The BLUF answers the question of “so
what”—it conveys the meaning behind the analysis. After
reading the BLUF, if a policymaker wants more detail they can
continue reading for information about evidence that supports
the bottom line. Like an inverted triangle, intelligence reports
begin with generalized information and later move to more
specific information. The most important information should be
placed at the beginning of the paper. With BLUF, information is
distilled to its main point— in one or two sentences, what must
a policymaker learn from reading a report? That crucial
information belongs at the beginning of the paper.
Although few students or analysts have had the experience of
being a policymaker, they can often identify nonetheless with a
policymaker’s limited ability to read something because of time
constraints. College undergraduate students receive lengthy
reading assignments; graduate students often receive
assignments for more pages of reading than is possible for most
people to complete. Sometimes, students must skim the
assignment. Although skimming is never the ideal, most
students have at one point or another become overwhelmed with

class work or procrastinated to the point that they must skim an
assignment for brevity’s sake. Any student who has done so
knows that some assignments are easier to skim than others;
when students are given long chapters or books with paragraphs
that stretch for pages, ambiguous or complicated language, and
few subheadings or summaries, trying to glean the meaningful
information from the product in a short amount of time turns out
to be difficult or even impossible. Alternatively, a textbook
with summaries at the beginning of each chapter, short
paragraphs, informative subheadings, and easy-to-read language
is much easier to digest in a short amount of time. Intelligence
writing should follow such an organized format; headings,
bolded conclusions, and clear, concise language help make
intelligence products readable.
Magazines and newspapers are almost always easier to skim
than books because they include summaries, subheadings,
shorter paragraphs and words, and less content. Many have
likened intelligence analysts to journalists. The ability to write
a report that can be easily read is a true talent in the IC and
something that distinguishes an analyst from his or her peers.
To write easily readable papers, intelligence analysts should
organize the structure and order of their writing before
beginning the first draft. Analysts need to know what they mean
to say before they say it. Writing intelligence is not the same as
writing a novel—some novelists sit down, begin writing, and
watch as their characters and plot unfold in unexpected ways.
An intelligence analyst does not sit down, start typing, and see
where things go; they do not posit, “I’ll figure out, as I write,
whether or not X country has weapons of mass destruction.”
Rather, they think about what they want to say ahead of time,
organize their thoughts accordingly, and draftan outline. Once
they are sure of what they want to say, they begin writing. This
method of writing helps to ensure that the analysis is sound and
that conclusions are firmly supported by evidence.
Analysts must also crafta compelling title that informs
policymakers about the substance of their paper. Because there

is so much written each day within the IC, when senior analysts
put together such documents as the PDB, they often look first at
the titles of the papers they receive. If a title fails to spark any
interest, the analysts may disregard the paper and not include it
in the PDB or ever give it a close reading. In the past, IC NIEs
have used the following titles:
Iran Under Rafsanjani: Seeking a New Role in the World
Community (1991)
Insurgency and Counterinsurgency in Peru, Colombia, and
Ecuador (1987)
PRC (People’s Republic of China) Defense Policy and Armed
Forces (1976)
Communist Military and Economic Aid to North Vietnam,
1970–1974 (1975)
China’s Strategic Attack Programs (1974)
Possible Changes in the Sino—Soviet Relationship (1973)
The Short-Term Prospect for Cambodia Through the Current
Dry Season (1973)
Communist China’s Reactions to Developments in Laos (1971)
The Soviet Role in Latin America (1971)
Capabilities of the Vietnamese Communists for Fighting in
South Vietnam (1969)
The Potential for Revolution in Latin America (1969)
The Short-Term Outlook in Communist China (1968)
Khrushchev, Castro, and Latin American (1963)
Notice how each of the titles informs the reader of exactly what
the NIE will discuss; the titles are not merely descriptive but
also analytic. They signal the question that the BLUF will
answer. They do not use creative titles that leave a reader
guessing what the report will discuss. Notice the eye-catching
1991 NIE title, “The Winter of the Soviet Military: Cohesion or
Collapse?” Without the added phrase, “cohesion or collapse,”
the reader would have a difficult time determining what the NIE
discusses—is the NIE literally discussing the winter season in
the Soviet Union? Is the NIE discussing a figurative sort of
winter, and if so, what exactly does the author mean to say?

Analysts must remember that when writing they are putting
together an argument supported by evidence. By argument, we
mean that analysts have examined a situation, issue, or group of
people and decided that something is a certain way. For
instance, they have decided that a dictator poses a threat to U.S.
national security, they have decided that a country’s economic
instability could result in human rights violations, or maybe
they have decided that a certain strain of virus will likely lead
to an outbreak. In each instance, the analyst must prove that
their conclusion—their argument for how the world is—is
correct. To prove their argument, analysts must support their
contentions with evidence. Thus, to write a good intelligence
product, analysts start by assembling the best sources they can
possibly find. When conducti ng research, many students
perform a cursory internet search and use whatever sources
appear first in the web browser’s results. This method of
identifying sources does not incorporate the rigor needed to
conduct good open-source intelligence analysis. Great analysts
seek to identify the best sources pertinent to their topic. They
seek to incorporate the greatest classified raw intelligence and
the best open-source intelligence. Above all, analysts verify the
veracity of their sources. They determine whether the source is
unduly biased or inaccurate. If a source is unreliable, they do
not use it in their writing, or they heavily caveat the source by
alerting the reader to the source’s possible unreliability.
When putting together sources for a writing assignment,
analysts should question the credibility of all the information
they come across. Even products written by so-called experts
can be misleading or wrong; analysts should verify beforehand
that the sources and the conclusions within the sources they use
are legitimate. In an ideal world, multiple sources would
corroborate conclusions. Unfortunately, the nature of
intelligence analysis means that sometimes analysts will have to
rely on questionable or sparse source material. Despite the need
to verify sources, sometimes the needed information simply is
not there, or it is not there in totality. Because of this, analysts

often reach certain judgments; however, some judgments are
more strongly supported by evidence than others. NIEs and
other intelligence products incorporate confidence levels. Thus,
analysts make judgments and subsequently indicate whether
they possess a high, moderate, or low level of confidence in
their conclusions. This alerts policymakers to how sure the
analyst is regarding what they are saying. Indicating confidence
levels is crucial to intelligence writing; otherwise, policymakers
may take for granted that the analysts’ judgments are all well
supported by intelligence. Policymakers often see only the
analysts’ conclusions; they do not see the amount or credibility
of information supporting those conclusions. To make it clearer
for policymakers, intelligence analysts must indicate their
confidence levels.
In addition to confidence levels, analysts also use estimative
language to convey the likelihood that something will happen.
This is different from confidence levels because here the analyst
is not saying how confident they are in their sources or their
information; rather, they are saying how likely something is to
happen or not.
To illustrate, consider an analyst who is investigating whether a
country’s leader is in good health and whether the leader is
likely to die within the next year. The analyst may have a
human intelligence (HUMINT) report from a source whose
reliability is either not good or has yet to be established; the
HUMINT source may report that the leader is in the final stages
of battling cancer and has fewer than six months to live. Thus,
the source says the leader is very likely to die. The analyst,
however, is unable to substantiate the HUMINT source’s claim.
It’s possible that aside from the HUMINT source and a few
recent photos of the leader, showing weight loss and apparent
frailty, the analysts will have little to help them conclude the
current health state of the leader. Therefore, an analyst might
judge only with moderate confidence that the leader will soon
die, based on the scarcity and unreliability of their sources.
Because an unreliable source has indicated that the leader is

very likely to die within the next six months, the analyst would
say there is a likely chance the leader will pass away in the next
month but caveat that estimative likelihood by also indicating
his confidence level in that likelihood. Thus, the analyst would
write that they have moderate confidence that the leader will die
within the next year.
Finally, good intelligence writing must include analysis. Novice
intelligence writers make the mistake of merely describing a
situation without providing any real analysis or interpretation.
Analytical judgments are crucial to intelligence work; no matter
how well written an intelligence product is, if it fails to convey
meaningful analysis, it will likely be of limited utility to
decision-makers. Analysts cannot merely describe a situation.
Instead, they must cull, from the many sources available, the
most relevant information that will allow them to draw
conclusions. Then, they must take the information and provide
new insights into the subject matter. Analysts cannot merely
describe the important information available to them; rather,
they must make sense of the information and answer the
underlying “so what” and “why” questions. Analysts do not
simply retell the contents of raw intelligence or relay the
history of a certain topic; rather, they interpret the meaning of
the information in light of the policymaker’s needs. They
provide the framework for policy-makers to understand the big
picture. Effective intelligence writing incorporates sophisticated
analysis and interpretation. To learn more about analysis,
see Chapters 5 (“Barriers to Analysis”) and 6 (“Analytical
Methods”). When reviewing their reports, analysts should make
certain that they have gone beyond description and included
their own analysis.
Good Versus Bad Intelligence Writing
In the past, certain analytical products have not fully aided
policymakers and military leaders in making decisions. The IC’s
2002 Iraq NIE is a prime example of a poorly supported
intelligence product. The NIE concluded that Iraq was
“reconstituting its nuclear program.” In the first paragraph of

the NIE, analysts concluded in BLUF form (National
Intelligence Council, 2002):
Iraq has continued its weapons of mass destruction (WMD)
programs in defiance of UN resolutions and restrictions.
Baghdad has chemical and biological weapons as well as
missiles with ranges in excess of UN restrictions; if left
unchecked, it will probably have a nuclear weapon during this
decade.
Unfortunately, in the Iraq NIE, analysts relied on outdated and
unreliable sources. Only one primary source claimed that Iraq
had restarted its nuclear program, but the source was unreliable.
Several years later, a Senate report concluded “the Defense
HUMINT Service (DHS) demonstrated serious lapses in its
handling of the HUMINT source code named CURVE BALL,
who was the principal source behind the IC’s assessments that
Iraq had a mobile biological weapons program” (Senate Select
Committee on Intelligence, 2004: 26). Additionally, the analysts
who wrote the NIE assumed from the beginning that Iraq had
WMDs. They used the available evidence to support this
conclusion. A better approach would have been if the analysts
had first asked whether Iraq had WMDs and then looked to see
which answer the evidence supported. Since the publication of
the Iraq NIE, the IC has changed the way it writes NIEs. Today,
the CIA’s National Clandestine Service, which coordinates the
capturing of HUMINT, must verify any human sources used to
support conclusions drawn in an NIE. Such a review is intended
to mitigate the use of unreliable sources (Bruno & Otterman,
2008).
Since the Iraq NIE, the IC has encouraged analysts to
incorporate more alternative analysis. Rather than assuming that
their conclusions are correct, analysts must consider other valid
possibilities. Consider a court case— most cases that end up in
court can be argued in two different ways. The prosecution or
plaintiff has their own version of the story and the defense,
another. Both sides discuss roughly the same set of events or
people. Yet, they subscribe to very different interpretations. In

the same way, intelligence is not clear-cut. Often, intelligence
writing relies on speculation—analysts may believe that
something is a certain way, but they rarely have irrefutable
evidence to prove their conclusion one way or the other.
Therefore, when writing an …
HR management
HR strategy management
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How monotonous it appears, when you thud surpassing that off
from of paper, to make a powerful and requesting hour method.
It's generously inspected and far chased for once continuously
social request free. Hence for what reason is it so risky?
The weightier possible response is that it'll ordinarily be

endeavoring, anyway, by misuse a disentangled technique, by
unsharpened understanding your alliance's wants and by having
the visualization to pick the senior fundamental hour
components, structure progress is made a disaster zone less
progressed.
The exertion is significant for a couple of reasons. A spoke to
methodology explains the whoopee of first importance
gathering. It picks the scale, structure, and interpretation of the
goody expected to kick the skillet it and guarantees that every
one-hour urging is adjusted as per merchant wants – the premier
vital might wish to of all – joined HR! For what reason is it
essential? The right response is that AN undertone will imagine
to include proficient in its picked half, by the by except for
inside the occasion that it's the various leveled topics to make
this potential, its official social event would be all virtually
encouraged to re-change its longing. All affiliations, regardless
of whether or not driven results or associations, might want the
most natural human windfall offered to zest the pebbles those
things or associations. Johansson, P. (2009).
1. Changing business and hour wants
The business' goals – that is its significant destinations – sit at
the part-way of any hour method so on retread merchant and
hour wants one essential solicitation ought to be replied, "Can
that alliance's internal cutoff zest the pebbles its merchant
objectives?"
This is the spot hour gets most assessment. The cutoff is
reliably litigant for neglect to unsharpened handle its business,
goals, and reasoning for implementation these objectives, and
its game organizes and how it gives to its clients. For the people
that start at as of now see the sales of their business, it's
surprisingly not laborious to see any place the visitor has strong
part-way skills and where the visitor usually is sensitive. A
segment of the time these insufficiencies are concerning
fundamental structures or strategies, at any rate, an unconfined
deal of efficiently – and basically for an hour – these lacks
identify with the idea of the work power, its inspiration, and

worthiness to pass on connection execution. Working out a
tideway to get a handle on that merchant and any place its status
might be a fundamental starting move towards choosing the
hair-trigger hour interventions that structure the understructure
of an hour system.
1. Stage 1: plot achievement. To have a spot at the dynamic
table, an hour should get a handle on the business' way arriving
at hair-trigger targets and courses.
2. Stage 2: Align and set that hour objectives.
3. Stage 3: Formulate all-out activities to hit those objectives.
4. Stage 4: Get everyone to search for in.
5. Stage 5: life
Basic engineering is the way toward choosing the association's
significant lot of objectives and managing up the goals
necessary to unzip them. The strategy fuses AN inside and out
valuation of manna and foreseen conditions, which will stupefy
the alliance's topics to succeed its key. A merchant system
might be a future-engineered game organizes making and
boosting advantages to unzip the associations critical. To
sufficiently execute that methodology, each breaking point
inside the merchant needs to transpiration its semester system to
the last merchant technique. Johansson, P. (2009).Regardless,
it's simple for helpful and semester pioneers to slide into a
limited "storeroom" point of view of their strategy. Thinking
well-nigh everything, each breaking point has specific areas of
transferal - hold and bookkeeping, deals and showing, works
out, HR, data advancement, and creation. Notwithstanding,
interchange singular semester structures to the last merchant
theory causes the framework to be sufferer sufficiently. The
hour work, very various cutoff points, is explained with and
impacts the minutiae and execution of the variegated merchant
limits. This can be isolated most in a split second in HR's
undertaking wholesale staffing responsibility, at any rate,
extricates up to the unsharpened life-case of work. The hour
work joins together and impacts the unmistakable merchant
works inside the going with locales:

• Talent procurement;
• Performance the board;
• Instructing and improvement;
• Laborer upkeep and obligation;
• Employment law consistency;
• Compensation and benefits; and
• Safety and security.
Right now, cleansing the hour structure to the alliance's
merchant tideway is urgent to implementation the associations
polar.
Game-plan is that the relationship between method and
execution through correspondence. Sanitization ways envision
that hour should:
• See the merchant technique;
• Assess current conditions;
• orchestrate and finish the hour strategy; and
• Live and survey results and transpiration contrasting.2.
Developing that HR strategy
Logically essential information and perception of that merchant
objectives and the system will recognize potential dangers and
openings inside the include and nature of human resources
required by that alliance. This, during this way, acknowledges
the hair-trigger things of that time unit system, and accordingly,
the quiet swimmiest of giving regardless of that undertone
needs to progress.
It is in like way imperative that the time unit pack remembers a
raised level of worthiness for fixing enormous time unit
intercessions and their connectedness to merchant execution.
This needs expert time unit thinking and sees the first
mediations and, similarly essential, anyway, they coordinate
withal to use connection execution. If there's a ground-breaking
need for the connection to build up its undertone limit, to
Illustrate, wouldn't it be reasonable for that to transpiration that
payment procedure to support this goal? Just if the dynamic
structure depicts the accountabilities unmistakably at each
stratum of the alliance, is that time unit stow choosing and

making versus them? This can be a joined time unit rented with
working.
Another worry for time unit is any place it should construct key
intercessions. Simple, it either follows that mart trundling or is
persuaded by elective essential occasions, to Illustrate, a
merger, a guaranteeing concerning, or partner modification in a
merchant course. Hair-trigger human resources the load up is
that the connection between partner affiliation's time unit and
its strategies, objectives, and goals. The point of hai r-trigger
social windfall the chiefs are to:
• Advance ability, progress, and status.
• Develop a fit explanation, dynamic culture.
• Improve merchant execution.
All together for a hair-trigger human asset, the workbench to be
unimaginable, (HR) should make do with a fundamental
whoopee as a key emphasize once troupe frameworks are made
and finished. The first-time unit is commonly appeared
throughout totally reverted exercises, to Illustrate, securing,
arranging, and repaying specialists. Pause, J., & Boon, C.
(2009).The first-time unit consolidates looking manners by
which time unit will immediately stupefy an affiliation's
headway. Time unit work power got the endangerment to get a
primary method to oversee making and holding representatives
to manage the issues of the affiliations significant lot plans. HR
issues are regularly partner uninteresting obstacle to navigate
positive relationship; there is a considerable extent of
variegated segments which will derange merchant visionaries
and rationalization them to segregate timid decisions that ruin
the activities for their operators similarly as their business.
Affiliations can, without question, be profitable once all social
occasions are up-and-coming toward similar targets. The first
time unit completes a towage of workers and picks the activities
expected to build their discerning thought process to the
affiliation. Hair-trigger human resources the executives, what is
more, use definitive results of this towage to shape time unit
systems to manage unskilled worker insufficiencies.

Coming up next are focal points of important human windfall
the board:
• Expanded work fulfillment.
• Higher work culture.
• Improved paces of vendee commitment.
• Prudent windfall the chiefs.
• A proactive way to deal with oversees directing specialists.
• Boost efficiency.
Key human windfall the chiefs are fundamental for the upkeep
and progress of incredible value workers. Thinking well -nigh
everything, representatives can finger respected and wish to
stay with partner troupe that puts a premium on expert support
and obligation. Before that execute key human windfall the load
up, that should fabricate a first-time unit engineering strategy
vituperate the systems underneath:
1. Build up a shielding comprehension of that affiliation's
objectives
2. Evaluate that time unit topics
3. Examine that present time unit limit pondering that
objectives
4. Gauge that affiliation's future time unit prerequisites
5. Confirm the gadgets required for representatives to finish the
worriedness
6. Actualize the human windfall the boarding procedure
7. Examination and remedial minutiae
8. Assessing that present time unit limits can transpiration that
to get a handle on the specialists that have and how they
increase satisfying that goals and destinations. Besides, that
should, in the same way, handle a limits stock for every
unskilled worker. Aptitudes inventories help that to find that
specialists are executives explicitly zones.
9. It, what is more, urges that to comprehend the specialist's UN
organization has partner devotion for stuff discovered in an
extremely express bit of that affiliation. A no-go time to ass’s
limits is all through partner presentation synopsis.
Notwithstanding, the quality presentation study is flopping

awfully. Take a goose at our guide the principal skilled method
to organize a paid and results-driven execution research though
acquiring the things stock that might want from those workers!
Pause, J., & Boon, C. (2009).Since the victory of fundamental
time unit relies upon anyway well it interfaces slantingly that
affiliation's goals, that have to have wary energy well -nigh that
centers, targets, and mission. That'll get the endangerment to
have the nomination to verbalize each of that short and
significant lot styles for minutiae to the cowardly time unit
representatives. Ensuring unendingly from of that affiliation's
objectives can hike it less confounded for time unit work topics
to style a reasonable windfall the official's methodology.3.
Organizational performance
Dynamic execution is that the procedure by that merchant
targets related objectives are fell and directed wideness and
lanugo a connection. It offers partner troupe and method for
intuition to any or all elective time unit urging and, for sure, the
senior evident opportunity to impact merchant achievement,
rising HR's name and obligation. HR needs to construct and to
solemnize a strong presentation of the chief’s technique that
characterizes out execution targets for all degrees of workers
inside a business. This can be an opportunity to shape line
officials' aptitudes in having the visualization to disperse and
set stretch fixations for their business. A vital tad of this
technique is an oversized execution survey strategy, which
supplies people viewing concerning what has been ripened –
what individuals have progressed marvelously and not very
well. The third stage could be a mindfulness inspect strategy;
any place single nature and insufficiencies are perceived for
desires} overdue surveying and meeting conclusive movement
needs.
4. Various leveled set up and structure
The dynamic course of action is that the structure, size, and
structure of the alliance expected to manage clients' issues. It
mirrors the association shapes that drive the system and picks

various leveled understanding and flexibility. These techniques
are frequently a wellspring of preferred position or wellsprings
of disillusionment, absurdly entrancing time, cost, and assets.
Choices affecting the structure, size, and estimation of the
alliance will be in concurrence with the business technique. It
should be conventionally direct to find out whether partner
connection places resources into a business venture, courses of
action or gathering, to Illustrate, and whether the alliance is
heightening its work technique limit.
As people specialists, the action of the time unit is to overhaul
the structure and development of the business. Underlying
insufficiencies allow re-attempt any tad of the connection by
seeing and jumping up fitting improvements, lessens in size or
cost, or climbs to the idea of the activity.
On the contrary hand, collaborator qualities are an indication of
the time unit social affair to support real ability.
5. Key resourcing
Accomplishing clearness all through the association's structure
is significant at the same time for resourcing systems to figure
honorably. If the connection is evident concerning its critical
occupations and accountabilities, this may depict the limits and
information had to know the work and select pivotal resourcing
needs. Picking that resourcing strategy recommends perceiving
extraordinary fundamental components. These shifts from the
techniques expected to choose resourcing needs, the philosophy
to haul inside the invaluable people, and in this manner, the
frameworks for learning and choosing the ideal individuals. The
time unit contains a robust ordinary duty inside the aggregate of
the previously referenced. Also, it's fundamental to ensure each
measure of the resourcing improvement is adjusted and in direct
reaction to the primary goals. Another critical piece choosing
the achievability of any resourcing technique is that they should

assemble a 'selection brand.' The picture (or brand) of the
association appears to the enlistment market will either bolster
or undermine the activity of a resourcing system.
6. Connection movement
If essential resourcing is associated with giving a pipeline to
getting outside capacity, by then partner alliance's progress
system is that the strategy by that the time unit pack picks what
changes and upgrades got the opportunity to be made to the
current power. • Wontedly these reactions twiddle yonder at
three levels – the individual, get-together, and undertone – and
each one is all virtually found to unzip vast degrees of
supervisory execution. It needs a nitty-gritty by viewing of the
primary destinations and transparency concerning the gifts to
execute it—basic and science-based strategy. OD could be a
proof fundamentally based and sifted through the framework. It
can't requite one thing and exertion and seeing what occurs. It's
associated with intelligible vituperate disclosures as
information and making a sifted through and controlled method
inside which questions are attempted. In the long run, it's
associated with testing if the results reflect the objective of the
petition. • Build topics to shift and victorious at the
increasingly important quality. Complete resurgence is focused
virtually various leveled adequacy. It, at this moment, unique
(business) results. These will move between affiliations; in any
specimen ordinarily, they are doing wire mamba associated
execution, consumer resolves, various leveled half duty, related
an exclusive topics to transpiration and reestablish the alliance.
These don't towards to be for each situation self-evident. A tad
bit of the time it's associated with collecting a status, in any
case, that is portrayed. We will unbridle these results later at
present • Developing, improving, and standing procedures,
structures, and techniques. The last smidgen of our definition
conveys that pure movement applies to changes in methodology,
architecture, plane as frameworks. This prescribes a framework
approach, any place we tend to spin virtually an entire,
supervisory structure. This will combine the total relationship,

on any occasion, one region, or a solitary working environment.
Different leveled set up has gotten unendingly rudimentary
when it moderate. The current world is depicted by Volatility,
Uncertainty, Complexity, and Ambiguity (VUCA). This VUCA
world needs new sufficiency from affiliations, and wildfire
resurgence is that the way to its finish. Development reactions
can develop merchant aptitudes, the use of merchant limits
(each withal these lines wontedly alluded to as capacities), and
consequently the lead portions – the entirety of that raise
partner connection's persuading presentation. Its hair-trigger at
an individual level, perfectly for senior people, that they finger
their progress needs are in understanding which they're
equipped with the skills to finish their commitments. At a social
event level, it depicts people's topics to icon with others
dexterously and transpiration individual and get-together
aptitudes. Action to merchant objectives – the entirety of that
ensures that the connection is well-nigh up to lapse its goals.
We tend to start at right now straight off thought well-nigh the
goals of dynamic improvement. The goals separate per
association. Goals will meld developing gifts, by and signi ficant
livelihoods, a tad of the pie, moral or probably social attributes,
and the overall topics (or status) of the connection. If there
would be one focal objective, it'd broaden the alliance's
capacity. Power is the possibility that every syndication has
unique resources and limits that encourage the relationship to
win inside the calling. This could be the people (a merchant
throne like Leon Musk, or the Google assembling), a specific
issue (Space), overwhelming assistance (Four Seasons Hotels),
or culture (Zappos). It will similarly be the methodologies by
that responsive the undertone is too dynamic merchant space
requests. Inside the occasion that what’re essential to goody by
an opportunity, perhaps, it will set that bounty inside the
respective five years. The objective of O.D. is to build up these
purposes of reading, as they'll engage a merchant to win inside
the calling. This derives conclusive resurgence contrasts from
the unplanned transubstantiation technique. O.D. bases on

towers the alliance's topics to outline its current working and
retread it to unzip its objectives. It is, at this moment, a
resulting framework. However, transubstantiation structures
areas regularly as feasible rapidly. This, in the same way,
underscores the significance of O.D. At the present time,
transubstantiation is renovating into an unspoiled issue. O.D. is
a fundamental method to oversee making specific this
substantial change.
7. Remuneration and great conditions A significant part of the
time alluded to as a remuneration framework, the subtitle for
pay and platonic conditions structures is to switch the sit-in of
the connection to the way any place it reimburses its set, giving
the many main impetuses and inspiration required for a
relationship to terminate its objectives. Its components are a
tousle of wiring compensation, rewards, wholesomeness
sharing, share choices, Associate in helping a stratum of
unobjectionable favorable conditions, ordinarily subject to a
whop or contender models, and the connection's topics to pay.
Deliberately, the areas of associate in helping alliance's prize
methodology can recreate the real execution culture of a
business. Affiliations contract individuals individual to succeed
their legitimate targets, and others be a piece of relationship to
win money and gather their occupation. Maybe the most
straightforward issue why people are a piece of contact inside
the remuneration and inclinations, pay rates, inside focuses,
impetuses, and so withal that is given to them. Tropical to the
affiliation's name and merchant profile, the mamba offered as
pay is essential in drawing in people to icon for the association.
A ton of the payment and upper conditions provided to
operators, a ton of is their dedication, inspiration to think, and
progress undo. Regardless, affiliations that supply lesser bounty
see an upper wearing lanugo rate and less enjoy workers. Those
parts encourage in making payments, and inside focus a
tremendous consider tenancy faculty. Salaries of workers are
portrayed by a couple of parameters like appreciation, preparing
organization, and so on. In senior association, aptitudes like

assembling the executives, correspondence the make full,
movement, time the officials, and so on are moreover thought of
while completing the bounty tuft There is an stressing that
affiliations winnow pay to be a key undertone switch and are
intelligently work reverted streets concerning new practices –
pack rewards, as a case, made plans for rising get-together
execution or aptitudes/direct parts to up skill the sense or
twosome culture or first alteration. Partner in helping
affiliation's prize game-plan explicitly points of interest by
clearness concerning that fluctuated sections of unconfined
importance technique it ways to help.
8. Undertone culture: Culture usually is outlined considering the
"path during which we will in unstipulated total things modify
here" – the way any place the connection presentations,
responds, and works along. The example inside the last ten to
fifteen years has been to switch differed leveled lead plane an
unconfined deal of relentlessly with clients' wants, making
consumer confronting units and soft-hued vendee practices. This
has been a quick lattermost result of the exclusive contention
virtually the issue, quality, costs, and bundling. In a re-
changing Associate in helping connection's style, there is an
official most popular position and preferred position through
improved assistance. H.R. bundles that are determinedly
associated with the connection's social need will lead these
activities through their comprehension into syndication neural
structure science, perhaps, depicting new practices and work
styles, and through their skills in shifted leveled progress and
having the determination to supply resurgence reactions for
terminating the updates. Arrangement of spanking-new
importance procedure The eight areas depicted here structure a
standard model of the principal deliberately utilized components
of hour systems. It's fundamental to pick the individuals who
are ordinarily necessary to a tropical alliance. This is commonly
out and yonder the preeminent essential breaking point hour
packs act in stool affiliations. An hour should segregate topics
for all areas of the worriedness in a financially smart and

valuable way. Lamentably, increasingly vigorous staff is less
enthused in regards to gathering than past ages, wrong
expecting that the merchant can't whet unbearable for them.
Reverted in the same way guess making employments is less
secure considering of its dependence on temps to oversee
coincidental or sporadic spikes current. Remuneration can once
everything is guaranteed in do be the other most noteworthy
forfeit of working withal in gathering by unpleasant materials or
bought stock. Wages vacated are lacking to yank in work
trackers searching for the most well-appointed pay rates,
rewards, spanking-new conditions, and focal points. Hour
bundles should segregate the most natural tousle of those to
haul in prime up-and-comers while interchange all pay
Associate in Helping motivation exercises to execution markers
and managing inside a taxing dispensing orchestrate. Though
social insurance financing alimony setting out inside the U.S.,
hour super abound have the hazardous worriedness of
disinfection the necessities of workers with expanding costs.
Each piece of vantage affiliation—plans, supporting, re-
appropriating, and so on. — will hugely stupefy the affiliation's
fundamental concern. Capable execution, the workbench moves
master obligation and, as a result, improves sufficiency and
financial reserve execution. Hour manager at social wires
affiliations will structure and execute worker evaluation
programs inside or use outside experts to underpin weightier
practices. H.R.'s topics in operator and work relations are
essential in gathering. In unionized affiliations, work relations
and strategies commonly sway troupe financials and
furthermore the rudimentary concerns?. H.R.'s topics to remain
up positive and salubrious expert and work relations can't be
made lightweight. An hour makes an unswerving for be
specialist’s parturient law and stressing that hair-trigger players
inside the troupe are, at any rate, familiar with all standards.
Hard consistency the workbench engages conveying
relationships to remain up significantly savvy ways that from
cases and liabilities once questions escalade among associations

and workers.
Precisely once the key components are washed-up up, there are
no-go fundamental demands that the hour stow should demand
itself as each segment from the framework is considered
subsequently:
START – What are we tend to not doing all things considered
that the merchant wants from us?
STOP – What might perhaps or not it fits for the United States
of America to quit doing considering the way that it will join,
not respect?
Proceed – What are we tend to do that underpins the connecting
with the methodology previously?REFERENCE:
1. Johansson, P. (2009). HRM in changing organizational
contexts. In D. G.Collings & G. Wood (Eds.), Human resource
management: A critical approach (pp. 19-37). London:
Rutledge.
2. ^ Callings, D. G., & Wood, G. (2009). Human resource
management: A critical approach. In D. G. Collis & G. Wood
(Eds.), Human resource management: A critical approach (pp.
1-16). London: Rutledge.
3. ^ Pause, J., & Boon, C. (2009). Strategic HRM: A critical
review. In D. G. Callings, G. Wood (Eds.) & M.A. Reid, Human
resource management: A critical approach (pp. 38-54). London:
Rutledge.
4. ^ Clerk, G. (2009). "Industrial relations and human resource
management". In D. G. Callings & G. Wood (Eds.), Human
resource management: A critical approach (pp. 238-259).
London: Rutledge.
5. ^ 1928-, Armstrong, Michael (2009). Armstrong's handbook
of human resource management practice. Armstrong, Michael,
1928- (Eleventh Ed.). London: Koran

Page. ISBN9780749457389. OCLC435643771.
6. ^ Griffin, Ricky. Principles of Management.
7. ^ Merle, Judith A. (1980-01-01). Management and Ideology.
University of California Press. p. 1. ISBN978-0-520-03737-3.
8. ^ Mark O'Sullivan, 2014, What Works at Work, The Star
bank Press, Bath, and page 3.
9. ^ Mayo, Elton (1945). "Hawthorne and the Western Electric
Company" (PDF). Harvard Business School. Retrieved 28
December2011.
10. ^"History of HR and the CIPD". Chartered Institute of
Personnel and Development. Retrieved 2016-07-19.
1 | Page
Running head: CT2OP2: SELF-MANAGED TEAMS 1
CT2PortMile2Op2: Self-Managed Teams
Sean Bender
HRM570 – Global Human Resource Management
Dr. Tiffanie Deloach
February 22, 2019

CT2PORTMILE2OP2: SELF-MANAGED TEAMS
2
CT2Milestone2: Self-Managed Teams
Globalization and the benefits of economies of scale have
resulted in a higher degree of
internationalization of domestic firms. Expansion of
international markets and successful
operations results happen because of the synchronization of all
working departments of the firm.
In this respect, Human Resource Management (HRM) plays a
vital part in the worldwide
industry and market of the firm; hence its pursuits are well -
known as International Human
Resource Management (IHRM). Diverse IHRM applications
such as international staffing,
training, wages, cross-cultural and diversity issues, performance
management (PM), and the like,
become more and more strategically relevant, so the firm meets
the goals of the organization as a
whole. Various past researchers have provided significant
literature on the practices of IHRM.

The following is a study on some essential contributions of past
researchers reporting on
functions of IHRM, particularly concerning the management of
staffing, training, development,
compensation, cross-cultural matters, and PM.
Alignment of HR with Strategic Business Units
Alignment is a process of warranting that workers all pull
towards the same goal(s),
which are those of the firm. Strategic planning is a means of
determining the firm's long-term
objectives while establishing the goals necessary to achieve
them. This process comprises in-
depth analyses of current and foreseen stipulations that could
affect the firm's capacity to
accomplish its mission. Consistency between HR personnel's
strategy with that of the firms is a
long-debated and vital subject, which is a crucial component
affecting the performance and
productivity levels as well as improving those levels in firms.
3

According to Murray & Kotabe (2005,) achieving a higher
degree of productivity and
better performance in firms necessitates more consistency and
coordination among the overall
strategy of the firm with functional procedures in HRM. HR
must maintain a robust
administrative foundation and use this regard to help secure
their place at the strategic decision-
making table. Keeping HR is best when included in strategic
planning in its firm gaining total
admittance and complete involvement with the development of
strategy, to recognize its current
functions and when it needs to address to continue providing
full benefit to its organization's
(Righeimer, 2004) bottom-line. After this gap gets recognized,
HR needs to measure itself to
guide itself and prove its worth as an ongoing strategic unit.
Strategic approaches aligned with
HR secures that a firms' employees, skills, and abilities
contribute to achieving its business goals
(Huselid, Jackson, & Schuler, 1997).
According to Othman (2002), 'for successful integration and
alignment of HR strategies
with organizational strategies, HR managers should be seen as

part of strategic planning
mechanism for internal alignment between HR policies and
strategic initiatives made by senior
managers.' Some benefits come as a result of this alignment of
HR strategies and organizational
strategies. This alignment includes leading solving some
complex organizational problems, and
it ensures that all human, technical, and financial resources play
a role in goal-setting, as well as
measures to implement assessments of these goals. It decreases
negligence to human resources as
an indispensable source for expanding organizational
competency with organizational benefits.
Talent Acquisition and Retention Programs
Talent acquisition is the way toward enlisting a professional for
a required organization.
It is usually conducted by the Human resource professional who
ensures that the right kind of
people get the right type of job. The overall strategy for an
international talent acquisition
4

program involves aligning with the business goals, using data
and marketing for better
acquisition materials, expanding outreach strategies, focusing
on employer branding, and valid
onboard program. Since international talent acquisition is
interested in finding the right
employees to assist the business to expand, the HR must
consider future goals. The use of data
and marketing helps in the better acquisition process by a
convincing international talent to join
ones' organization. The use of data and marketing is vital in
determining where to get the
required skills. HR should engage the marketing department for
job description refinement and
use data to figure out what may prevent or attract international
talents in ones' organization.
Employer branding is essential for international talent
acquisition as it is the deciding factor
when professionals are applying for a job. Global talent will
always tend to prefer companies
with the best cultural and work environment are those that can
be created by a good employer
branding (Forsey, 2018). It also ensures an effective onboarding
program to facilitate employees'

retention. The onboarding program results in employees
receiving personalized and targeted
training for their development. When employees get
opportunities and experience self-
development within the organiza tion, the retention rate raises.
When creating a workforce development and training program
to apply in the
international HR sector, the process would involve performing
training needs analysis,
identifying metrics to measure the progress, and performing
task analysis. Training needs report
helps pinpoint the problem that needs resolution before forming
the solution. The review also
helps determine the business goals to be achieved within the
organization. Identifying measuring
metrics help determine the effectiveness of the training and
development program to know
whether or not there is a need for more effort. In many
instances, the foremost objective of
5

worker training is to equip them with new talents or fashions of
completing a job while also
preparing them to take a higher degree of responsibilities
(Dalto, 2017).
Self-Managed Units
Self-managed group units and teams become empowered in
making corrective actions to
resolve everyday issues and they also have direct access to
information which further allows the
HR personnel to spend more time planning, controlling, and
improving the firms' activities. In
short, workers in self-managed teams (SMTs) manage
themselves. SMTs offer more methods of
putting concepts of job-enrichment as well as enlargement of
jobs into action and practice. The
British and Sweden developed the notion of the SMT in the
1950s.
One of the earliest firms to adopt the idea was Volvo, a Swedish
automobile maker. The
Swedes made initial efforts of Pioneering the development of
SMTs, which Procter & Gamble
made in 1962 as well as General Motors in 1975. The American
developments were coincided
with developments of Japanese team quality which, in some

instances, do not qualify as true
SMTs due to their restricted independence. SMTs started to gain
traction and popularity in
America in the late 1980s, and currently, many industries
employ their use.Some of these
industries include the processing of food, automobile-related
firms, petrochemical companies,
glassmakers, as well as other miscellaneous ones. In 1994 the
3M Corporation created and built a
new facility in Canada, which was entirely based on the concept
of the SMT.
Features of Self-Managed Team Units
SMTs possess the following attributes:
• Empowered to share diverse leadership and management
functions.
• Plan, manage, and enhance their individual processes of work.
• Set distinct aims and look into their work.
6
• Often design their schedules tailored to themselves and review
group

performance.
• May develop their budget plans and organize their tasks to fit
with other
sections.
• Usually purchase goods, maintain inventory, as well as handle
suppliers.
• Frequently responsible for obtaining new training needed.
• May select their own replacements or appropriate obligation
for training
and controlling their members.
• Take accountability for quality levels of products and duties.
A good example of an SMT in action is found at AT&T Credit
Corporation.
In many commercial businesses, the jobs in the back positions
consist of processing applications,
claims, and customer accounts or tasks similar to production
manufacture lines like boring and
repetitive tasks.
There are various benefits offered by the use of SMTs including
the facilitatation of
continuous development, afford a more prominent flexibility, as
well as a speedier reply, offering

workers a higher degree of engagement and job fulfillment,
enhance organizational engagement,
and help to entice and retain the most desirable workers. SMTs
also have achieved many positive
results. Authorities figure that SMTs account for 30 to 50
percent higher levels of production
than traditional units. Another example is FedEx, where they
saw a reduction in service errors by
13%. Also, one 3M facility increased production levels by
300%; and, in a Mercedes-Benz plant,
SMTs reduced defects by 50%. One study of 22 manufact uring
plants that employed SMTs
found more than half of them improvemed quality and
productivity, removing, at least, one
7
management stratum or supervision, as well as decreasing their
worker grievance levels,
absenteeism, and turnover rate.
How to Transition to Self-Managed Teams
A lot of firms progress from plain quality circles to more

complex Self-Manageming
Teamss. The process of shifting from quality circular-kinds of
teams to SMTs comprises.
Development Dimensions International completed a study
conducted by the Association for
Quality and Participation, and Industry Week identified four
critical factors associated with
successful SMTs. First, the more extended teams have been in
place, the more positive the
reported results are. This observation suggests higher benefits
occur with time and companies
need to practice patience. Second, the extent of job rotation is
directly positively correlated with
the reported results, which suggests that teams with a higher
degree of understanding of the
processes of the business, have a more significant impact on
quality and productivity. Third, the
capabilities of the leadership of supervisors and leaders of
group units or teams by providing
direction, resources, and trust. Information, coaching teams, and
recognizing contributions lead
to an increased degree of team member satisfaction levels,
quality of work, and productivity.
Finally, team units that had accountability for both production

and personnel duties reported the
most positive results. These factors provide crucial guidelines
for firms that plan to use SMTs.
Integration of SMTs with the processes of HRM
Teamwork for most organizations is a fundamental part of
ensuring that the work gets
done, with some operating in face-to-face scenarios and others
distributed geographically. An
SMT is a collection or group of workers who are responsible
and dependable for all delivered or
other specific goods or services, producing distinct products. In
SMTs, technical responsibilities
and management become shared between team or members of
the units.
8
Human Resource personnel have essential tools in providing
technical assistance to self-
managing teams, disciplining the workers, or their training. HR
also assists in recognizing good
behaviors crucicial to their SMTs, like transparency,
accountability, and managing in a more

participatory manner. Some SMTs and HR processes and
procedures that are essential in the
strategic planning aspects of HRM including recruitment and
selection, staff induction, training,
and development. When transforming firms into ones made up
of SMTs, HRM must consider
personal and personnel leadership, the culture of their
organization, and the organization's
processes and procedures. Workers having high qualities of
personal leadership will easily fit
SM since they already have a high degree of committment and
goal-setting, have a high degree
of self-confidence, and are very collaborative, which is a
primary ingredient to high
performance. SMTs lean on an instrumental background of
accountability, and thus, the
structures of a firm provide clear objectives for measuring their
development.
For SMTs to be successful, it is essential to integrate them with
the HRM processes as
part of the initiative. A firm's strategy should include training
on ream member activities,
increased collaboration, as well as conflict resolution, in
support of the team's cohesiveness.

HRM should provide training in varying roles, aiding in an
easier integration with teams as well
as helping to maximize the contribution of the individuals'
attributes and positive traits in SMTs.
Training assists in the recognition of various issues that team
member may face, and equip the
worker with the know-how to respond to such issues. Another
strategy is a collaboration to bring
the skills and experience of different team members to create a
more effective and productive
team.
For a more attractive strategic plan, the HRM should help in the
facilitatation of positive
discussions, together with the members of the SMTs to ensure
that their goals are tuned for
9
maximizing efficiency, which is likely the overall goal of the
firm. Facilitating better and more
transparent communication is another strategy for integrating
SMTs with HRM procedures to

ensure a freely flowing information stream within and between
the team and the management of
the firm. Communication should involve a strong and honest
synergy between the different
parties involved with the organization and its SMTs. It is the
obligation of HR to help provide
communication training to guarantee transparent transactions
and interactions. Another strategy
for integrating the SMTs with HRM processes involves decent
and on time conflict resolution.
HRM assists in resolving conflicts using various and diverse
tools used to recognize people's
dispositions, cultures, and differences to further improve such
self-managed teams in
understanding each other to improve and maintain their high-
performance (SHRM, n.d).
Rewards Programs
Rewards programs, defined as both monetary and non-monetary
rewards and recognition
presented to workers with the fundamental goal of generating
valuable business results. The
method of total reward renders some advantages, mostly to the
firm, where administrators must
foster a personal rapport with their workers in a positive

fashion. Such advantages include the
retention of workers, controllable expenses, workers'
performance, and program administration.
The transparency affected by the total reward memoranda
guarantees good working statuses
between managers and workers, and thus, the firm experiences a
high retention rate.
The main objectives of driving the structural elements for the
total reward program are
awareness, understanding, affection, duty, and retention.
Workers must be fully aware of what
they will receive as a reward so that they recognize the nature
of the firm's reward system. All of
these intentions can further help in the refinement of the
approach of the total reward program,
how its communication, and how the derivation of its
components like salary, benefits, work-life
10
balance, and recognition of performance as well as career
development (Employee-
benefit.blogspot.com, 2019).

Critical components for a total rewards program to increase
worker achievement include
benefits, work-life balance, career development programs, and
public recognition of
performance. The advantage is a critically vital component of a
rewards program, and ranges
from health incentive programs to insurance plans. It is critical
to contemplate offering a variety
of benefits from simple retirement accounts to well-thought
retirement benefits plans and 401k
programs. Compensation is another prominent component of a
reward program, with the primary
aim of motivating workers to work harder. These and other
mthods of compensation will include
short-term incentives, which includes compensation for less
than one year of high performance
as well as long-term incentives for workers wremaining with the
firm for longer periods,
typically longer than one year. Additionally, a healthy work-life
balance is an essential
component which signifies the promotion of a healthy balance
between personal time and work,
which this is done by creating a work atmosphere which ensures
workers have enough time to

rest through a flexible schedule. Promoting wellness in the
workplace can be promoted through
different methods like providing health screening, stress-
reduction workshops, and nutritional
counseling, which are all part of work-life balance. Career
development and performance
recognition helps to foster workers' loyalty and boost their
morale. Firms can develop workers'
careers through various methods of training, like outside lessons
and technological training
(Johnston, n.d).
Agile Culture of Firms
It is evident that in such a dynamic corporate world, change has
changed, and, therefore,
the speed of information flow has surpassed the current
organizational abilities to filter and make
11
the best of the available pieces of information to facilitate
better decision-making. Ensuring
decisions made quickly are part of the organizational culture,

frameworks developed must
incorporate optimized systems, which can meet challenges of
agile approaches while hitting
constraints imposed by traditional hierarchical structures. With
that, the new framework has to
check the problems of either strong hierarchical leadership with
weak participatory decision-
making or vice-versa, and instead strike a balance between the
two (Esser & Coldeway, 2017).
This is because such a challenge raises more problems related to
speed, autonomy, and alignment
issues which result in the skewing of decision-making
processes, which forms part of the culture
of a firm. Therefore, the only way out is to develop a
framework that merges agile with ideas
from sociocracy with the chief aim of creating and maintaining
alignment between the needs of
the firm with a clear hierarchy and more agile ecosystems.
The framework should ensure that the line between policies and
execution is one that is
well-drawn. This is because policies should be agreements
which provide mandates and set
boundaries for people responsible for the execution of policies
and offering the potential of one

to delegate decision-making power to the subordinates. It
should also ensure that the policies
must have an agreement in a more participatory manner. A team
of members should then be
delegated the authority to execute the policies within set
constraints of the aligned policies
(Nink, 2019). The framework ensures that when it comes to
participatory decision-making on
policies, the principle of governing consent should be applied,
which could include exercises like
a majority vote or autocracy; this is to ensure that the members-
only agree to proposed policies
that they are willing and able to execute. The framework should
apply the principle of consent
when it comes to the distribution of both tasks and roles, which
might play a significant role in
the facilitation of everyday coordination of work (Esser &
Coldeway, 2017).
12
Reward Systems Linked to Innovation of Products

A worker reward system refers to the rules, procedures, and
standards followed when
allocating benefits and compensation to workers. Rewards are
separate from salary but can be
monetary in nature, vacations, product discounts, or bonuses.
The purpose of reward systems is
to show appreciation for efforts made by individual workers,
units, or teams. Reward systems are
based mostly on performance of job duties and results yielded,
but can also be determined by
other factors such as superiority in the firm or duration of
employment, although seniority is
increasingly becoming less important. Effective reward systems
serve to attract, motivate, and
retain workers while promoting collaboration and competence in
the business. Implementing
reward systems increase effectiveness because rewards for
personnel achieved the organization's
objectives.
Clear and concise strategies are necessities when employing
compensation programs,
especially ones based on innovation, and launching new
products. Innovation is crucial to an
organization as it helps grow and sustain a business while

increasing its competitiveness. A firm
can be innovative through the use of new production processes,
manufacture of new goods,
development of new supply or sales market, or restructuring.
The process also involves
determining the criteria to base the reward system on and the
appropriate rewards. The managers
should also consider individual, and team rewards, whether they
implement variable pay, profit-
sharing, stock options, or bonuses. The manager should
effectively communicate about the
program ensuring the employees understand what is expected of
them to receive the rewards
("Employee Reward and Recognition Systems", 2019).
Linking the reward system to product innovation means that
employees who launch new
products get various incentives. To emphasize innovation, the
business can include innovation as
13
part of the evaluation of executives so that they motivate
colleagues to come up with new ideas.

The compensation program undertaken must put into
consideration the different processes of
innovation and provide adequate and fair compensation for each
participant. Launching and
marketing of the product is an equally important task that
should be acknowledged and
incentives given for successful efforts.
Human resource management function plays a significant role in
ensuring that the reward
system is deployed internationally successfully. The role of the
human resource function is to
ensure that the reward system meets its goals through constant
communication with personnel to
obtain feedback and clarify the process. The managers should
encourage a workplace
environment where there is acceptance of failure and risk
tasking to cultivate an innovation
culture in the company. Cohesive teamwork and individual
career development are fostered
through such incentives as various groups are determined to get
the benefits. Considering the
information provided, I would recommend linking an effective
reward system for product

innovation and product launches (Reguia, 2014).
IHRM FRAMEWORK FOR ADDRESSING CULTURAL
CHALLENGES
Currently, there are more mergers and acquisitions due to
increased globalization and
internationalization of businesses. Mergers and acquisitions are
done to increase profits, venture
into a new market, or to implement vertical integration.
Merging eliminates competition, reduces
the cost of operating a business, and provides an opportunity for
growth and improved
efficiency. Acquiring another company gives access to its
employees, technology, research, and
development resources. . Where the companies merging is from
different countries, international
human resource management has to be implemented for a
smooth transition. Cultural challenges
14
are likely to arise because of the differences in corporate
cultures of the companies and national
cultures.

The framework for mergers and acquisitions involves three
steps pre-merger, integration
of companies, and post-merger. In the pre-combination stage,
after a suitable company has been
chosen, and the negotiation is done, human resources should
conduct a due diligence process.
This is done by evaluating the human capital of the firm and
understanding the current culture
and improvements that can be made. The internat ional human
resource management function
should also consider the laws and regulations of a country and
make an integration plan in line
with those laws. This way, employees feel that their heritage is
not disregarded by the
corporation and does not develop a negative attitude towards the
merger. Communication should
be clear on the companies' plans in terms of the employees to be
retained, those to be reassigned
and those who are to be promoted. This prevents uncertainty,
which can affect employee
productivity and their levels of motivation. At this stage, an
inclusive corporate culture can be
developed based on what will ensure smooth acclimatization
(Teerikangas, et al, 2014).

After the merger has been announced and all legal procedures
completed the combination stage
begins with the implementation of the agreed strategy. The
approach that is most likely to bring
the two workforces together and address cultural issues is the
creation of a new company that
could take on a new name. In this way, new cultures can emerge
as part of the identity of the new
corporation, and all units work together without either party
being blamed. The process should
be conducted as soon as possible, and employees made aware of
what the workers' firms expect
of them and what they should expect from their company.
The most vital stage is the post-merger phase. This stage
determines the success of the
business. IHRM can implement cross-border training and
development projects to help address
15
cultural issues. The programs could include language learning,
immersion in other countries,

cross-culture training, and mentoring. Following this framework
will help the IRHM function
manage cultural issues because a new corporate culture is
created, and the employees' national
culture preserved and respected. Teamwork is also encouraged
because the employees are
motivated to achieve the company’s objectives. Honest
communication creates proper and
functioning human relations throughout the corporation.
16

References
Armstrong, R. N. (1988). Cross-Cultural Communication
Training in Business: A Sensitizing
Module. Place of publication not identified: Distributed by
ERIC Clearinghouse.
https://www.worldcat.org/title/cross-cultural-communication-
training- in-business-a-
sensitizing- module/oclc/1062879155&referer=brief_results
Dalto, J (2017). "How to create better workforce development
training."
https://www.convergencetraining.com/blog/how-to-create-
better-workforce-
development-training
Donovan, J. M. (1985). Self-managing work teams: Extending
the quality circle concept. Quality
Circles Journal (now The Journal for Quality and Participation)
9, no. 3, (March 1986),
15–20.
Eigenhuis, A., & Dijk, R. (2007). High-performance business
strategy: Inspiring success
through effective human resource management. London: Kogan

Page.
https://www.worldcat.org/title/high-performance-business-
strategy-inspiring-success-
through-effective-human-resource-
management/oclc/84996997&referer=brief_results
Employee-benefit.blogspot.com. (2019). Employee Benefits:
Factors Affecting Reward
Management Policy And Practice. [online] Available at:
http://employee-
benefit.blogspot.com/2011/06/factors-affecting-reward-
management.html [Accessed 29
Aug. 2019].
Employee Reward and Recognition Systems. (2019). Retrieved
from
https://www.inc.com/encyclopedia/employee-reward-and-
recognition-systems.html
17
Esser, H., & Coldeway, J. (2017). Decision-Making Systems
Matter. Retrieved from
https://www.agilealliance.org/decision- making-systems-

matter/
Forsey, C (2018). "4 Talent Acquisition Strategies to Find the
Best Employees."
https://blog.hubspot.com/marketing/talent-acquisition
Gerritsen, M (2019). "Self- management: how to create a self-
managed culture."
https://www.effectory.com/knowledge/blog/self-management-
how-to-create-a-self-
managed-culture/
Johnston, Kevin. (n.d.). What Are the Components of a
Comprehensive Total Rewards &
Motivation System? Small Business - Chron.com. Retrieved
from
…
Running head: PM5OP1: REWARD PROGRAMS FOR
INNOVATIVE GOODS 1
Sean Bender

HRM570 – Global Human Resource Leadership
CSU – Global Campus
March 13, 2020
PM5OP1: REWARD PROGRAMS FOR INNOVATIVE GOODS
2
PM5OP1: Reward programs for innovative goods
The idea of using rewards schemes and programs for inspiring
workers to create more
innovative goods through the implementation of a rewards
program to crank out more innovative
products refers to procedures, processes, and standards their
firm follows when allotting
remunerations and recompense to its workers. The prizes are
distinct from the workers’ normal
wages, but can remain in the form of finances and monies,
leaves of absence or vacation time,
discounts on the firms’ merchandise, or, yes, gratuities and
bonuses. The drive of reward systems

is for a firm to show its gratitude to its workers for their pains
and labors made by individual
workers, subdivisions, or team units. Job performances as well
as the yielded results are the
primary basis for how incentive systems get determined. Their
determination can also be due to
other aspects like superiority and seniority in the firm, or the
length of time a worker has been
with their firm. An efficacious reward system obliges in the
attraction, motivation, and retention
of workers, while simultaneously refining and enhancing
collaboration and proficiency in a
business’s workers. Implementing reward systems create a surge
in worker efficiency since they
enhance their organization’s efforts in furthering their abilities
to reach its goals and objectives,
thus earning them rewards. Smaller firms incline to have worker
appreciation programs which
consist largely of non-monetary motivation, like public
recognition, and still retain all the
benefits.
Firms must have clear and concise strategies when arranging
reward programs, especially

those based on new product innovation and the launching of
such merchandises. Innovation is
critical to firms since it helps develop and maintain
organizations while enhancing its degree of
effectiveness. Firms can be pioneering by using novel
manufacture processes, production of new
goods, development of new resources or sales-market, or
reformation. The design of worthy
3
reward system is not an easy feat, and one could recommend
that management contemplate the
goals of their firm as well as the necessary actions required for
the achievement of said goals.
The method also encompasses the determination of what criteria
to base their new reward
program on, and what rewards are appropriate in response to
what actions workers take.
Management ought to also take the workers into consideration,
as well as whether they wish to
implement team-based rewards, and whether or not to
implement variable pay, profit-sharing,

bonuses, or stock options. Something essential for management
is the effective communication
of, about, and regarding the reward program, which ensures
their workers fully comprehend what
their firm expects of and from them to receive potential
rewards.
Connecting a reward program with the innovation of goods and
products means that
workers coming up with novel ideas and launching new
products receive different enticements.
To put emphasis on innovation, the firm can take innovation
into account as part of the
evaluation of administrators so they inspire coworkers and
subordinates alike to think of novel
ideas. The reward program carried out must also take the
different methods of innovation into
consideration, and deliver ample and unbiased recompense to
each contributor. Introducing and
advertising of products are in the same way as important a task
as the other and firms should
acknowledge this, and provide enticements for fruitful labors.
Firms can deploy reward systems
systematically, commencing with the country of origin and then
disseminating to other states or

nations where the new good gets released. The strategy
comprises providing the reformers a
malleable setting with distinct and realistic objectives set to
provide a sense of resolve and
ownership.
The human resource management (HRM) role plays a
substantial part in warranting that
the successful implementation of the reward system occurs in an
international setting. The role of
4
the human resource (HR) function is in ensuring the reward
system meets its goals and
objectives by means of continuous communication with laborers
to obtain criticism, feedback,
and advice to further clarify the procedure. Assumed the
stratagem is to be deployed
internationally, the HR function must observe codes of practice,
ethics, and conduct set by the
differing nations regarding innovation. Management should
embolden a place of work with an
environment in which there is an acceptance of failure and risk-

taking to foster an innovation
culture of innovative thinking within the firm. When properly
implemented, such reward systems
can be beneficial to the firm in terms of revenue, as new
products lead to new markets, offering it
a competitive edge over others in the same industry. Workers
are also more likely to remain
loyal and dedicated to a firm in which their contributions get
recognized and their actions
rewarded. Unified teamwork and individual career development
get promoted through such
encouragements as different units become determined to obtain
the remunerations. Considering
the facts, one could endorse connecting effective reward
programs with product innovation and
product launches.

5
References
B. Bowonder, Anirudha Dambal, Shambhu Kumar, & Abhay
Shirodkar. (2010). Innovation
strategies for creating competitive advantage. Research
Technology Management, 53(3),
19. Retrieved from
http://eds.b.ebscohost.com.csuglobal.idm.oclc.org/eds/pdfviewe
r/pdfviewer?vid=1&sid=
109c9c34-778f-40af-859f-d7d463f70aea%40pdc-v-sessmgr04
Cantamessa, M., & Montagna, F. (2016). The many types of
innovation. In Management of
Innovation and Product Development (pp. 31–51). Springer
London.
Haddud A., McAllen D. K., DeSouza A. R. (2018). Managing
technological innovation in digital
business environments. In: Khare A., Kessler D., Wirsam J.
(eds.). Marktorientiertes
Produkt- und Produktionsmanagement in digitalen Umwelten.
Springer Gabler,

Wiesbaden. Retrieved from
https://link.springer.com/chapter/10.1007/978-3-658-21637-
5_4
Inc., & Mansueto Ventures. (2020). Employee reward and
recognition systems. Retrieved from
https://www.inc.com/encyclopedia/employee-reward-and-
recognition-systems.html
Reguia, C. (2014). Product innovation and the competitive
advantage. Retrieved from
https://pdfs.semanticscholar.org/cd0e/15435f3e8b04804 f56f3be
91883fd4a84d68.pdf
Running head: PM6OP1: CULTURAL CHALLENGES 1
PM6OP1: Cultural Challenges
Sean Bender

HRM570 – Global Human Resource Management Leadership
March 22, 2020
PM6OP1: CULTURAL CHALLENGES 2
PM6OP1: Cultural Challenges
Culture is defined as the collection of social behaviors found in
human societies.
Additionally, culture is the knowledge, laws, beliefs, arts,
habits, and capabilities of the
individual groups within societies (Cobley, 2017). On the other
hand, international human
resource management (IHRM), defined by Rao (2019), as “the
process of acquiring, allocating,

and utilizing human resources in a global environment to
achieve the stipulated goals” (Rao,
2019, para 17).
An important issue in an IHRM context is making sure that they
can understand and
maintain cultural diversity. Also, it is seen that working with
individuals from diverse locales
and national/cultural/social circumstances means acclimating
the organization’s workstyle to
novel concepts, as well as fresh means of communication, in
addition to new and inexperienced
societal practices.
This essay seeks to develop a framework with which the
international human resource
management (IHRM) function can be able to address. An
example of a cultural challenge here is
a professional misunderstanding due to cultural differences.
One can think of three steps to
include in the framework of IHRM to address the cultural
challenges affecting them.
Due Diligence (Step One)
In this step, the IHRM must identify the issues concerning HR
culture that affect cost.

Therefore, it is crucial to determine any hidden potential cost
liabilities and looking at the costs
of aligning rewards. Also, it is critical to ensure that the
international HR management team has
the right people by identifying key positions, positions under
restructuring, and management
retention. The international HR management should also get the
management focused on other
right things by communicating clearly and regularly to
stakeholders and making sure to achieve
the common goal. Other important aspects of this step are that
the international HR management
should drive the right behaviors through business, put in place
and deliver a proper management
change program, and deliver the operational HR during
integration.
Merger Steps
Mergers in HRM are the process of amalgamating two or more
organizations under one
common goal and management structure (Rodríguez-Sánchez,
Mora-Valentín, & Ortiz-de-

Urbina-Criado, 2019) into one. There are various ways in which
international HR management
can address the cultural challenges using this step. For instance,
international HR management
should identify the specific cultural issues. Later, the HRM
should take deliberate steps to create
a clear and compelling vision of the cultural change, which will
enable the organization to thrive.
The HRM should then plan to tackle and succeed in their
process of addressing cultural issues.
Post-Merger Steps
Post-merger steps are the last in the process of the framework
that usually come after the
merger steps. This means that the HRM needs to bring two
completely different workforces
together in a way that it will be a success in the future (Weber,
2019). Therefore, when
addressing the cultural issues in the post-merger steps, the HRM
must create a performance
review system where they can review whether their addressing
of the cultural challenge was a
success. Additionally, the HRM needs to create a training and
development plan which will seek
to identify any cultural issue and tackle it. Lastly, there is a

necessity for the development of
communication strategies of international HRM, where the
policies of HR get communicated to
employees and stakeholders regarding the culture.
References
Cobley, P. (2017). Culture, Definitions of. The international
encyclopedia of intercultural
communication, 1-5. doi:10.1002/9781118783665.ieicc0020
Larsson, R., & Finkelstein, S. (1999). Integrating strategic,
organizational, and human resource
perspectives on mergers and acquisitions: A case survey of
synergy
realization. Organization Science, 10(1), 1-26. Retrieved from
www.jstor.org/stable/2640385
Rao, P. S. (2019). International human resource management:
Meaning, need, challenges and
issues. Retrieved from
https://www.businessmanagementideas.com/international-

human-
resource-management/international-human-resource-
management/19613
Rodríguez-Sánchez, J., Mora-Valentín, E., & Ortiz-de-Urbina-
Criado, M. (2019). Human
resource management in merger and acquisition planning.
Journal of Organizational
Change Management, 33(1), 16-28. doi:10.1108/jocm-01-2018-
0007
Weber, Y. (2019). The role of organizational identity in post-
merger integration. Palgrave
Studies in Cross-disciplinary Business Research, In Association
with EuroMed Academy
of Business, 91-107. doi:10.1007/978-3-030-17523-8_5
Running head: GENDER ISSUES IN THE EXPATRIATE
WORLD 1

Gender Issues in the Expatriate World
Sean Bender
March 29, 2020
GENDER ISSUES IN THE EXPATRIATE WORLD 2
Gender Issues in the Expatriate World
Expatriate workers are employees sent to work abroad in
foreign countries on a long-term
job basis (McNulty & Brewster, 2016). These workers are the
ones that need to occupy a new
constable or senior management position who need to manage or
set up a new branch. Today,

there are various gender issues that have been seen to occur
among female expatriate workers in
the world. These gender issues have made it difficult for female
expatriate employees to work
abroad and succeed in their roles. Some examples of regions
that have shown increasing gender
issues among female expatriate workers are the Middle East,
Asia, and Latin America.
As people increasingly live and work away from their home
countries, expatriates are
seen as mobile and elite professionals in relation to a privileged
position in the host setting.
While women form an important part of the global workforce,
they are largely seen as under-
represented in various expatriate work environments. One can
observe that gender stereotypes
and perceptions about choices women make get linked to under -
representation. It is therefore
important that firms are better-able to promote gender equality
in these regions so there can be
work environments that are more well-balanced.
In the Middle East, for example, there are various ways in
which firms can promote

gender equality and overcome barriers in these regions.
Additionally, it is imperative to look into
the female expatriate acceptance in the Middle East. The Middle
East should make it favorable
for females from other countries who wish to work in this
region. This is vital because these
women bring about an integral aspect in the economy of this
region. This means that these
employees should be treated equally as men and most
importantly let them maintain their
culture.
In the Middle East, one can see that women should not mingle
with men. This aspect may
deter female workers who have the required knowledge and
skills to come and work in this
region. To promote this, the Middle East should let their female
workers from other countries
freely interact with various colleagues in the work environment.
Doing this will ensure that
teamwork and decision-making get enhanced to achieve the
goals of firms in these regions.

In Asia, there are various reasons why female expatriates would
choose to work and live
here. Hong Kong tops the best place to acquire new skills in
Asia for female expatriates. Other
regions are Singapore, China, Taiwan, and Vietnam. Also, in
this region, there are various ways
in which gender discrimination has led to a decrease in the
involvement of female expats in the
work place environments in Asia. For example in Taiwanese
work environments, the successful
managerial characteristics they attribute, tend to be more of
men than those of women.
Additionally, there has been an increase in sex stereotyping
among women expatriates in
Asia (Goel, 2018). Following these findings, there are a several
means with which gender
equality can be addressed in the Asian region. For example, it is
important that the managerial
systems in the Asian work environments especially Taiwan
begin to treat female expats as their
equals and not objects. This is vital in that they, female
expatriates, can be more involved in the
overall productivity of the work environment.
Lastly, the other regions where gender issues among female

expats have been witnessed
include Latin America. In this region, there has been an
increased call on gender-based violence
against women to stop (Hermans et al., 2016). However, there
have been minimal efforts in place
to ensure that such gender-based violence stops. It is important
to apprehend individuals found
guilty of gender based violence to promote more gender
equality in nations other than America.
References
Goel, S. (2018). Third generation sexism in workplaces:
Evidence from India. Asian Journal of
Women's Studies, 24(3), 368-387.
doi:10.1080/12259276.2018.1496616
Hermans, M., Newburry, W., Alvarado-Vargas, M. J., Baldo, C.
M., Borda, A., Durán-
Zurita, E. G., … Zwerg-Villegas, A. M. (2016). Attitudes
towards women’s career
advancement in Latin America: The moderating impact of

perceived company
international proactiveness. Journal of International Business
Studies, 48(1), 90-112.
doi:10.1057/s41267-016-0039-7
McNulty, Y., & Brewster, C. (2016). Theorizing the meaning(s)
of ‘expatriate’: establishing
boundary conditions for business expatriates. The International
Journal of Human
Resource Management, 28(1), 27-61.
doi:10.1080/09585192.2016.1243567
Simkhada, P., Van Teijlingen, E., Gurung, M., & Wasti, S. P.
(2018). A survey of health
problems of Nepalese female migrants workers in the Middle-
East and Malaysia. BMC
International Health and Human Rights, 18(1).
doi:10.1186/s12914-018-0145-7
Running head: PM4OP2: TRANSFORMING FIRMS AGILELY
1

PM4OP2: Transforming Firms Agilely
Sean Bender
HRM570 – Global Human Resource Management Leadership
March 07, 2020
PM4OP2: TRANSFORMING FIRMS AGILELY 2
PM4OP2: Transforming Firms Agilely
In today’s business climate, firms must be ever-adaptive and
evolving to and with
external pressures and other aspects of business operati ons. One
such evolution is that of the
‘agile’ organization. Organizations characterized as ‘agile’ meet
specific requirements such as
being fast responders to and quick decision-makers when
necessary; they will make drastic
organizational changes in response to an unfriendly business
environment. If they need to

implement new policies and procedures, they do so swiftly and
on-a-dime. If a firm must
implement a rewards management system, then an agile firm
will do so.
Transformational change can be difficult; especially when it is
sudden and over in an
instant. Firms must have the correct kinds of leaders to take on
such a task. Transformational
leaders do things more on-the-fly than others. They are better-
suited to making changes to their
firms’ policies quickly and efficiently (Warrick, 2017). Quick-
adapting firms are frequently
high-performing ones as well (Warrick, 2017). An integral piece
of a smooth change in an
organization is an excellent culture. Not only does this allow
for higher levels of productivity and
decreased sick days taken, it also helps keep current workers
engaged in what they do, which is
further good for their organization (Warrick, 2017).
If a firm, say, practiced collaborative decision-making, its
workers could vote for a
rewards system. Managing one means lots of involvement and
change as and when necessary,
implementing a new reward management system.

PM4OP2: TRANSFORMING FIRMS AGILELY 3
References
Denning, S. (2016). What is agile? Retrieved from
https://www.forbes.com/sites/stevedenning/2016/08/13/what-is-
agile/#4dc5470d26e3
MBAskool, & Youjoomla.com. (2020). Agile Organization
Definition: IT & Systems
Dictionary. Retrieved from
https://www.mbaskool.com/business-concepts/it-and-
systems/6703-agile-organization.html
TalentLyft. (2020). What is agile organization? Retrieved from
https://www.talentlyft.com/en/resources/what-is-agile-
organization
Warrick, D. D. (2017). What leaders need to know about
organizational culture. Business
Horizons.
Wouter, A., De Smet, A., Lackey, G Lurie, M. (2020). The five

trademarks of agile
organizations. Retrieved from
https://www.mckinsey.com/business-
functions/organization/our-insights/the-five-trademarks-of-
agile-organizations#
Running head: MOD3PMOP1: IMPLEMENTING TOTAL
REWARDS PROGRAMS 1
Mod3PMOP1: Implementing Total Rewards Programs
Sean Bender
February 29, 2020
MOD3PMOP1: IMPLEMENTING TOTAL REWARDS
PROGRAMS 2

Implementing Total Rewards Programs
Rewards Programs
Rewards programs can exist as both monetary and non-monetary
rewards and recognition
presented to workers with the ultimate goal of spawning
cherished business results. The method
of total rewards concentrates a few benefits, typically to the
firm, where officers must nurture
relationships, developing an excellent personal rapport with
subordinates positively. Some
examples of the advantages of implementing rewards systems
include a higher degree of worker
retention, more controllable expenses, as well as an enhanced
degree of performance from
workers and program administrative personnel. The
transparency affected by the total reward
memoranda guarantees good working statuses between managers
and workers, and as such, the
firm experiences a high retention rate.
The main objectives of driving the structural elements for the
total reward program are
awareness, full comprehension, affection, duty, and retaining
workers. Employees must be fully

conscious of their actions and will receive a reward so that they
recognize the nature of the firm's
reward method. These goals and objectives can further help in
refining the approach of the firm
as well as its total reward program, Its communication tactics,
and how the cradle of its
mechanisms, such as salary, benefits, work-life balance, and
acknowledgment, recognition, and
gratitude of their performance, as well as helping further to
develop their careers (Employee-
benefit.blogspot.com, 2019).
Critical constituents of total rewards programs that firms must
employ in attempting to
gain results hope fir increases and enhancement of producti on
from workers receiving public
thanks to workers for their accomplishments. By providing
workers with remunerations, a
PROGRAMS 3
healthier work-life balance, career development and
advancement opportunities, and public
recognition of performance, workers will be happier. The
advantage is a critically vital

component of a rewards program and ranges from health
incentive programs to insurance plans.
It is critical to contemplate offering a variety of benefits from
simple retirement accounts to well-
thought retirement benefits plans and 401k programs.
Compensation is another prominent
component of a reward program, with the primary aim of
motivating workers to work harder.
These and other methods of payment include short-term
incentives, including compensation for
less than a full year of high performance as well as long-term
incentives for workers remaining
with the firm for more extended periods, typically longer than
one year.
Additionally, a healthy work-life balance is an essential
component that signifies the
promotion of a healthy balance between personal time and work,
which done by creating a work
atmosphere ensuring workers have enough time to rest through a
flexible schedule. Promoting
wellness in the workplace can be improved through different
methods like providing health
screening, stress-reduction workshops, and nutritional
counseling, which are all part of work-life

balance. Career development and performance recognition help
to foster workers' loyalty as well
as give boosting worker morale. Firms can strengthen workers'
careers through various means
like training, outside teachings, and technological training
(Johnston, n.d).
Reward Systems Linked to Innovation of Products
A worker reward system refers to the rules, procedures, and
standards followed when
allocating benefits and compensation to workers. Rewards are
separate from salary but can be
monetary in nature, vacations, product discounts, or bonuses.
The purpose of reward systems is
to show appreciation for efforts made by individual workers,
units, or teams. Reward systems are
based mostly on the performance of job duties, and results
yielded along with determining other
PROGRAMS 4
factors like superiority and seniority in the firm or the duration
of their employment. However,
rank is increasingly becoming less relevant. Efficient reward

methods assist in attracting,
motivating, and retaining workers while promoting
collaboration and competence among the
workers in the business. Fulfilling reward arrangements
increases effectiveness since rewards for
personnel achieving the firm's objectives and mission.
Clear and concise tactics are necessities when operating
compensation programs,
especially those based on innovation, and launching new
products. Innovation and change are
crucial to organizations as it helps to grow and sustain the
company while increasing its
competitive edge. A firm can be innovative by using new
production methods, manufacture of
new goods, development of new supply, or sales market, or
restructuring. The process also
involves determining the measures on which the firm bases its
allocation of rewards and
rendering the appropriate prizes and awards. The supervisors
should also consider individual, in
addition to team-based rewards, whether they implement
variable pay, profit- sharing, stock
options, or bonuses. The director should effectively
communicate the details of the program,

ensuring every worker understands what the firm expects of
them to receive rewards ("Employee
Reward and Recognition Systems," 2019).
Linking the reward system to product innovation means that
workers who launch new
products get various incentives. There should be an emphasis on
innovation, and the business can
include innovative ideas as a part of the evaluation by
executives. Hence, they motivate co-
workers to come up with new ideas. The compensation program
undertaken must consider the
different processes of innovation and provide adequate and fair
compensation for each
participant. Launching and marketing of the product is an
equally important task that should be
acknowledged and incentives given for successful efforts.
PROGRAMS 5
Human resource management function plays a significant role in
ensuring that the reward
system gets put in place domestically and internationally
successfully. The part of the human

resource function is to ensure that the reward arrangement
meets its goals through constant
communication with personnel to obtain feedback and clarify
anything elusive about the process.
Managers should promote a workplace environment in which
there is acceptance of failure and
risk tasking to cultivate an innovation culture in the company.
Cohesive teamwork and individual
career development are fostered through such incentives as
various groups are determined to get
the benefits. If one considers the provided information, a
recommendation is linking an effective
reward system for product innovation and product launches
(Reguia, 2014).

PROGRAMS 6
References
Bender, S. (2020). Unpublished manuscript. In HRM-570 -
Global Human Resource Leadership,
Reguia, C. (2014). Product innovation and the competitive
advantage. European Scientific
Journal: Retrieved from
https://pdfs.semanticscholar.org/cd0e/15435f3e8b04804f56f3be
91883fd4a84d68.pdf
Running head: PORT MILE1 OP1: ACQUIRING AND
RETAINING TALENT 1
Port Mile1 Op1: Acquiring and Retaining Talent
Sean Bender

HRM570 – Global Human Resource Management
February 16, 2020
PORT MILE1 OP1: ACQUIRING AND RETAINING TALENT
2
Port Mile1 Op1: Acquiring and Retaining Talent
The contemporary business climate is likely more extensive
than it ever was, which,
logically, could be a result of increased globalization of
companies, firms, corporations, and the
like. With travel being what it is these days, it is a primary
enabler of the transcultural,
transnational, and transcontinental world that now exists. The
growth of transportation and travel
is a result of technological advancement, treaties, and peoples’
desires to make themselves and,
by extension, their companies more profitable (Aguirre,
Koehler, Joshi, & Wilhelm, 2018). It
should be obvious to even the most casual observer that when a
person wants something, and

they have the resources to get it, they will try as hard as they
can to get it. Such is the case
concerning organizations and those who run them.
Although the accumulation of wealth so drives not everyone,
there is a large enough portion of
the worlds’ population that is not; they love what they do, and
that is enough. Civilization moved
from trading and bartering to using different kinds of monies,
which are only worth as much as
the worlds’ population agrees it is. So, the rat race of moving
up in companies and careers
became the accepted norm.
Another trait of evolution that happened while remaining in a
constant state of further
evolution is the use of technology, as well as technology itself.
For example, the colossal
computer used to get astronauts to the moon was not as
powerful as the smartphones likely in
everyone’s pockets. Smartphones are much less expensive too.
For some reason, social media
and its use is also another increasing facet of society, and the
use of personal computers.
Companies discovered how to keep people glued to phones.

With every click giving more data
about the individual, used to tailor ads and banners and more
content, on which they will likely
click. The algorithms made it, so whatever shown in one’s feed
will get them angry or more
3
likely to purchase a product. Aggressiveness and anger feed this
loop of clicks = data = more
content like this should show for this individual. People are
more likely to click on things if they
tug on emotional strings (especially anger).
When installing programs on a PC, or apps on ones’ phone,
there is always an agreement
one must say yes to, merely to install the program or app, even
if they paid for it outright. Since
the boom of technological advancement was so exciting in the
beginning, people did not realize
what they agreed to. In the fine print of some book-length
contracts accepted, include permitting
the firm, or third parties to record, gather, and sometimes, sell
that information. This information

(AKA data) creates the world, culture, and accepted norms
people abide by every day. This data
has a significant influence on everyday life and even played a
role in the presidential election in
2016. Facebook and Twitter use the data from people’s clicks to
help in providing ‘better’
targeted advertising, while, accidentally (or not,) influencing
people in ways they do not realize.
Twitter and Facebook influence how people think, which results
in potentially changing the
minds of people to get them to vote for one candidate or
another. These companies influence
essential events like government elections, and sadly, helped in
the further polarization of
Americans and people worldwide. The division created makes
people of one school of thought
seem to hate all others. However, when people interact in
person, they would otherwise get along
fine. That is, of course, unless or until politics enters the
conversation. People today are so
divided that if one identifies oneself as conservative or liberal,
they open Pandora’s Box and
unwittingly invite conflict.
Still, with such a powerful tool as data to incite hatred and

violence, it can be a positive
thing, if used correctly. With that, firms need to find workers
who fit their needs. Human
resources analytics (using data to see patterns, among countless
other things,) it is possible to use
4
that crucial data to help them with recruiting, training,
development, and retaining workers
(Keller, Meaney, & McKinsey & Company, 2017).
Increasingly, organizations use technology and artificial
intelligence to create ‘Chatbots’
and software to see information in numbers, which can help
narrow down a candidate pool.
When candidates apply for a position, firms can use programs
coded with specific algorithms
they must obey. These algorithms instruct it to abide by specific
rules and to accept only
applicants meeting specific criteria set by the recruiter(s).
Doing this decreases the size candidate
pool from the get-go, helping to save the firm time, energy,
resources, and money. Instead of

reading through who knows how many resumes, these programs
allow recruiters and managers
to use their time more productively. They can create programs
with specific parameters set for
particular positions within the organization concerning who and
what type of person they will
further look into hiring. Once the firm fills the open positions,
they should focus on creating an
incredible organizational culture, as having this leads to
increased productivity, morale, and
profit for the firm (Warrick, D. D., 2017).
AI and data-driven selection processes can go further than
filtering out people meeting
the initial criteria. AI and machine learning can filter candidates
even further, like a bottleneck.
Once passing the first requirements, AI-aided programs can
create and assess games for the
prospective workers that provide more insight about them
(Black, & Esch, 2020).
Aside from assessment tests, AI can create training and
development programs and
games for the workers to play and learn new tasks at the same
time. Most people are positive
about the future impact of AI and ‘Big Data.’ Some criticize

them, but according to Black, &
Esch (2020), the positives seem to far outweigh the
negatives...until AI achieves consciousness.
The most significant pro to using AI for recruitment and
retention is the fantastic amount of time
5
it can save. Companies can receive thousands of applications
for a much smaller number of
openings. Even if an army of recruiters assessed all the
applications, they would never finish,
since every day thousands more could come in — Enter AI into
the equation. These programs
and algorithms can sort through all of these applications and
create assessments at superhuman
speeds; if a large company receives a significant number of
applications every day can keep up.
They can also narrow the candidate pool at a higher rate to get
to the in-person interview stage.
One more positive aspect of using AI is the reduction in the
time to get new hires. It happens
exponentially, compared to putting ads in the paper and waiting
for people to show up and

manually complete an ‘analog’ application (Black & Esch,
2020). Some international recruiting
involves obtaining visas for immigrant workers, which is a
responsibility of the HR department.
Although AI could help with this as well, it will likely remain
the responsibility of HR and the
management of the organization.
Conclusion
Although the idea of artificial intelligence scares some people,
they might not know that
it is already in use and has been for years. People also worry
about AI taking all human jobs.
While AI could take many jobs from humans, the jobs are
tedious and extremely time-
consuming, not to mention tedious. Who wants to read through
thousands of applications all day
long every day? It is much quicker and less stressful to let AI
filter the candidate pool to a small
one, with whom the organization can meet in person.

6
References
Aguirre, T. M., Koehler, A. E., Joshi, A., & Wilhelm, S. L.
(2018). Recruitment and retention
challenges and successes. Ethnicity & Health, 23(1), 111–119.
https://doi.org/10.1080/13557858.2016.1246427
Bongard, A. (2019). Automating talent acquisition: Smart
recruitment, predictive hiring
algorithms, and the data-driven nature of artificial intelligence.
Psychosociological Issues
in Human Resource Management, 7(1), 36-41.
doi:http://dx.doi.org.csuglobal.idm.oclc.org/10.22381/PIHRM71
20193_
Black, J. S., & Esch, P. V. (2020). AI-enabled recruiting: What
is it and how should a manager
use it? Business Horizons, 63(2), 215–226. doi:
10.1016/j.bushor.2019.12.001
Cascio, W. F. (2014). Leveraging employer branding,
performance management and human
resource development to enhance employee retention. Human

Resource Development
International, 17(2), 121–128.
Clark, D. B. (2009). Talent management strategies for public
procurement professionals in global
organisations. Retrieved from
France, D. R., Leahy, M., & Parsons, M. (2009). Attracting,
developing and retaining
talent. Research Technology Management, 52(6), 33.
Gurchiek, K., & SHRM (2016, June 21). Developing a global
mindset is critical to
organizational success. Retrieved from
https://www.shrm.org/hr-today/news/hr-
news/pages/developing-a-global-mindset-is-critical-to-
organizational-success.aspx
7
Keller, S., Meaney, M., & McKinsey & Company. (2017,
November). Attracting and retaining
the right talent. Retrieved from
https://www.mckinsey.com/business-

functions/organization/our-insights/attracting-and-retaining-the-
right-talent
LinkedIn. (2016). Two thousand sixteen global talent trends
report. Retrieved from
https://business.linkedin.com/content/dam/me/business/en-
us/talent-
solutions/resources/pdfs/2016-global-talent-trends-v4.pdf
Phillips, J.M., Gully, S.M., McCarthy, J.E., Castellano, W.G. &
Kim, M.S. (2014). Recruiting
global travelers: The role of global travel recruitment messages
and individual
differences in perceived fit, attraction, and job pursuit
intentions. Personnel Psychology,
67: 153-201. doi:10.1111/peps.12043
Shotwell, L., Yewdell, A., & SHRM. (2016, September 1).
Tapping into the global talent market.
Retrieved from https://www.shrm.org/hr-today/trends-and-
forecasting/special-reports-
and-expert-views/pages/lynn-shotwell.aspx
Warrick, D. D. (2017). What leaders need to know about
organizational culture. Business
Horizons, 60(3), 395–404.
https://doi.org/10.1016/j.bushor.2017.01.011

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