Tag: Human Resource Management Case Studies & Problem Sets

[Solved] Human Resource Management assignment in 1500-1800 word

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**Personality Analysis:** Each student will undertake the TriMetrix/ Indigo assessment following the link posted on Brightspace under contents and review their TriMetrix/ Indigo assessment results, focusing on DISC style, strengths, weaknesses, and driving forces. Reflect on how your personality tra…

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Assignment Prompt & Instructions

**Personality Analysis:**

Each student will undertake the TriMetrix/ Indigo assessment following the link posted on Brightspace under contents and review their TriMetrix/ Indigo assessment results, focusing on DISC style, strengths, weaknesses, and driving forces.

Reflect on how your personality traits align with your career aspirations and current job roles. Relate this to past personal or work/ school related experiences, challenges, and successes, emphasizing the role of tacit knowledge (like intuitive decision-making or personal insights developed through experience, concepts and theories learned in this course).

Based on your personality analysis, identify two to three key strengths and weaknesses relevant to your career path, using specific examples that reflect your tacit knowledge in action. Outline steps to leverage your strengths and address your weaknesses. Include practical strategies for skill development, networking, and professional growth.

Identify strategies to maximize your strengths and mitigate potential challenges in your chosen career path. Include practical techniques for communication, problem-solving, and conflict resolution that leverage your tacit (experiential) knowledge. follow apa 7 standard with rubrics of ucw canada

– [\
\
TrimetrixIndigoAssessmentandCareerRoadmap-HRMT622-175.docx](https://www.sweetstudy.com/files/trimetrixindigoassessmentandcareerroadmap-hrmt622-175-docx "TrimetrixIndigoAssessmentandCareerRoadmap-HRMT622-175.docx")

– 2 years ago

November 5, 2026
[Solved] Unit 5.1 DB: Grief Counseling

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The task of mourning is one of the most difficult things to do. What makes mourning so difficult? As a crisis counselor, what can you do to help someone with their grief? Does someone need to go through all the stages of grief to resolve their emotions? Why/why not? – 2 years ago

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Assignment Prompt & Instructions

The task of mourning is one of the most difficult things to do. What makes mourning so difficult? As a crisis counselor, what can you do to help someone with their grief? Does someone need to go through all the stages of grief to resolve their emotions? Why/why not?

– 2 years ago

November 5, 2026
[Solved] WK 4 DISHWRK549

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Executive Solution Overview

SEE ATTACHED – 2 years ago **files (2)** – ## GradDiscussionRubric.pdf – ## HRA549_m4_Transcript.pdf **## GradDiscussionRubric.pdf** TCOB Graduate Studies Discussion Rubric Criteria No Submission 0 points Novice (Criterion is missing or not in evidence) 1-13 points Basic (works towards meeting exp…

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Assignment Prompt & Instructions

SEE ATTACHED

– 2 years ago

**files (2)**

– ## GradDiscussionRubric.pdf

– ## HRA549_m4_Transcript.pdf

**## GradDiscussionRubric.pdf**

TCOB Graduate Studies Discussion Rubric

Criteria No Submission

0 points

Novice
(Criterion is missing or not

in evidence)
1-13 points

Basic
(works towards meeting

expectations;
performance needs

improvement)
14-16 points

Proficient
(meets expectations;

performance is satisfactory)
17-18 points

Exemplary
(exceeds expectations;

performance is outstanding)
19-20 points

Support of
Week's Reading

No Student
Submission
(0 points)

Does not refer to the
readings to support postings

(1-13 points)

Alludes to the readings
to support postings

(14-16 points)

Refers to examples from the
readings to support postings

(17-18 points)

Provides concrete examples from
the readings to support postings;

integrates prior readings in
postings

(19-20 points)

Observations No Student
Submission
(0 points)

Does not integrate personal
observations or knowledge;

does not present new
observations
(1-13 points)

Integrates personal
observations and

knowledge in a cursory
manner; does not

present new
observations

(14-16 points)

Integrates personal
observations and knowledge
in an accurate way; presents

new observations
(17-18 points)

Integrates personal observations
and knowledge in an accurate and

highly insightful way; presents
new observations

(19-20 points)

Response to
Classmates

No Student
Submission

(0 points)

Responds in a cursory
manner to classmates’

postings
(1-13 points)

Constructively responds
to classmates’ postings

(14-16 points)

Constructively responds to
classmates’ postings; offers

insight that encourages other
students to think critically

about their own work.
(17-18 points)

Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their

responses; encourages classmates
to think critically about their own

work.
(19-20 points)

Organization,
Word Choice,
and Sentence

Structure

No Student
Submission

(0 points)

Posts are disorganized and
information is not presented
in a logical sequence; word

choice and sentence
structure are not suitable

(1-13 points)

Posts are somewhat
disorganized, and
information is not

presented in a logical
sequence; word choice
and sentence structure

are not suitable
(14-16 points)

Posts are organized, and
information is presented in a

logical sequence; word
choice and sentence

structure are suitable; there
are a few errors; however,

errors do not affect
readability.

(17-18 points)

Posts are organized and
information is presented in a

logical sequence; word choice and
sentence structure are suitable;

no errors in the response.
(19-20 points)

References No Student
Submission

(0 points)

Includes no sources to
support conclusions

(1-13 points)

Includes 1 outside
source to support and
enrich the discussion;

Includes 2 or more outside
sources to support and
enrich the discussion;

sources are properly cited in

Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using

APA format; style guidelines are

TCOB Graduate Studies Discussion Rubric

sources are not properly
cited in APA format

(14-16 points)

APA format and are properly
integrated into the discussion

response
(17-18 points)

masterfully integrated into the
discussion response.

(19-20 points)

**## HRA549_m4_Transcript.pdf**

HRA549 Module 4 AVP Transcript

Slide 1

Title: Levels of Measurement: What They Really Show

Slide content:

• Nominal Scales – categorizing
– Team jerseys
– Departments, Gender

• Ordinal Scales – ranking
– Likert Scales (Strongly Agree / Agree / Disagree / Strongly Disagree)
– Almost any selection tool you can think of

• Interval Scales – ranking + consistency
– Thermometer
– Percentile scores

• Ratio Scales – ranking, consistency, + an absolute floor
– Objective, scientific measurement
– Firefighter strength and endurance test

Narrator: Distinguishing levels of measurement is important because measuring or expressing
differences can happen several different ways in the staffing process. Traditionally, measurement falls
into 1 of 4 different levels: a nominal, ordinal, interval, or ratio scale.

Nominal scales show difference, and that’s all. Think of numbers on sports jerseys. 1 is different from 5
is different from 19 and so on. But the numbers do not show any particular order – 1 is not “better” than 5
or 19, just different. In staffing, HR professionals might use a nominal scale to create categories, such as
1 = sales reps, 2 = engineers, 3 = managers…or 1 = females and 2 = males.

Ordinal scales show order, but not magnitude. That means that when we measure on an ordinal scale,
we can rank from best to worst, but it is not clear how much difference exists between the rankings. For
example, a recruiter might rank candidates 1, 2, 3, 4, 5 from best to worst, but the actual difference
between candidates 1 and 2 might be very small, while the difference between candidates 2 and 3 might
be very large. Whenever you see a Likert-type scale (with choices like Strongly Agree – Agree –
Disagree – Strongly Disagree), it is an ordinal scale, because the space in between each choice is not
entirely clear. Most of the scales used to score candidates on tests or interviews are ordinal scales.
Interval scales show both order and magnitude. That means that we can see a clear ranking and equal
differences between any two places on the scale. An everyday example of an interval scale is a
thermometer. We can clearly see that 40 degrees Fahrenheit is colder than 50, and the same difference
would exist at any point on the scale. Percentile grades that job candidates might obtain on a cognitive
ability test are interval scales, because it is clear that someone who got a 90% did better than someone
who got an 80% and exactly how much better that person did.

Ratio scales show order and magnitude and have an absolute lower threshold or zero point. A simple
example of a ratio scale is how much weight firefighter candidates might be able to carry up a flight of
stairs. One person might be able to carry 200 pounds, while another might only be able to carry 100
pounds. Understanding how much each candidate can carry relative to each other and relative to zero is
an objective and scientific way of comparing abilities and establishing BFOQs and job requirements. Can
you imagine a situation in which someone would be unable to carry any weight?

Slide 2

Title: Correlation: How (and How Strongly) are Variables Related?

Slide content:

• Denoted as r

• Range between 1.00 and -1.00
• Absolute value = strength
• Sign = direction of relationship
• Significance

– Denoted as p (usually p < .05)
– Confidence that the relationship observed is true and not a coincidence

• .05 confidence interval means 95% sure that it is not a random coincidence

Narrator: There are many statistics that can be used in the staffing process. One of the most important is
the correlation coefficient. A correlation shows the relationship between two concepts, usually a
predictor, such as a selection tool and an outcome, such as some aspect of job performance. The
correlation coefficient is denoted as a lower-case r. Correlations can range anywhere between 1.00 and –
1.00, including zero. A zero correlation means there is no relationship between the two concepts. A
correlation of 1 means there is a perfect relationship between the two concepts, and is the strongest
possible correlation. Correlation can be positive or negative, indicating the “direction” of the relationship
between the concepts. If both concepts rise or fall together, it is called a positive correlation. If one
concept increases while the other decreases, it is called a negative correlation. Here’s an example of a
positive correlation: as years of experience rises, scores on a job knowledge test rise. An example of a
negative correlation might be that as scores on an integrity test go up, incidents of theft go down.
One other important statistic to understand related to the selection process is statistical significance. This
is denoted as a lower-case p. Significance shows the probability of how confident we can be that a
relationship like a correlation truly exists, vs. just happened by random coincidence. The standard
significance level used in social science and business research is sometimes called the .05 confidence
level. This means that we can feel 95% confident that the relationship we see is true, versus only a 5%
chance that the relationship we see happened because of a fluke.

These two statistics are of paramount importance, particularly when HR professionals are trying to show
that scores on selection tools are strongly related to performance on the job.

Slide 3

Title: Reliability: Consistency or Freedom from Error

Slide Content:
Will multiple sources, methods, or evaluators come to similar conclusions about the same candidate?

• Inter-Rater Reliability
– Example: Multiple Interviewers or Panel Interviews

• Multi-Method Reliability
– Example: Tests, Interviews, Application Blanks, References

• Internal Consistency
– Example: Are similar items within any selection tool consistent?

• What can HR do?
– Training and careful evaluation and use of selection tools

Narrator: No discussion of measurement would be complete without a refresher on reliability and validity.
These are more theoretical concepts in measurement, but some of the most important to understand.
Reliability refers to consistency or freedom from error. There are many different types of Reliability. In
selection, HR professionals should be concerned about inter-rater reliability (and a similar concept,
multi-method reliability) and internal consistency.

Inter-rater reliability refers to consistency between the people doing the evaluating. For example, if part
of your selection system is a panel interview, or multiple interviews with different people, are your
interviewers seeking and receiving information in a consistent manner? Are they rating the candidate
consistently? Raters and interviewers are human, so it is important to work with them to make sure they
are consistent across the candidates they meet, and consistent between themselves for each candidate.

The same thing is true of the individual selection tools or procedures that are used in the selection
process. Are interviews, tests, application blanks, references, background checks all providing consistent
information about the candidate? If a candidate claims on her application that she has 5 years of
experience with a particular type of software and her references back that up, but she cannot pass a
simple knowledge test about that software, either the test is unreliable or the candidate is. Either way,
additional steps need to be taken.

Finally, internal consistency refers to the individual items within a selection tool. The individual items
should “hang together” such that all the items are measuring the same KSAOs. As another example,
have you ever applied for a job and taken a test where you were asked the same or very similar
questions more than once? Usually these questions are in place to make sure you are answering
consistently and not just answering the way you think the employer wants you to.

Slide 4

Title: Validity: Accurate Evaluation

Slide Content:

Construct: A concept or idea

• Do selection tools accurately reflect the “concept” of the job?
– Thought Exercise: How would you conceptualize the job of a theater manager? What

kinds of tools could accurately test that construct?
Content: The complete set of necessary skills and abilities

• Do selection tools test the whole job and nothing but the job?
– Would you give management candidates a personality test? Why/Why Not?
– Would you give management candidates a physical ability test? Why/Why Not?

Criterion-Related: Shows predictors are related to outcomes
• Do selection tools predict good outcomes (job performance)?

– This is where correlational statistics are used in validation studies
Face: Accuracy from a surface perspective

• Does it seem like it should be valid?
– Particularly important for end users and test-takers

Narrator: Validity refers to the accuracy of the selection tools used. Is the selection process truly and
effectively providing information that will ultimately help HR to hire the best employees and the
organization to remain competitive?

There are 4 kinds of validity that warrant discussion. A Construct is a concept or idea that is commonly
understood. A store, a business, human resources, these are all constructs. Construct validity, then,
refers to whether selection tools accurately reflect the concept of a particular job. Take a minute to try the
thought exercise on your own. How would you conceptualize the job of “firefighter”, and what tools might
you use to accurately evaluate your construct?

Content validity refers to what is sometimes called the content domain, the complete set of skills and
abilities necessary to describe a construct, in this case, the job of a firefighter. It can be difficult to
determine the entire content domain without missing something or including something that doesn’t really
belong.

Construct and Content validity are often confused with each other. As you were considering the
construct of a firefighter, you probably automatically considered the content domain of job skills and
abilities that a firefighter would need. Personality might or might not fit into that content domain, whereas
physical abilities like strength and endurance would likely be a top priority.

The term criterion-related validity comes from the idea that selection tools are intended to predict some
sort of criterion, or job outcome, such as better job performance, less absenteeism, more diligence, etc.

In the textbook “Staffing Organizations,” the authors often use the term “predictors” to refer to specific
selection tools. This is where HR can best show how we can impact ROI and the bottom line. Further, if
your organization does any kind of business with the federal government, the OFCCP requires that you
be able to show your selection tools predict job outcomes.

Finally, face validity is just what it sounds like: do selection tools appear valid and accurate? Will casual
observers perceive these tools to be job related and effective in hiring good people for this job? It sounds
kind of simple, but face validity may be the most important type of validity. If the test doesn’t look like it
does what it is supposed to, candidates who take the test or interview and local HR reps who administer
the test or interview may perceive the test as unfair.

Slide 5

Title: For a Few Stats More: Utility

Slide Content:

• Base Rate: What % are doing well?
Number of “Successful” Employees
Total Number of Employees

• Yield Ratio
• Selection Ratio: What % will be hired?

Number of Applicants Hired
Total Number of Applicants

– What if? 100 applicants for 5 positions
– What if? 52 applicants for 50 positions
– Acceptance Ratio

Narrator:
Utility is what matters. While reliability and validity are imperatives for an effective selection tool, utility IS
the effectiveness itself, the measure of usefulness, ROI and a good indication of how HR can affect the
bottom line. Utility is typically represented by two things: either more effective hiring, or lower costs and
higher revenues based directly on HR’s staffing processes.

A couple of factors that influence utility are worth mentioning.

Base Rate refers to the ratio between current employees who are successful on a given job outcome
divided by the total number of employees. “Success” is relative, and might refer to job performance, such
as meeting sales quotas, or attendance, such as fewer days absent from the job. The whole idea behind
quality selection processes is to help raise base rates and show an increase in new employees who are
successful at what matters in the job.

Yield Ratio is a measure of how many candidates at each stage of the hiring process will yield how many
hires. Ideally, you would want to knock out a moderate percentage, maybe 30-70% of your candidates in
each step. For example. if 20 candidates sit for an employment test and 10 of them pass, that step in the
pipeline or selection process has a yield ratio of 50%. You might think it would make selection easier if
out of the 20 candidates, only 3 of them pass your employment test (this would be a yield ratio of 15%).
In fact, something might be wrong with the reliability or validity of the test – or with the earlier steps in your
hiring process – if resume review demonstrated that all 20 candidates were qualified, why are so few of
them passing your test? From a practical perspective, you might be losing potentially good employees.
From a legal perspective, you might be opening up the door to discrimination issues. Conversely, if 18
out of the 20 candidates pass the test (a yield ratio of 90%), what’s the point of spending time and money
giving the test at all?

Selection Ratio is the ratio of who is selected out of the total number of applicants (basically, percentage
hired). A low percentage means that a lot of people applied but only a few were hired, for example if 5

people were hired out of 100 applicants, this would be a 5% selection ratio. Anyone who has ever been a
recruiter knows that this is a mixed blessing; it’s great to have so many interested applicants in the pool,
but you’ve got to make sure that your selection tools are really finely tuned to help you separate the very
best fitting, most qualified people from a talented group. A high ratio or high percentage is troubling for
two reasons. Imagine staffing for 50 positions and only having 52 applicants show interest (do the math;
this would be about a 96% selection ratio). First of all, you should be concerned about why so few
candidates are interested in the positions your organization offers, and second of all, selection tools will
not be much help to you since you’ll have to hire almost everyone who applies, unless you are willing to
leave those positions empty.

Finally, Acceptance Ratio is simply a measure of how many candidates accept when they are offered a
position. When you make job offers and candidates choose not to accept them, either because they lost
interest, decided they didn’t want to work for you, found another job, or whatever, you’ve just wasted all
that time, effort, and money establishing your best candidates and then losing them at the last minute. If
your acceptance ratio is lower than you would like, you might consider whether you are offering
competitive compensation, providing a strong enough Realistic Job Preview, or taking too long with your
time to hire so that good candidates decide not to choose you after you have chosen them.

At the end of the day, no selection system is perfect. The key is to lose as few truly qualified and
potentially productive candidates as possible, and to hire as few unqualified and unproductive candidates
as possible in a process that is as bias-free and discrimination-free as possible. An ideal staffing system
would include high reliability and validity, a high base rate, a moderate yield ratio, a low selection ratio,
and a high acceptance ratio, meaning that your organization is enjoying effective selection tools,
competitive candidates who want to work for you, and ultimately, successful employees.

End of Presentation

**## HRA549_m4_Transcript.pdf**

HRA549 Module 4 AVP Transcript

Slide 1

Title: Levels of Measurement: What They Really Show

Slide content:

• Nominal Scales – categorizing
– Team jerseys
– Departments, Gender

• Ordinal Scales – ranking
– Likert Scales (Strongly Agree / Agree / Disagree / Strongly Disagree)
– Almost any selection tool you can think of

• Interval Scales – ranking + consistency
– Thermometer
– Percentile scores

• Ratio Scales – ranking, consistency, + an absolute floor
– Objective, scientific measurement
– Firefighter strength and endurance test

Narrator: Distinguishing levels of measurement is important because measuring or expressing
differences can happen several different ways in the staffing process. Traditionally, measurement falls
into 1 of 4 different levels: a nominal, ordinal, interval, or ratio scale.

Nominal scales show difference, and that’s all. Think of numbers on sports jerseys. 1 is different from 5
is different from 19 and so on. But the numbers do not show any particular order – 1 is not “better” than 5
or 19, just different. In staffing, HR professionals might use a nominal scale to create categories, such as
1 = sales reps, 2 = engineers, 3 = managers…or 1 = females and 2 = males.

Ordinal scales show order, but not magnitude. That means that when we measure on an ordinal scale,
we can rank from best to worst, but it is not clear how much difference exists between the rankings. For
example, a recruiter might rank candidates 1, 2, 3, 4, 5 from best to worst, but the actual difference
between candidates 1 and 2 might be very small, while the difference between candidates 2 and 3 might
be very large. Whenever you see a Likert-type scale (with choices like Strongly Agree – Agree –
Disagree – Strongly Disagree), it is an ordinal scale, because the space in between each choice is not
entirely clear. Most of the scales used to score candidates on tests or interviews are ordinal scales.
Interval scales show both order and magnitude. That means that we can see a clear ranking and equal
differences between any two places on the scale. An everyday example of an interval scale is a
thermometer. We can clearly see that 40 degrees Fahrenheit is colder than 50, and the same difference
would exist at any point on the scale. Percentile grades that job candidates might obtain on a cognitive
ability test are interval scales, because it is clear that someone who got a 90% did better than someone
who got an 80% and exactly how much better that person did.

Ratio scales show order and magnitude and have an absolute lower threshold or zero point. A simple
example of a ratio scale is how much weight firefighter candidates might be able to carry up a flight of
stairs. One person might be able to carry 200 pounds, while another might only be able to carry 100
pounds. Understanding how much each candidate can carry relative to each other and relative to zero is
an objective and scientific way of comparing abilities and establishing BFOQs and job requirements. Can
you imagine a situation in which someone would be unable to carry any weight?

Slide 2

Title: Correlation: How (and How Strongly) are Variables Related?

Slide content:

• Denoted as r

• Range between 1.00 and -1.00
• Absolute value = strength
• Sign = direction of relationship
• Significance

– Denoted as p (usually p < .05)
– Confidence that the relationship observed is true and not a coincidence

• .05 confidence interval means 95% sure that it is not a random coincidence

Narrator: There are many statistics that can be used in the staffing process. One of the most important is
the correlation coefficient. A correlation shows the relationship between two concepts, usually a
predictor, such as a selection tool and an outcome, such as some aspect of job performance. The
correlation coefficient is denoted as a lower-case r. Correlations can range anywhere between 1.00 and –
1.00, including zero. A zero correlation means there is no relationship between the two concepts. A
correlation of 1 means there is a perfect relationship between the two concepts, and is the strongest
possible correlation. Correlation can be positive or negative, indicating the “direction” of the relationship
between the concepts. If both concepts rise or fall together, it is called a positive correlation. If one
concept increases while the other decreases, it is called a negative correlation. Here’s an example of a
positive correlation: as years of experience rises, scores on a job knowledge test rise. An example of a
negative correlation might be that as scores on an integrity test go up, incidents of theft go down.
One other important statistic to understand related to the selection process is statistical significance. This
is denoted as a lower-case p. Significance shows the probability of how confident we can be that a
relationship like a correlation truly exists, vs. just happened by random coincidence. The standard
significance level used in social science and business research is sometimes called the .05 confidence
level. This means that we can feel 95% confident that the relationship we see is true, versus only a 5%
chance that the relationship we see happened because of a fluke.

These two statistics are of paramount importance, particularly when HR professionals are trying to show
that scores on selection tools are strongly related to performance on the job.

Slide 3

Title: Reliability: Consistency or Freedom from Error

Slide Content:
Will multiple sources, methods, or evaluators come to similar conclusions about the same candidate?

• Inter-Rater Reliability
– Example: Multiple Interviewers or Panel Interviews

• Multi-Method Reliability
– Example: Tests, Interviews, Application Blanks, References

• Internal Consistency
– Example: Are similar items within any selection tool consistent?

• What can HR do?
– Training and careful evaluation and use of selection tools

Narrator: No discussion of measurement would be complete without a refresher on reliability and validity.
These are more theoretical concepts in measurement, but some of the most important to understand.
Reliability refers to consistency or freedom from error. There are many different types of Reliability. In
selection, HR professionals should be concerned about inter-rater reliability (and a similar concept,
multi-method reliability) and internal consistency.

Inter-rater reliability refers to consistency between the people doing the evaluating. For example, if part
of your selection system is a panel interview, or multiple interviews with different people, are your
interviewers seeking and receiving information in a consistent manner? Are they rating the candidate
consistently? Raters and interviewers are human, so it is important to work with them to make sure they
are consistent across the candidates they meet, and consistent between themselves for each candidate.

The same thing is true of the individual selection tools or procedures that are used in the selection
process. Are interviews, tests, application blanks, references, background checks all providing consistent
information about the candidate? If a candidate claims on her application that she has 5 years of
experience with a particular type of software and her references back that up, but she cannot pass a
simple knowledge test about that software, either the test is unreliable or the candidate is. Either way,
additional steps need to be taken.

Finally, internal consistency refers to the individual items within a selection tool. The individual items
should “hang together” such that all the items are measuring the same KSAOs. As another example,
have you ever applied for a job and taken a test where you were asked the same or very similar
questions more than once? Usually these questions are in place to make sure you are answering
consistently and not just answering the way you think the employer wants you to.

Slide 4

Title: Validity: Accurate Evaluation

Slide Content:

Construct: A concept or idea

• Do selection tools accurately reflect the “concept” of the job?
– Thought Exercise: How would you conceptualize the job of a theater manager? What

kinds of tools could accurately test that construct?
Content: The complete set of necessary skills and abilities

• Do selection tools test the whole job and nothing but the job?
– Would you give management candidates a personality test? Why/Why Not?
– Would you give management candidates a physical ability test? Why/Why Not?

Criterion-Related: Shows predictors are related to outcomes
• Do selection tools predict good outcomes (job performance)?

– This is where correlational statistics are used in validation studies
Face: Accuracy from a surface perspective

• Does it seem like it should be valid?
– Particularly important for end users and test-takers

Narrator: Validity refers to the accuracy of the selection tools used. Is the selection process truly and
effectively providing information that will ultimately help HR to hire the best employees and the
organization to remain competitive?

There are 4 kinds of validity that warrant discussion. A Construct is a concept or idea that is commonly
understood. A store, a business, human resources, these are all constructs. Construct validity, then,
refers to whether selection tools accurately reflect the concept of a particular job. Take a minute to try the
thought exercise on your own. How would you conceptualize the job of “firefighter”, and what tools might
you use to accurately evaluate your construct?

Content validity refers to what is sometimes called the content domain, the complete set of skills and
abilities necessary to describe a construct, in this case, the job of a firefighter. It can be difficult to
determine the entire content domain without missing something or including something that doesn’t really
belong.

Construct and Content validity are often confused with each other. As you were considering the
construct of a firefighter, you probably automatically considered the content domain of job skills and
abilities that a firefighter would need. Personality might or might not fit into that content domain, whereas
physical abilities like strength and endurance would likely be a top priority.

The term criterion-related validity comes from the idea that selection tools are intended to predict some
sort of criterion, or job outcome, such as better job performance, less absenteeism, more diligence, etc.

In the textbook “Staffing Organizations,” the authors often use the term “predictors” to refer to specific
selection tools. This is where HR can best show how we can impact ROI and the bottom line. Further, if
your organization does any kind of business with the federal government, the OFCCP requires that you
be able to show your selection tools predict job outcomes.

Finally, face validity is just what it sounds like: do selection tools appear valid and accurate? Will casual
observers perceive these tools to be job related and effective in hiring good people for this job? It sounds
kind of simple, but face validity may be the most important type of validity. If the test doesn’t look like it
does what it is supposed to, candidates who take the test or interview and local HR reps who administer
the test or interview may perceive the test as unfair.

Slide 5

Title: For a Few Stats More: Utility

Slide Content:

• Base Rate: What % are doing well?
Number of “Successful” Employees
Total Number of Employees

• Yield Ratio
• Selection Ratio: What % will be hired?

Number of Applicants Hired
Total Number of Applicants

– What if? 100 applicants for 5 positions
– What if? 52 applicants for 50 positions
– Acceptance Ratio

Narrator:
Utility is what matters. While reliability and validity are imperatives for an effective selection tool, utility IS
the effectiveness itself, the measure of usefulness, ROI and a good indication of how HR can affect the
bottom line. Utility is typically represented by two things: either more effective hiring, or lower costs and
higher revenues based directly on HR’s staffing processes.

A couple of factors that influence utility are worth mentioning.

Base Rate refers to the ratio between current employees who are successful on a given job outcome
divided by the total number of employees. “Success” is relative, and might refer to job performance, such
as meeting sales quotas, or attendance, such as fewer days absent from the job. The whole idea behind
quality selection processes is to help raise base rates and show an increase in new employees who are
successful at what matters in the job.

Yield Ratio is a measure of how many candidates at each stage of the hiring process will yield how many
hires. Ideally, you would want to knock out a moderate percentage, maybe 30-70% of your candidates in
each step. For example. if 20 candidates sit for an employment test and 10 of them pass, that step in the
pipeline or selection process has a yield ratio of 50%. You might think it would make selection easier if
out of the 20 candidates, only 3 of them pass your employment test (this would be a yield ratio of 15%).
In fact, something might be wrong with the reliability or validity of the test – or with the earlier steps in your
hiring process – if resume review demonstrated that all 20 candidates were qualified, why are so few of
them passing your test? From a practical perspective, you might be losing potentially good employees.
From a legal perspective, you might be opening up the door to discrimination issues. Conversely, if 18
out of the 20 candidates pass the test (a yield ratio of 90%), what’s the point of spending time and money
giving the test at all?

Selection Ratio is the ratio of who is selected out of the total number of applicants (basically, percentage
hired). A low percentage means that a lot of people applied but only a few were hired, for example if 5

people were hired out of 100 applicants, this would be a 5% selection ratio. Anyone who has ever been a
recruiter knows that this is a mixed blessing; it’s great to have so many interested applicants in the pool,
but you’ve got to make sure that your selection tools are really finely tuned to help you separate the very
best fitting, most qualified people from a talented group. A high ratio or high percentage is troubling for
two reasons. Imagine staffing for 50 positions and only having 52 applicants show interest (do the math;
this would be about a 96% selection ratio). First of all, you should be concerned about why so few
candidates are interested in the positions your organization offers, and second of all, selection tools will
not be much help to you since you’ll have to hire almost everyone who applies, unless you are willing to
leave those positions empty.

Finally, Acceptance Ratio is simply a measure of how many candidates accept when they are offered a
position. When you make job offers and candidates choose not to accept them, either because they lost
interest, decided they didn’t want to work for you, found another job, or whatever, you’ve just wasted all
that time, effort, and money establishing your best candidates and then losing them at the last minute. If
your acceptance ratio is lower than you would like, you might consider whether you are offering
competitive compensation, providing a strong enough Realistic Job Preview, or taking too long with your
time to hire so that good candidates decide not to choose you after you have chosen them.

At the end of the day, no selection system is perfect. The key is to lose as few truly qualified and
potentially productive candidates as possible, and to hire as few unqualified and unproductive candidates
as possible in a process that is as bias-free and discrimination-free as possible. An ideal staffing system
would include high reliability and validity, a high base rate, a moderate yield ratio, a low selection ratio,
and a high acceptance ratio, meaning that your organization is enjoying effective selection tools,
competitive candidates who want to work for you, and ultimately, successful employees.

End of Presentation

**## GradDiscussionRubric.pdf**

TCOB Graduate Studies Discussion Rubric

Criteria No Submission

0 points

Novice
(Criterion is missing or not

in evidence)
1-13 points

Basic
(works towards meeting

expectations;
performance needs

improvement)
14-16 points

Proficient
(meets expectations;

performance is satisfactory)
17-18 points

Exemplary
(exceeds expectations;

performance is outstanding)
19-20 points

Support of
Week's Reading

No Student
Submission
(0 points)

Does not refer to the
readings to support postings

(1-13 points)

Alludes to the readings
to support postings

(14-16 points)

Refers to examples from the
readings to support postings

(17-18 points)

Provides concrete examples from
the readings to support postings;

integrates prior readings in
postings

(19-20 points)

Observations No Student
Submission
(0 points)

Does not integrate personal
observations or knowledge;

does not present new
observations
(1-13 points)

Integrates personal
observations and

knowledge in a cursory
manner; does not

present new
observations

(14-16 points)

Integrates personal
observations and knowledge
in an accurate way; presents

new observations
(17-18 points)

Integrates personal observations
and knowledge in an accurate and

highly insightful way; presents
new observations

(19-20 points)

Response to
Classmates

No Student
Submission

(0 points)

Responds in a cursory
manner to classmates’

postings
(1-13 points)

Constructively responds
to classmates’ postings

(14-16 points)

Constructively responds to
classmates’ postings; offers

insight that encourages other
students to think critically

about their own work.
(17-18 points)

Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their

responses; encourages classmates
to think critically about their own

work.
(19-20 points)

Organization,
Word Choice,
and Sentence

Structure

No Student
Submission

(0 points)

Posts are disorganized and
information is not presented
in a logical sequence; word

choice and sentence
structure are not suitable

(1-13 points)

Posts are somewhat
disorganized, and
information is not

presented in a logical
sequence; word choice
and sentence structure

are not suitable
(14-16 points)

Posts are organized, and
information is presented in a

logical sequence; word
choice and sentence

structure are suitable; there
are a few errors; however,

errors do not affect
readability.

(17-18 points)

Posts are organized and
information is presented in a

logical sequence; word choice and
sentence structure are suitable;

no errors in the response.
(19-20 points)

References No Student
Submission

(0 points)

Includes no sources to
support conclusions

(1-13 points)

Includes 1 outside
source to support and
enrich the discussion;

Includes 2 or more outside
sources to support and
enrich the discussion;

sources are properly cited in

Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using

APA format; style guidelines are

TCOB Graduate Studies Discussion Rubric

sources are not properly
cited in APA format

(14-16 points)

APA format and are properly
integrated into the discussion

response
(17-18 points)

masterfully integrated into the
discussion response.

(19-20 points)

**## HRA549_m4_Transcript.pdf**

HRA549 Module 4 AVP Transcript

Slide 1

Title: Levels of Measurement: What They Really Show

Slide content:

• Nominal Scales – categorizing
– Team jerseys
– Departments, Gender

• Ordinal Scales – ranking
– Likert Scales (Strongly Agree / Agree / Disagree / Strongly Disagree)
– Almost any selection tool you can think of

• Interval Scales – ranking + consistency
– Thermometer
– Percentile scores

• Ratio Scales – ranking, consistency, + an absolute floor
– Objective, scientific measurement
– Firefighter strength and endurance test

Narrator: Distinguishing levels of measurement is important because measuring or expressing
differences can happen several different ways in the staffing process. Traditionally, measurement falls
into 1 of 4 different levels: a nominal, ordinal, interval, or ratio scale.

Nominal scales show difference, and that’s all. Think of numbers on sports jerseys. 1 is different from 5
is different from 19 and so on. But the numbers do not show any particular order – 1 is not “better” than 5
or 19, just different. In staffing, HR professionals might use a nominal scale to create categories, such as
1 = sales reps, 2 = engineers, 3 = managers…or 1 = females and 2 = males.

Ordinal scales show order, but not magnitude. That means that when we measure on an ordinal scale,
we can rank from best to worst, but it is not clear how much difference exists between the rankings. For
example, a recruiter might rank candidates 1, 2, 3, 4, 5 from best to worst, but the actual difference
between candidates 1 and 2 might be very small, while the difference between candidates 2 and 3 might
be very large. Whenever you see a Likert-type scale (with choices like Strongly Agree – Agree –
Disagree – Strongly Disagree), it is an ordinal scale, because the space in between each choice is not
entirely clear. Most of the scales used to score candidates on tests or interviews are ordinal scales.
Interval scales show both order and magnitude. That means that we can see a clear ranking and equal
differences between any two places on the scale. An everyday example of an interval scale is a
thermometer. We can clearly see that 40 degrees Fahrenheit is colder than 50, and the same difference
would exist at any point on the scale. Percentile grades that job candidates might obtain on a cognitive
ability test are interval scales, because it is clear that someone who got a 90% did better than someone
who got an 80% and exactly how much better that person did.

Ratio scales show order and magnitude and have an absolute lower threshold or zero point. A simple
example of a ratio scale is how much weight firefighter candidates might be able to carry up a flight of
stairs. One person might be able to carry 200 pounds, while another might only be able to carry 100
pounds. Understanding how much each candidate can carry relative to each other and relative to zero is
an objective and scientific way of comparing abilities and establishing BFOQs and job requirements. Can
you imagine a situation in which someone would be unable to carry any weight?

Slide 2

Title: Correlation: How (and How Strongly) are Variables Related?

Slide content:

• Denoted as r

• Range between 1.00 and -1.00
• Absolute value = strength
• Sign = direction of relationship
• Significance

– Denoted as p (usually p < .05)
– Confidence that the relationship observed is true and not a coincidence

• .05 confidence interval means 95% sure that it is not a random coincidence

Narrator: There are many statistics that can be used in the staffing process. One of the most important is
the correlation coefficient. A correlation shows the relationship between two concepts, usually a
predictor, such as a selection tool and an outcome, such as some aspect of job performance. The
correlation coefficient is denoted as a lower-case r. Correlations can range anywhere between 1.00 and –
1.00, including zero. A zero correlation means there is no relationship between the two concepts. A
correlation of 1 means there is a perfect relationship between the two concepts, and is the strongest
possible correlation. Correlation can be positive or negative, indicating the “direction” of the relationship
between the concepts. If both concepts rise or fall together, it is called a positive correlation. If one
concept increases while the other decreases, it is called a negative correlation. Here’s an example of a
positive correlation: as years of experience rises, scores on a job knowledge test rise. An example of a
negative correlation might be that as scores on an integrity test go up, incidents of theft go down.
One other important statistic to understand related to the selection process is statistical significance. This
is denoted as a lower-case p. Significance shows the probability of how confident we can be that a
relationship like a correlation truly exists, vs. just happened by random coincidence. The standard
significance level used in social science and business research is sometimes called the .05 confidence
level. This means that we can feel 95% confident that the relationship we see is true, versus only a 5%
chance that the relationship we see happened because of a fluke.

These two statistics are of paramount importance, particularly when HR professionals are trying to show
that scores on selection tools are strongly related to performance on the job.

Slide 3

Title: Reliability: Consistency or Freedom from Error

Slide Content:
Will multiple sources, methods, or evaluators come to similar conclusions about the same candidate?

• Inter-Rater Reliability
– Example: Multiple Interviewers or Panel Interviews

• Multi-Method Reliability
– Example: Tests, Interviews, Application Blanks, References

• Internal Consistency
– Example: Are similar items within any selection tool consistent?

• What can HR do?
– Training and careful evaluation and use of selection tools

Narrator: No discussion of measurement would be complete without a refresher on reliability and validity.
These are more theoretical concepts in measurement, but some of the most important to understand.
Reliability refers to consistency or freedom from error. There are many different types of Reliability. In
selection, HR professionals should be concerned about inter-rater reliability (and a similar concept,
multi-method reliability) and internal consistency.

Inter-rater reliability refers to consistency between the people doing the evaluating. For example, if part
of your selection system is a panel interview, or multiple interviews with different people, are your
interviewers seeking and receiving information in a consistent manner? Are they rating the candidate
consistently? Raters and interviewers are human, so it is important to work with them to make sure they
are consistent across the candidates they meet, and consistent between themselves for each candidate.

The same thing is true of the individual selection tools or procedures that are used in the selection
process. Are interviews, tests, application blanks, references, background checks all providing consistent
information about the candidate? If a candidate claims on her application that she has 5 years of
experience with a particular type of software and her references back that up, but she cannot pass a
simple knowledge test about that software, either the test is unreliable or the candidate is. Either way,
additional steps need to be taken.

Finally, internal consistency refers to the individual items within a selection tool. The individual items
should “hang together” such that all the items are measuring the same KSAOs. As another example,
have you ever applied for a job and taken a test where you were asked the same or very similar
questions more than once? Usually these questions are in place to make sure you are answering
consistently and not just answering the way you think the employer wants you to.

Slide 4

Title: Validity: Accurate Evaluation

Slide Content:

Construct: A concept or idea

• Do selection tools accurately reflect the “concept” of the job?
– Thought Exercise: How would you conceptualize the job of a theater manager? What

kinds of tools could accurately test that construct?
Content: The complete set of necessary skills and abilities

• Do selection tools test the whole job and nothing but the job?
– Would you give management candidates a personality test? Why/Why Not?
– Would you give management candidates a physical ability test? Why/Why Not?

Criterion-Related: Shows predictors are related to outcomes
• Do selection tools predict good outcomes (job performance)?

– This is where correlational statistics are used in validation studies
Face: Accuracy from a surface perspective

• Does it seem like it should be valid?
– Particularly important for end users and test-takers

Narrator: Validity refers to the accuracy of the selection tools used. Is the selection process truly and
effectively providing information that will ultimately help HR to hire the best employees and the
organization to remain competitive?

There are 4 kinds of validity that warrant discussion. A Construct is a concept or idea that is commonly
understood. A store, a business, human resources, these are all constructs. Construct validity, then,
refers to whether selection tools accurately reflect the concept of a particular job. Take a minute to try the
thought exercise on your own. How would you conceptualize the job of “firefighter”, and what tools might
you use to accurately evaluate your construct?

Content validity refers to what is sometimes called the content domain, the complete set of skills and
abilities necessary to describe a construct, in this case, the job of a firefighter. It can be difficult to
determine the entire content domain without missing something or including something that doesn’t really
belong.

Construct and Content validity are often confused with each other. As you were considering the
construct of a firefighter, you probably automatically considered the content domain of job skills and
abilities that a firefighter would need. Personality might or might not fit into that content domain, whereas
physical abilities like strength and endurance would likely be a top priority.

The term criterion-related validity comes from the idea that selection tools are intended to predict some
sort of criterion, or job outcome, such as better job performance, less absenteeism, more diligence, etc.

In the textbook “Staffing Organizations,” the authors often use the term “predictors” to refer to specific
selection tools. This is where HR can best show how we can impact ROI and the bottom line. Further, if
your organization does any kind of business with the federal government, the OFCCP requires that you
be able to show your selection tools predict job outcomes.

Finally, face validity is just what it sounds like: do selection tools appear valid and accurate? Will casual
observers perceive these tools to be job related and effective in hiring good people for this job? It sounds
kind of simple, but face validity may be the most important type of validity. If the test doesn’t look like it
does what it is supposed to, candidates who take the test or interview and local HR reps who administer
the test or interview may perceive the test as unfair.

Slide 5

Title: For a Few Stats More: Utility

Slide Content:

• Base Rate: What % are doing well?
Number of “Successful” Employees
Total Number of Employees

• Yield Ratio
• Selection Ratio: What % will be hired?

Number of Applicants Hired
Total Number of Applicants

– What if? 100 applicants for 5 positions
– What if? 52 applicants for 50 positions
– Acceptance Ratio

Narrator:
Utility is what matters. While reliability and validity are imperatives for an effective selection tool, utility IS
the effectiveness itself, the measure of usefulness, ROI and a good indication of how HR can affect the
bottom line. Utility is typically represented by two things: either more effective hiring, or lower costs and
higher revenues based directly on HR’s staffing processes.

A couple of factors that influence utility are worth mentioning.

Base Rate refers to the ratio between current employees who are successful on a given job outcome
divided by the total number of employees. “Success” is relative, and might refer to job performance, such
as meeting sales quotas, or attendance, such as fewer days absent from the job. The whole idea behind
quality selection processes is to help raise base rates and show an increase in new employees who are
successful at what matters in the job.

Yield Ratio is a measure of how many candidates at each stage of the hiring process will yield how many
hires. Ideally, you would want to knock out a moderate percentage, maybe 30-70% of your candidates in
each step. For example. if 20 candidates sit for an employment test and 10 of them pass, that step in the
pipeline or selection process has a yield ratio of 50%. You might think it would make selection easier if
out of the 20 candidates, only 3 of them pass your employment test (this would be a yield ratio of 15%).
In fact, something might be wrong with the reliability or validity of the test – or with the earlier steps in your
hiring process – if resume review demonstrated that all 20 candidates were qualified, why are so few of
them passing your test? From a practical perspective, you might be losing potentially good employees.
From a legal perspective, you might be opening up the door to discrimination issues. Conversely, if 18
out of the 20 candidates pass the test (a yield ratio of 90%), what’s the point of spending time and money
giving the test at all?

Selection Ratio is the ratio of who is selected out of the total number of applicants (basically, percentage
hired). A low percentage means that a lot of people applied but only a few were hired, for example if 5

people were hired out of 100 applicants, this would be a 5% selection ratio. Anyone who has ever been a
recruiter knows that this is a mixed blessing; it’s great to have so many interested applicants in the pool,
but you’ve got to make sure that your selection tools are really finely tuned to help you separate the very
best fitting, most qualified people from a talented group. A high ratio or high percentage is troubling for
two reasons. Imagine staffing for 50 positions and only having 52 applicants show interest (do the math;
this would be about a 96% selection ratio). First of all, you should be concerned about why so few
candidates are interested in the positions your organization offers, and second of all, selection tools will
not be much help to you since you’ll have to hire almost everyone who applies, unless you are willing to
leave those positions empty.

Finally, Acceptance Ratio is simply a measure of how many candidates accept when they are offered a
position. When you make job offers and candidates choose not to accept them, either because they lost
interest, decided they didn’t want to work for you, found another job, or whatever, you’ve just wasted all
that time, effort, and money establishing your best candidates and then losing them at the last minute. If
your acceptance ratio is lower than you would like, you might consider whether you are offering
competitive compensation, providing a strong enough Realistic Job Preview, or taking too long with your
time to hire so that good candidates decide not to choose you after you have chosen them.

At the end of the day, no selection system is perfect. The key is to lose as few truly qualified and
potentially productive candidates as possible, and to hire as few unqualified and unproductive candidates
as possible in a process that is as bias-free and discrimination-free as possible. An ideal staffing system
would include high reliability and validity, a high base rate, a moderate yield ratio, a low selection ratio,
and a high acceptance ratio, meaning that your organization is enjoying effective selection tools,
competitive candidates who want to work for you, and ultimately, successful employees.

End of Presentation

**## GradDiscussionRubric.pdf**

TCOB Graduate Studies Discussion Rubric

Criteria No Submission

0 points

Novice
(Criterion is missing or not

in evidence)
1-13 points

Basic
(works towards meeting

expectations;
performance needs

improvement)
14-16 points

Proficient
(meets expectations;

performance is satisfactory)
17-18 points

Exemplary
(exceeds expectations;

performance is outstanding)
19-20 points

Support of
Week's Reading

No Student
Submission
(0 points)

Does not refer to the
readings to support postings

(1-13 points)

Alludes to the readings
to support postings

(14-16 points)

Refers to examples from the
readings to support postings

(17-18 points)

Provides concrete examples from
the readings to support postings;

integrates prior readings in
postings

(19-20 points)

Observations No Student
Submission
(0 points)

Does not integrate personal
observations or knowledge;

does not present new
observations
(1-13 points)

Integrates personal
observations and

knowledge in a cursory
manner; does not

present new
observations

(14-16 points)

Integrates personal
observations and knowledge
in an accurate way; presents

new observations
(17-18 points)

Integrates personal observations
and knowledge in an accurate and

highly insightful way; presents
new observations

(19-20 points)

Response to
Classmates

No Student
Submission

(0 points)

Responds in a cursory
manner to classmates’

postings
(1-13 points)

Constructively responds
to classmates’ postings

(14-16 points)

Constructively responds to
classmates’ postings; offers

insight that encourages other
students to think critically

about their own work.
(17-18 points)

Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their

responses; encourages classmates
to think critically about their own

work.
(19-20 points)

Organization,
Word Choice,
and Sentence

Structure

No Student
Submission

(0 points)

Posts are disorganized and
information is not presented
in a logical sequence; word

choice and sentence
structure are not suitable

(1-13 points)

Posts are somewhat
disorganized, and
information is not

presented in a logical
sequence; word choice
and sentence structure

are not suitable
(14-16 points)

Posts are organized, and
information is presented in a

logical sequence; word
choice and sentence

structure are suitable; there
are a few errors; however,

errors do not affect
readability.

(17-18 points)

Posts are organized and
information is presented in a

logical sequence; word choice and
sentence structure are suitable;

no errors in the response.
(19-20 points)

References No Student
Submission

(0 points)

Includes no sources to
support conclusions

(1-13 points)

Includes 1 outside
source to support and
enrich the discussion;

Includes 2 or more outside
sources to support and
enrich the discussion;

sources are properly cited in

Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using

APA format; style guidelines are

TCOB Graduate Studies Discussion Rubric

sources are not properly
cited in APA format

(14-16 points)

APA format and are properly
integrated into the discussion

response
(17-18 points)

masterfully integrated into the
discussion response.

(19-20 points)

**## HRA549_m4_Transcript.pdf**

HRA549 Module 4 AVP Transcript

Slide 1

Title: Levels of Measurement: What They Really Show

Slide content:

• Nominal Scales – categorizing
– Team jerseys
– Departments, Gender

• Ordinal Scales – ranking
– Likert Scales (Strongly Agree / Agree / Disagree / Strongly Disagree)
– Almost any selection tool you can think of

• Interval Scales – ranking + consistency
– Thermometer
– Percentile scores

• Ratio Scales – ranking, consistency, + an absolute floor
– Objective, scientific measurement
– Firefighter strength and endurance test

Narrator: Distinguishing levels of measurement is important because measuring or expressing
differences can happen several different ways in the staffing process. Traditionally, measurement falls
into 1 of 4 different levels: a nominal, ordinal, interval, or ratio scale.

Nominal scales show difference, and that’s all. Think of numbers on sports jerseys. 1 is different from 5
is different from 19 and so on. But the numbers do not show any particular order – 1 is not “better” than 5
or 19, just different. In staffing, HR professionals might use a nominal scale to create categories, such as
1 = sales reps, 2 = engineers, 3 = managers…or 1 = females and 2 = males.

Ordinal scales show order, but not magnitude. That means that when we measure on an ordinal scale,
we can rank from best to worst, but it is not clear how much difference exists between the rankings. For
example, a recruiter might rank candidates 1, 2, 3, 4, 5 from best to worst, but the actual difference
between candidates 1 and 2 might be very small, while the difference between candidates 2 and 3 might
be very large. Whenever you see a Likert-type scale (with choices like Strongly Agree – Agree –
Disagree – Strongly Disagree), it is an ordinal scale, because the space in between each choice is not
entirely clear. Most of the scales used to score candidates on tests or interviews are ordinal scales.
Interval scales show both order and magnitude. That means that we can see a clear ranking and equal
differences between any two places on the scale. An everyday example of an interval scale is a
thermometer. We can clearly see that 40 degrees Fahrenheit is colder than 50, and the same difference
would exist at any point on the scale. Percentile grades that job candidates might obtain on a cognitive
ability test are interval scales, because it is clear that someone who got a 90% did better than someone
who got an 80% and exactly how much better that person did.

Ratio scales show order and magnitude and have an absolute lower threshold or zero point. A simple
example of a ratio scale is how much weight firefighter candidates might be able to carry up a flight of
stairs. One person might be able to carry 200 pounds, while another might only be able to carry 100
pounds. Understanding how much each candidate can carry relative to each other and relative to zero is
an objective and scientific way of comparing abilities and establishing BFOQs and job requirements. Can
you imagine a situation in which someone would be unable to carry any weight?

Slide 2

Title: Correlation: How (and How Strongly) are Variables Related?

Slide content:

• Denoted as r

• Range between 1.00 and -1.00
• Absolute value = strength
• Sign = direction of relationship
• Significance

– Denoted as p (usually p < .05)
– Confidence that the relationship observed is true and not a coincidence

• .05 confidence interval means 95% sure that it is not a random coincidence

Narrator: There are many statistics that can be used in the staffing process. One of the most important is
the correlation coefficient. A correlation shows the relationship between two concepts, usually a
predictor, such as a selection tool and an outcome, such as some aspect of job performance. The
correlation coefficient is denoted as a lower-case r. Correlations can range anywhere between 1.00 and –
1.00, including zero. A zero correlation means there is no relationship between the two concepts. A
correlation of 1 means there is a perfect relationship between the two concepts, and is the strongest
possible correlation. Correlation can be positive or negative, indicating the “direction” of the relationship
between the concepts. If both concepts rise or fall together, it is called a positive correlation. If one
concept increases while the other decreases, it is called a negative correlation. Here’s an example of a
positive correlation: as years of experience rises, scores on a job knowledge test rise. An example of a
negative correlation might be that as scores on an integrity test go up, incidents of theft go down.
One other important statistic to understand related to the selection process is statistical significance. This
is denoted as a lower-case p. Significance shows the probability of how confident we can be that a
relationship like a correlation truly exists, vs. just happened by random coincidence. The standard
significance level used in social science and business research is sometimes called the .05 confidence
level. This means that we can feel 95% confident that the relationship we see is true, versus only a 5%
chance that the relationship we see happened because of a fluke.

These two statistics are of paramount importance, particularly when HR professionals are trying to show
that scores on selection tools are strongly related to performance on the job.

Slide 3

Title: Reliability: Consistency or Freedom from Error

Slide Content:
Will multiple sources, methods, or evaluators come to similar conclusions about the same candidate?

• Inter-Rater Reliability
– Example: Multiple Interviewers or Panel Interviews

• Multi-Method Reliability
– Example: Tests, Interviews, Application Blanks, References

• Internal Consistency
– Example: Are similar items within any selection tool consistent?

• What can HR do?
– Training and careful evaluation and use of selection tools

Narrator: No discussion of measurement would be complete without a refresher on reliability and validity.
These are more theoretical concepts in measurement, but some of the most important to understand.
Reliability refers to consistency or freedom from error. There are many different types of Reliability. In
selection, HR professionals should be concerned about inter-rater reliability (and a similar concept,
multi-method reliability) and internal consistency.

Inter-rater reliability refers to consistency between the people doing the evaluating. For example, if part
of your selection system is a panel interview, or multiple interviews with different people, are your
interviewers seeking and receiving information in a consistent manner? Are they rating the candidate
consistently? Raters and interviewers are human, so it is important to work with them to make sure they
are consistent across the candidates they meet, and consistent between themselves for each candidate.

The same thing is true of the individual selection tools or procedures that are used in the selection
process. Are interviews, tests, application blanks, references, background checks all providing consistent
information about the candidate? If a candidate claims on her application that she has 5 years of
experience with a particular type of software and her references back that up, but she cannot pass a
simple knowledge test about that software, either the test is unreliable or the candidate is. Either way,
additional steps need to be taken.

Finally, internal consistency refers to the individual items within a selection tool. The individual items
should “hang together” such that all the items are measuring the same KSAOs. As another example,
have you ever applied for a job and taken a test where you were asked the same or very similar
questions more than once? Usually these questions are in place to make sure you are answering
consistently and not just answering the way you think the employer wants you to.

Slide 4

Title: Validity: Accurate Evaluation

Slide Content:

Construct: A concept or idea

• Do selection tools accurately reflect the “concept” of the job?
– Thought Exercise: How would you conceptualize the job of a theater manager? What

kinds of tools could accurately test that construct?
Content: The complete set of necessary skills and abilities

• Do selection tools test the whole job and nothing but the job?
– Would you give management candidates a personality test? Why/Why Not?
– Would you give management candidates a physical ability test? Why/Why Not?

Criterion-Related: Shows predictors are related to outcomes
• Do selection tools predict good outcomes (job performance)?

– This is where correlational statistics are used in validation studies
Face: Accuracy from a surface perspective

• Does it seem like it should be valid?
– Particularly important for end users and test-takers

Narrator: Validity refers to the accuracy of the selection tools used. Is the selection process truly and
effectively providing information that will ultimately help HR to hire the best employees and the
organization to remain competitive?

There are 4 kinds of validity that warrant discussion. A Construct is a concept or idea that is commonly
understood. A store, a business, human resources, these are all constructs. Construct validity, then,
refers to whether selection tools accurately reflect the concept of a particular job. Take a minute to try the
thought exercise on your own. How would you conceptualize the job of “firefighter”, and what tools might
you use to accurately evaluate your construct?

Content validity refers to what is sometimes called the content domain, the complete set of skills and
abilities necessary to describe a construct, in this case, the job of a firefighter. It can be difficult to
determine the entire content domain without missing something or including something that doesn’t really
belong.

Construct and Content validity are often confused with each other. As you were considering the
construct of a firefighter, you probably automatically considered the content domain of job skills and
abilities that a firefighter would need. Personality might or might not fit into that content domain, whereas
physical abilities like strength and endurance would likely be a top priority.

The term criterion-related validity comes from the idea that selection tools are intended to predict some
sort of criterion, or job outcome, such as better job performance, less absenteeism, more diligence, etc.

In the textbook “Staffing Organizations,” the authors often use the term “predictors” to refer to specific
selection tools. This is where HR can best show how we can impact ROI and the bottom line. Further, if
your organization does any kind of business with the federal government, the OFCCP requires that you
be able to show your selection tools predict job outcomes.

Finally, face validity is just what it sounds like: do selection tools appear valid and accurate? Will casual
observers perceive these tools to be job related and effective in hiring good people for this job? It sounds
kind of simple, but face validity may be the most important type of validity. If the test doesn’t look like it
does what it is supposed to, candidates who take the test or interview and local HR reps who administer
the test or interview may perceive the test as unfair.

Slide 5

Title: For a Few Stats More: Utility

Slide Content:

• Base Rate: What % are doing well?
Number of “Successful” Employees
Total Number of Employees

• Yield Ratio
• Selection Ratio: What % will be hired?

Number of Applicants Hired
Total Number of Applicants

– What if? 100 applicants for 5 positions
– What if? 52 applicants for 50 positions
– Acceptance Ratio

Narrator:
Utility is what matters. While reliability and validity are imperatives for an effective selection tool, utility IS
the effectiveness itself, the measure of usefulness, ROI and a good indication of how HR can affect the
bottom line. Utility is typically represented by two things: either more effective hiring, or lower costs and
higher revenues based directly on HR’s staffing processes.

A couple of factors that influence utility are worth mentioning.

Base Rate refers to the ratio between current employees who are successful on a given job outcome
divided by the total number of employees. “Success” is relative, and might refer to job performance, such
as meeting sales quotas, or attendance, such as fewer days absent from the job. The whole idea behind
quality selection processes is to help raise base rates and show an increase in new employees who are
successful at what matters in the job.

Yield Ratio is a measure of how many candidates at each stage of the hiring process will yield how many
hires. Ideally, you would want to knock out a moderate percentage, maybe 30-70% of your candidates in
each step. For example. if 20 candidates sit for an employment test and 10 of them pass, that step in the
pipeline or selection process has a yield ratio of 50%. You might think it would make selection easier if
out of the 20 candidates, only 3 of them pass your employment test (this would be a yield ratio of 15%).
In fact, something might be wrong with the reliability or validity of the test – or with the earlier steps in your
hiring process – if resume review demonstrated that all 20 candidates were qualified, why are so few of
them passing your test? From a practical perspective, you might be losing potentially good employees.
From a legal perspective, you might be opening up the door to discrimination issues. Conversely, if 18
out of the 20 candidates pass the test (a yield ratio of 90%), what’s the point of spending time and money
giving the test at all?

Selection Ratio is the ratio of who is selected out of the total number of applicants (basically, percentage
hired). A low percentage means that a lot of people applied but only a few were hired, for example if 5

people were hired out of 100 applicants, this would be a 5% selection ratio. Anyone who has ever been a
recruiter knows that this is a mixed blessing; it’s great to have so many interested applicants in the pool,
but you’ve got to make sure that your selection tools are really finely tuned to help you separate the very
best fitting, most qualified people from a talented group. A high ratio or high percentage is troubling for
two reasons. Imagine staffing for 50 positions and only having 52 applicants show interest (do the math;
this would be about a 96% selection ratio). First of all, you should be concerned about why so few
candidates are interested in the positions your organization offers, and second of all, selection tools will
not be much help to you since you’ll have to hire almost everyone who applies, unless you are willing to
leave those positions empty.

Finally, Acceptance Ratio is simply a measure of how many candidates accept when they are offered a
position. When you make job offers and candidates choose not to accept them, either because they lost
interest, decided they didn’t want to work for you, found another job, or whatever, you’ve just wasted all
that time, effort, and money establishing your best candidates and then losing them at the last minute. If
your acceptance ratio is lower than you would like, you might consider whether you are offering
competitive compensation, providing a strong enough Realistic Job Preview, or taking too long with your
time to hire so that good candidates decide not to choose you after you have chosen them.

At the end of the day, no selection system is perfect. The key is to lose as few truly qualified and
potentially productive candidates as possible, and to hire as few unqualified and unproductive candidates
as possible in a process that is as bias-free and discrimination-free as possible. An ideal staffing system
would include high reliability and validity, a high base rate, a moderate yield ratio, a low selection ratio,
and a high acceptance ratio, meaning that your organization is enjoying effective selection tools,
competitive candidates who want to work for you, and ultimately, successful employees.

End of Presentation

November 5, 2026
[Solved] Unit 5.3 DB: Job Loss

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When job loss occurs, it majorly upsets the individual and the family system. – Discuss some of the additional consequences of job loss and the impact on a person’s life. – After discussing the examples of additional consequences, discuss the interventions you would apply to help support a client in…

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When job loss occurs, it majorly upsets the individual and the family system.

– Discuss some of the additional consequences of job loss and the impact on a person’s life.
– After discussing the examples of additional consequences, discuss the interventions you would apply to help support a client in resolving the issues.

– 2 years ago

November 5, 2026
[Solved] Unit 5.2 DB: Applying Erikson’s Theory

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A mother and father bring their 16-year-old son to you because he has been threatening to run away. This week they took his driver's license away from him because he is failing four classes. They don't want him on the streets but feel he must earn the privilege of having a car. The son is opposition…

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A mother and father bring their 16-year-old son to you because he has been threatening to run away. This week they took his driver's license away from him because he is failing four classes. They don't want him on the streets but feel he must earn the privilege of having a car. The son is oppositional, defiant, and refused to cooperate.

– Using Erikson model, Pyschosocial Stages of Development, how would you describe the mother, father, and son's stage of psychosocial development?
– What might they be struggling with beyond what is described in the case study?
– https://www.youtube.com/watch?v=aYCBdZLCDBQ

– 2 years ago

November 5, 2026
[Solved] Human Resource Management Writing assignment

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In this unit, you learned about the multiple causes (etiology) of social problems from a micro, mezzo, and macro ecological systems perspective. You also examined cultural, political, economic, social, and religious values related to social problems. Consider what you have learned about the human se…

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In this unit, you learned about the multiple causes (etiology) of social problems from a micro, mezzo, and macro ecological systems perspective. You also examined cultural, political, economic, social, and religious values related to social problems. Consider what you have learned about the human service profession.

– How can the profession continue to evolve in a world impacted by global issues such as COVID-19?
– What are some ways that human service professionals can impact change in the micro, mezzo, and macro ecological systems?
– What barriers do you see for human service professionals in their role as a change agent

– 2 years ago

November 5, 2026
[Solved] Young Electrical Work

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– 2 years ago **files (2)** – ## YoungElectricalWork.docx – ## M2-L5Instructions.pdf **## YoungElectricalWork.docx** ![](https://www.sweetstudy.com/questions/young-electrical-work) [https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=le…

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– 2 years ago

**files (2)**

– ## YoungElectricalWork.docx

– ## M2-L5Instructions.pdf

**## YoungElectricalWork.docx**

![](https://www.sweetstudy.com/questions/young-electrical-work)

[https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=36916f897cae2355e0ed0554d4ed3b8029156bd5e91ef85ee095d48b8b1aad2f](https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%252)

[FitBit Surge Teardown – iFixit](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

## image1.png

**## M2-L5Instructions.pdf**

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Product Lifecycle

The vice president of sales at FitBit has asked you to help senior management in the company
learn about the complete lifecycle of the Fitbit Sense smart fitness device. Senior management
refers to the group of people who make decisions about the short and long-term goals of the
company and setting the vision of how to reach them.

You are a computer engineer on the product development team who contributes to the activities
that will support meeting those goals and vision. In your role as a computer engineer you helped
design the electronic sensors (e.g. measure heart rate, activity, and blood oxygen), designed the
printed circuit boards, and coordinated with another company to get them fabricated and
assembled.

During your work, you focused exclusively on the technical elements of the FitBit such as how
to pick the most accurate sensors, how to keep costs low, and how to choose the best materials to
prevent heat and electrical currents from transferring to a person wearing the device. During
your design work ,you referred to technical standards about the safe levels of electrical current
that can be transferred to the human body. But you did not look at any standards or regulations
related to fabrication or assembly of the FitBit. At other companies you previously worked the
mechanical engineers on the team typically did those tasks after you shared a design with them
(so you thought that would also happen here). Also, you felt a lot of pressure to move onto your
next project which was being promoted internally as critical to meeting sales goals for the
company (which can lead to financial bonuses for all the engineering teams).

Senior management needs a summary of the major stages of the product lifecycle of the FitBit
devices from mineral extraction to end of life. They have specifically asked for details of the
stakeholders, important regulations, guiding ethics, and potential for harm. They will use this
information to develop new short and long term goals for FitBit and necessary product revisions.

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Instructions and Deliverables:
The following instructions and questions are to help guide you through preparing the requested
details. You will upload your answers to each of these questions on Blackboard. While you can
work with a partner to discuss each question, both partners must submit their own answers
written in their own words. For all short-answer questions you must use complete sentences
with appropriate language for the course. Spelling is important for all fill-in-the-blank style
questions, so pay careful attention when entering your answers to those style of questions.

1) To help you "remember" about your FitBit design you will need to review the
electrical components that are used in it. To start, navigate to the iFixit.com website:
https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344
which has a tear-down of a Fitbit Surge. From this website, select an appropriate photo
that clearly shows the electrical components and printed circuit board.

• Save this figure to your computer. Using this saved figure, edit it to indicate and
label:

o One example of a resistor;
o One example of a capacitor;
o One example of an integrated circuit;
o The printed circuit board.

• To help you identify these on the photo, remember that the course notes have
details about what resistors, capacitors, integrated circuits look like.

• Additionally, the silkscreen text shown on PCBs can also help identify types of
components. Read the information about Reference Designators here to help:

o https://www.ultralibrarian.com/2021/05/25/common-pcb-component-
codes-to-know-ulc

• If you have never edited a photo before, review the following resources may help:
o https://krispitech.com/how-to-add-arrows-to-pictures/
o https://www.techuntold.com/add-arrows-to-pictures/

• After editing, save and upload your revised photo to Blackboard as the
submission for this question.

o iFixit licenses all their content under the under the Creative Commons
Attribution Noncommercial Share Alike license
(https://www.ifixit.com/Info/Licensing), which means we can use their
website photos for this non-commercial class project (but we need to make
sure to attribute them and add a link to iFixit.com).

Considering the capacitors in the FitBit surge:
2) What is the name of one conflict mineral referenced in the course notes that is
necessary to build capacitors?

3) What is the name of the country that produces the largest amount of this mineral?

4) What is one example of a government regulation referenced in the course that impacts
the minerals required for capacitors? In your own words, what is this regulation intended
to do?

[https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[o%09https:/krispitech.com/how-to-add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/krispitech.com/how-to-add-arrows-to-pictures)

[o%09https:/www.techuntold.com/add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/www.techuntold.com/add-arrows-to-pictures)

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Considering the printed circuit boards (PCBs) in the FitBit surge:

5) What is one location (region and country) in the world where printed circuit boards
could be processed in a PCB recycling workshop if they enter the informal recycling
network?

• Use the research article related to e-waste that you have already reviewed for a
previous assignment in the course for help with this question.

6) What is one example of a government regulation (provide its complete name, no
abbreviations) referend in the course that impacts printed circuit boards? In your own
words, what is this regulation intended to do?

Considering the overall lifecycle of the FitBit surge:

7) What do you think the ethical problems related to the lifecycle of the FitBit surge are?

8) What IEEE code of ethic do you think is most relevant to this situation?

9) If more than one IEEE code of ethic is relevant, what do you think is the second most
relevant to this situation?

10) Why did you select these IEEE codes of ethics? What information helped in your
decision?

11) What additional information (if any) would be helpful to clarify what the ethical
problems of this situation are?

Considering either the Material Extraction phase OR End-of-Life phase of the
FitBit Surge Product Lifecycle:

12) Name all the groups of people that you think have a stake in this phase. That is, they
are either directly involved in making decisions or are impacted by decisions or actions at
this stage. Be sure to note which category (decision-maker or impacted) each of your
named groups of people belong to.

13) Name and describe at least 2 examples of harm that can occur at this phase. For each,
note the type of harm it is (using the definitions of harm that are in the course notes and
have been discussed in class). For each harm also name the group of people impacted.
Be clear, specific, and detailed in your answers.

14) Considering one of the harms you described in the previous question, what are 2
actions that you could take as a computer engineer on the project to reduce them? In
addition to the people who will be impacted by reducing each harm, what other groups of
people may be impacted by these action and how?

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Recommendations:

15) From your review of the overall life-cycle of the FitBit surge what are details do you
think are most important to share with the executive team to help their future planning?
Be clear and specific with your answer using details from your answers to the previous
questions in this case study to support your recommendation.

**## M2-L5Instructions.pdf**

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Product Lifecycle

The vice president of sales at FitBit has asked you to help senior management in the company
learn about the complete lifecycle of the Fitbit Sense smart fitness device. Senior management
refers to the group of people who make decisions about the short and long-term goals of the
company and setting the vision of how to reach them.

You are a computer engineer on the product development team who contributes to the activities
that will support meeting those goals and vision. In your role as a computer engineer you helped
design the electronic sensors (e.g. measure heart rate, activity, and blood oxygen), designed the
printed circuit boards, and coordinated with another company to get them fabricated and
assembled.

During your work, you focused exclusively on the technical elements of the FitBit such as how
to pick the most accurate sensors, how to keep costs low, and how to choose the best materials to
prevent heat and electrical currents from transferring to a person wearing the device. During
your design work ,you referred to technical standards about the safe levels of electrical current
that can be transferred to the human body. But you did not look at any standards or regulations
related to fabrication or assembly of the FitBit. At other companies you previously worked the
mechanical engineers on the team typically did those tasks after you shared a design with them
(so you thought that would also happen here). Also, you felt a lot of pressure to move onto your
next project which was being promoted internally as critical to meeting sales goals for the
company (which can lead to financial bonuses for all the engineering teams).

Senior management needs a summary of the major stages of the product lifecycle of the FitBit
devices from mineral extraction to end of life. They have specifically asked for details of the
stakeholders, important regulations, guiding ethics, and potential for harm. They will use this
information to develop new short and long term goals for FitBit and necessary product revisions.

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Instructions and Deliverables:
The following instructions and questions are to help guide you through preparing the requested
details. You will upload your answers to each of these questions on Blackboard. While you can
work with a partner to discuss each question, both partners must submit their own answers
written in their own words. For all short-answer questions you must use complete sentences
with appropriate language for the course. Spelling is important for all fill-in-the-blank style
questions, so pay careful attention when entering your answers to those style of questions.

1) To help you "remember" about your FitBit design you will need to review the
electrical components that are used in it. To start, navigate to the iFixit.com website:
https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344
which has a tear-down of a Fitbit Surge. From this website, select an appropriate photo
that clearly shows the electrical components and printed circuit board.

• Save this figure to your computer. Using this saved figure, edit it to indicate and
label:

o One example of a resistor;
o One example of a capacitor;
o One example of an integrated circuit;
o The printed circuit board.

• To help you identify these on the photo, remember that the course notes have
details about what resistors, capacitors, integrated circuits look like.

• Additionally, the silkscreen text shown on PCBs can also help identify types of
components. Read the information about Reference Designators here to help:

o https://www.ultralibrarian.com/2021/05/25/common-pcb-component-
codes-to-know-ulc

• If you have never edited a photo before, review the following resources may help:
o https://krispitech.com/how-to-add-arrows-to-pictures/
o https://www.techuntold.com/add-arrows-to-pictures/

• After editing, save and upload your revised photo to Blackboard as the
submission for this question.

o iFixit licenses all their content under the under the Creative Commons
Attribution Noncommercial Share Alike license
(https://www.ifixit.com/Info/Licensing), which means we can use their
website photos for this non-commercial class project (but we need to make
sure to attribute them and add a link to iFixit.com).

Considering the capacitors in the FitBit surge:
2) What is the name of one conflict mineral referenced in the course notes that is
necessary to build capacitors?

3) What is the name of the country that produces the largest amount of this mineral?

4) What is one example of a government regulation referenced in the course that impacts
the minerals required for capacitors? In your own words, what is this regulation intended
to do?

[https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[o%09https:/krispitech.com/how-to-add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/krispitech.com/how-to-add-arrows-to-pictures)

[o%09https:/www.techuntold.com/add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/www.techuntold.com/add-arrows-to-pictures)

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Considering the printed circuit boards (PCBs) in the FitBit surge:

5) What is one location (region and country) in the world where printed circuit boards
could be processed in a PCB recycling workshop if they enter the informal recycling
network?

• Use the research article related to e-waste that you have already reviewed for a
previous assignment in the course for help with this question.

6) What is one example of a government regulation (provide its complete name, no
abbreviations) referend in the course that impacts printed circuit boards? In your own
words, what is this regulation intended to do?

Considering the overall lifecycle of the FitBit surge:

7) What do you think the ethical problems related to the lifecycle of the FitBit surge are?

8) What IEEE code of ethic do you think is most relevant to this situation?

9) If more than one IEEE code of ethic is relevant, what do you think is the second most
relevant to this situation?

10) Why did you select these IEEE codes of ethics? What information helped in your
decision?

11) What additional information (if any) would be helpful to clarify what the ethical
problems of this situation are?

Considering either the Material Extraction phase OR End-of-Life phase of the
FitBit Surge Product Lifecycle:

12) Name all the groups of people that you think have a stake in this phase. That is, they
are either directly involved in making decisions or are impacted by decisions or actions at
this stage. Be sure to note which category (decision-maker or impacted) each of your
named groups of people belong to.

13) Name and describe at least 2 examples of harm that can occur at this phase. For each,
note the type of harm it is (using the definitions of harm that are in the course notes and
have been discussed in class). For each harm also name the group of people impacted.
Be clear, specific, and detailed in your answers.

14) Considering one of the harms you described in the previous question, what are 2
actions that you could take as a computer engineer on the project to reduce them? In
addition to the people who will be impacted by reducing each harm, what other groups of
people may be impacted by these action and how?

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Recommendations:

15) From your review of the overall life-cycle of the FitBit surge what are details do you
think are most important to share with the executive team to help their future planning?
Be clear and specific with your answer using details from your answers to the previous
questions in this case study to support your recommendation.

**## YoungElectricalWork.docx**

![](https://www.sweetstudy.com/questions/young-electrical-work)

[https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=36916f897cae2355e0ed0554d4ed3b8029156bd5e91ef85ee095d48b8b1aad2f](https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%252)

[FitBit Surge Teardown – iFixit](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

## image1.png

**## M2-L5Instructions.pdf**

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Product Lifecycle

The vice president of sales at FitBit has asked you to help senior management in the company
learn about the complete lifecycle of the Fitbit Sense smart fitness device. Senior management
refers to the group of people who make decisions about the short and long-term goals of the
company and setting the vision of how to reach them.

You are a computer engineer on the product development team who contributes to the activities
that will support meeting those goals and vision. In your role as a computer engineer you helped
design the electronic sensors (e.g. measure heart rate, activity, and blood oxygen), designed the
printed circuit boards, and coordinated with another company to get them fabricated and
assembled.

During your work, you focused exclusively on the technical elements of the FitBit such as how
to pick the most accurate sensors, how to keep costs low, and how to choose the best materials to
prevent heat and electrical currents from transferring to a person wearing the device. During
your design work ,you referred to technical standards about the safe levels of electrical current
that can be transferred to the human body. But you did not look at any standards or regulations
related to fabrication or assembly of the FitBit. At other companies you previously worked the
mechanical engineers on the team typically did those tasks after you shared a design with them
(so you thought that would also happen here). Also, you felt a lot of pressure to move onto your
next project which was being promoted internally as critical to meeting sales goals for the
company (which can lead to financial bonuses for all the engineering teams).

Senior management needs a summary of the major stages of the product lifecycle of the FitBit
devices from mineral extraction to end of life. They have specifically asked for details of the
stakeholders, important regulations, guiding ethics, and potential for harm. They will use this
information to develop new short and long term goals for FitBit and necessary product revisions.

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Instructions and Deliverables:
The following instructions and questions are to help guide you through preparing the requested
details. You will upload your answers to each of these questions on Blackboard. While you can
work with a partner to discuss each question, both partners must submit their own answers
written in their own words. For all short-answer questions you must use complete sentences
with appropriate language for the course. Spelling is important for all fill-in-the-blank style
questions, so pay careful attention when entering your answers to those style of questions.

1) To help you "remember" about your FitBit design you will need to review the
electrical components that are used in it. To start, navigate to the iFixit.com website:
https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344
which has a tear-down of a Fitbit Surge. From this website, select an appropriate photo
that clearly shows the electrical components and printed circuit board.

• Save this figure to your computer. Using this saved figure, edit it to indicate and
label:

o One example of a resistor;
o One example of a capacitor;
o One example of an integrated circuit;
o The printed circuit board.

• To help you identify these on the photo, remember that the course notes have
details about what resistors, capacitors, integrated circuits look like.

• Additionally, the silkscreen text shown on PCBs can also help identify types of
components. Read the information about Reference Designators here to help:

o https://www.ultralibrarian.com/2021/05/25/common-pcb-component-
codes-to-know-ulc

• If you have never edited a photo before, review the following resources may help:
o https://krispitech.com/how-to-add-arrows-to-pictures/
o https://www.techuntold.com/add-arrows-to-pictures/

• After editing, save and upload your revised photo to Blackboard as the
submission for this question.

o iFixit licenses all their content under the under the Creative Commons
Attribution Noncommercial Share Alike license
(https://www.ifixit.com/Info/Licensing), which means we can use their
website photos for this non-commercial class project (but we need to make
sure to attribute them and add a link to iFixit.com).

Considering the capacitors in the FitBit surge:
2) What is the name of one conflict mineral referenced in the course notes that is
necessary to build capacitors?

3) What is the name of the country that produces the largest amount of this mineral?

4) What is one example of a government regulation referenced in the course that impacts
the minerals required for capacitors? In your own words, what is this regulation intended
to do?

[https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[o%09https:/krispitech.com/how-to-add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/krispitech.com/how-to-add-arrows-to-pictures)

[o%09https:/www.techuntold.com/add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/www.techuntold.com/add-arrows-to-pictures)

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Considering the printed circuit boards (PCBs) in the FitBit surge:

5) What is one location (region and country) in the world where printed circuit boards
could be processed in a PCB recycling workshop if they enter the informal recycling
network?

• Use the research article related to e-waste that you have already reviewed for a
previous assignment in the course for help with this question.

6) What is one example of a government regulation (provide its complete name, no
abbreviations) referend in the course that impacts printed circuit boards? In your own
words, what is this regulation intended to do?

Considering the overall lifecycle of the FitBit surge:

7) What do you think the ethical problems related to the lifecycle of the FitBit surge are?

8) What IEEE code of ethic do you think is most relevant to this situation?

9) If more than one IEEE code of ethic is relevant, what do you think is the second most
relevant to this situation?

10) Why did you select these IEEE codes of ethics? What information helped in your
decision?

11) What additional information (if any) would be helpful to clarify what the ethical
problems of this situation are?

Considering either the Material Extraction phase OR End-of-Life phase of the
FitBit Surge Product Lifecycle:

12) Name all the groups of people that you think have a stake in this phase. That is, they
are either directly involved in making decisions or are impacted by decisions or actions at
this stage. Be sure to note which category (decision-maker or impacted) each of your
named groups of people belong to.

13) Name and describe at least 2 examples of harm that can occur at this phase. For each,
note the type of harm it is (using the definitions of harm that are in the course notes and
have been discussed in class). For each harm also name the group of people impacted.
Be clear, specific, and detailed in your answers.

14) Considering one of the harms you described in the previous question, what are 2
actions that you could take as a computer engineer on the project to reduce them? In
addition to the people who will be impacted by reducing each harm, what other groups of
people may be impacted by these action and how?

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Recommendations:

15) From your review of the overall life-cycle of the FitBit surge what are details do you
think are most important to share with the executive team to help their future planning?
Be clear and specific with your answer using details from your answers to the previous
questions in this case study to support your recommendation.

**## YoungElectricalWork.docx**

![](https://www.sweetstudy.com/questions/young-electrical-work)

[https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=36916f897cae2355e0ed0554d4ed3b8029156bd5e91ef85ee095d48b8b1aad2f](https://learn-us-east-1-prod-fleet02-xythos.content.blackboardcdn.com/60f18d46b1049/56548076?X-Blackboard-S3-Bucket=learn-us-east-1-prod-fleet01-xythos&X-Blackboard-Expiration=1738789200000&X-Blackboard-Signature=ykLK67AFrqn0WM5MGttFQfatw%2FAifI4pem9C6xNxt1c%3D&X-Blackboard-Client-Id=200220&X-Blackboard-S3-Region=us-east-1&response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27M2-L5%2520Instructions.pdf&response-content-type=application%2Fpdf&X-Amz-Security-Token=IQoJb3JpZ2luX2VjEDIaCXVzLWVhc3QtMSJHMEUCIDnnkTkLTDgjjddAapCBdpBOH1BmmdJp%2BohCiZYqpIhRAiEAn5cY2D6SQacZ586BTk88S2z3nhjGWx2EocA4XJvtrv4qtAUISxAEGgw2MzU1Njc5MjQxODMiDPIAl6TwsQld2IgukSqRBVL5pyvyOkNS%2Bw8zxzddU0G%2BIcLi%2FODiLcsU5AEmjNWrDMprO%2FLv2guDLyJ8OLShStF2bYG7y5o%2B7j4wH1K%2FZxJ%2Fj5VxFA28tOmuCF349kaddaGIyNYl2frzobuvlig9rIsZVoE8O9BVuGrTSUmEU4qeeOYIe2r6mtjX%2BaxnWI9%2FGrUKb%2Fo5Bxr5Ju0Giqf0i6fw1HSu6x8Km8meR5msA7e43VL%2F3oWFDVHm9Pwu9JYLic0vvMNNzaWd5ek2jYmUKgE1oeDZ%2BU%2FBs55eI3QsVJ0WIyKJ2DEOJPZvmYmovv%2FBKufDNKAyPuLaAEIEUoWBO2CiZ0RPHY4zvwXkhZgrJykH6U2uTwpp8CDHbNzmE%2BAMvPtAcIlJwj%2BDpuvwJEtVD2v0VJDJt1Tq%2Ft98ty2CgjgDyk%2Fwj5Ig21Ge7oIcXTzWqjkiL43eMqF2pMWbkjRWcepBgfFOFfef4U%2FgIStNC8uVkkT%2FWPjZd9OYSx1LeyyvpqHP7vfRSgFuw%2FNAb4SzPeWlPfS2y3yH4js5ANTu9DcJ%2Flwd6O9%2BXqtcRgIlkHmhfEEudG5j7pGAeZeo%2FdNpZgiCnIEV4JoY0VMJN0oECjna3m%2FWDCDmGTAMaqdb5VkX9E6Vv7J9eltO6NFxLcdwuBvxWnBsf3y648es36RF1LqjpXWx2egPLAqUEEMm%2BqD2vpa49IcoZ4pSqpCCtNhaH%2F%2BiFhgQb73EMjGajhscXHMiiuafbi3gSuLIAldodl8%2Bd4dwfpB6CXzjnBbriiKcPUaSNmQyxOdi1gKzCy4mryrzmiNFVvPsXb9mPYa%2FIBF1f5bR9N43LbhO0h%2BIzuTYv%2B3lqo%2BWvOKu2GxYAa0Wj6%2FvkXyUNAUG8PgyltssydRXWjDvxY69BjqxARM1qVa73iohsDSOtUZ0Obkd%2BqFz6UgUvWLFtepMyH9MwmDQek1kGfbYP6IeT2lctUwRROSsAXzROTH1VPtH1PsgCJrrbgUmoQ3nou0Flvt9pmASWI0wemhIhH0V47X%2BQfYOQMUdUkHVMAK5Gu4IxUTE5aXIF9eGD%2BeyOo%2FRYXrFBB6RgbQIr9mr%2Fse6iuS9D%2F5XTe3SwKWeKSoNi6TJg%2BVrk8poinTz6ZRwHKDbfMB7kA%3D%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250205T150000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=ASIAZH6WM4PLUAHV5USL%2F20250205%252)

[FitBit Surge Teardown – iFixit](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

## image1.png

**## M2-L5Instructions.pdf**

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Product Lifecycle

The vice president of sales at FitBit has asked you to help senior management in the company
learn about the complete lifecycle of the Fitbit Sense smart fitness device. Senior management
refers to the group of people who make decisions about the short and long-term goals of the
company and setting the vision of how to reach them.

You are a computer engineer on the product development team who contributes to the activities
that will support meeting those goals and vision. In your role as a computer engineer you helped
design the electronic sensors (e.g. measure heart rate, activity, and blood oxygen), designed the
printed circuit boards, and coordinated with another company to get them fabricated and
assembled.

During your work, you focused exclusively on the technical elements of the FitBit such as how
to pick the most accurate sensors, how to keep costs low, and how to choose the best materials to
prevent heat and electrical currents from transferring to a person wearing the device. During
your design work ,you referred to technical standards about the safe levels of electrical current
that can be transferred to the human body. But you did not look at any standards or regulations
related to fabrication or assembly of the FitBit. At other companies you previously worked the
mechanical engineers on the team typically did those tasks after you shared a design with them
(so you thought that would also happen here). Also, you felt a lot of pressure to move onto your
next project which was being promoted internally as critical to meeting sales goals for the
company (which can lead to financial bonuses for all the engineering teams).

Senior management needs a summary of the major stages of the product lifecycle of the FitBit
devices from mineral extraction to end of life. They have specifically asked for details of the
stakeholders, important regulations, guiding ethics, and potential for harm. They will use this
information to develop new short and long term goals for FitBit and necessary product revisions.

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Instructions and Deliverables:
The following instructions and questions are to help guide you through preparing the requested
details. You will upload your answers to each of these questions on Blackboard. While you can
work with a partner to discuss each question, both partners must submit their own answers
written in their own words. For all short-answer questions you must use complete sentences
with appropriate language for the course. Spelling is important for all fill-in-the-blank style
questions, so pay careful attention when entering your answers to those style of questions.

1) To help you "remember" about your FitBit design you will need to review the
electrical components that are used in it. To start, navigate to the iFixit.com website:
https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344
which has a tear-down of a Fitbit Surge. From this website, select an appropriate photo
that clearly shows the electrical components and printed circuit board.

• Save this figure to your computer. Using this saved figure, edit it to indicate and
label:

o One example of a resistor;
o One example of a capacitor;
o One example of an integrated circuit;
o The printed circuit board.

• To help you identify these on the photo, remember that the course notes have
details about what resistors, capacitors, integrated circuits look like.

• Additionally, the silkscreen text shown on PCBs can also help identify types of
components. Read the information about Reference Designators here to help:

o https://www.ultralibrarian.com/2021/05/25/common-pcb-component-
codes-to-know-ulc

• If you have never edited a photo before, review the following resources may help:
o https://krispitech.com/how-to-add-arrows-to-pictures/
o https://www.techuntold.com/add-arrows-to-pictures/

• After editing, save and upload your revised photo to Blackboard as the
submission for this question.

o iFixit licenses all their content under the under the Creative Commons
Attribution Noncommercial Share Alike license
(https://www.ifixit.com/Info/Licensing), which means we can use their
website photos for this non-commercial class project (but we need to make
sure to attribute them and add a link to iFixit.com).

Considering the capacitors in the FitBit surge:
2) What is the name of one conflict mineral referenced in the course notes that is
necessary to build capacitors?

3) What is the name of the country that produces the largest amount of this mineral?

4) What is one example of a government regulation referenced in the course that impacts
the minerals required for capacitors? In your own words, what is this regulation intended
to do?

[https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344](https://www.ifixit.com/Teardown/FitBit+Surge+Teardown/42344)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc](https://www.ultralibrarian.com/2021/05/25/common-pcb-component-codes-to-know-ulc)

[o%09https:/krispitech.com/how-to-add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/krispitech.com/how-to-add-arrows-to-pictures)

[o%09https:/www.techuntold.com/add-arrows-to-pictures](https://www.sweetstudy.com/questions/o%09https:/www.techuntold.com/add-arrows-to-pictures)

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Considering the printed circuit boards (PCBs) in the FitBit surge:

5) What is one location (region and country) in the world where printed circuit boards
could be processed in a PCB recycling workshop if they enter the informal recycling
network?

• Use the research article related to e-waste that you have already reviewed for a
previous assignment in the course for help with this question.

6) What is one example of a government regulation (provide its complete name, no
abbreviations) referend in the course that impacts printed circuit boards? In your own
words, what is this regulation intended to do?

Considering the overall lifecycle of the FitBit surge:

7) What do you think the ethical problems related to the lifecycle of the FitBit surge are?

8) What IEEE code of ethic do you think is most relevant to this situation?

9) If more than one IEEE code of ethic is relevant, what do you think is the second most
relevant to this situation?

10) Why did you select these IEEE codes of ethics? What information helped in your
decision?

11) What additional information (if any) would be helpful to clarify what the ethical
problems of this situation are?

Considering either the Material Extraction phase OR End-of-Life phase of the
FitBit Surge Product Lifecycle:

12) Name all the groups of people that you think have a stake in this phase. That is, they
are either directly involved in making decisions or are impacted by decisions or actions at
this stage. Be sure to note which category (decision-maker or impacted) each of your
named groups of people belong to.

13) Name and describe at least 2 examples of harm that can occur at this phase. For each,
note the type of harm it is (using the definitions of harm that are in the course notes and
have been discussed in class). For each harm also name the group of people impacted.
Be clear, specific, and detailed in your answers.

14) Considering one of the harms you described in the previous question, what are 2
actions that you could take as a computer engineer on the project to reduce them? In
addition to the people who will be impacted by reducing each harm, what other groups of
people may be impacted by these action and how?

ECE 121-001
M2 – Lifecycle

Revision: 3
Revision Date: 3-Feb-2025

Recommendations:

15) From your review of the overall life-cycle of the FitBit surge what are details do you
think are most important to share with the executive team to help their future planning?
Be clear and specific with your answer using details from your answers to the previous
questions in this case study to support your recommendation.

November 5, 2026
[Solved] Human Resource Management assignment

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– 2 years ago **files (1)** – ## HRM06699-Week3Overview-V1.0-OL-7.pdf **## HRM06699-Week3Overview-V1.0-OL-7.pdf** Week 3 Overview Study Guide Message Welcome to Module 3 of Talent Leadership! By now you should have reviewed the course Syllabus and the Welcome Message Announcement. If you have any qu…

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Assignment Prompt & Instructions

– 2 years ago

**files (1)**

– ## HRM06699-Week3Overview-V1.0-OL-7.pdf

**## HRM06699-Week3Overview-V1.0-OL-7.pdf**

Week 3 Overview

Study Guide

Message Welcome to Module 3 of Talent Leadership! By now you should have reviewed the
course Syllabus and the Welcome Message Announcement. If you have any
questions, please use the contact information in the Syllabus to contact your
instructor.

Reminders Viewing Lecture Materials:
● To view the video lectures for your course, click on Media Gallery in the left

side Course Navigation menu.
● To download the lectures in PDF file format (if available for each lecture),

click on Download Lectures in PDF File Format in the Introduction Module.

Due Dates ● Discussion Board 3
○ Your initial post is due by 11:59 PM ET on Saturday of Week 3.
○ Your replies are due by 11:59 PM ET on Monday of Week 3.

● Case Study 1 is due by 11:59 PM ET on Monday of Week 3.
● Assignment 7 is due by 11:59 PM ET on Monday of Week 3.
● Assignment 8 is due by 11:59 PM ET on Monday of Week 3.

Objectives

● Demonstrate mastery of issues related to high-potential employee programs
● Differentiate between the concepts of diversity, equity, and inclusion
● Evaluate the business case for diversity, equity and inclusion

Instructions

Case Study 1

1. Read “Talent Leadership Case Study One Reading” (PDF found in this week’s Module) and
answer the following four questions with explanations of 2-3 sentences each:

a. Is the company using any of the techniques discussed in Lectures Two and Three to
identify high-potential employees?

b. Is the company using any of the techniques discussed in Lecture Four to identify
high-potential employees?.

c. Is the company using any of the techniques discussed in Lecture Five to develop
high-potential employees?

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

d. Is the company doing a good job of managing relationships between high-potential
employees and the rest of the workforce, a topic that is discussed in Lecture Six?

Complete Case Study 1 and submit it to Case Study 1, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

Lesson 1

1. View Lecture 07, “What is Diversity, Equity, and Inclusion?” located in the Media Gallery.

2. Read Talent Leadership Reading 7, “What are Diversity, Equity, Inclusion, and Belonging (DEIB)?,”
(PDF found in this week’s Module).

3. Watch the following videos using the provided links:
a. What is DEI, or Diversity, Equity, and Inclusion?
b. The Difference between Diversity, Inclusion and Equity
c. Apple – Inclusion & Diversity

4. Complete and submit Assignment 7. Assignment 7 is as follows: Search the Internet for "United

Kingdom Diversity Equity Inclusion." Answer these questions:
a. What is the most common name for DEI in the United Kingdom? (Hint: It is not Diversity,

Equity, and Inclusion.) Include the URL's of your Internet sources.
b. Does it have the same meaning in the United Kingdom as DEI in the United States?

Explain your answer with 2-4 sentences.

Complete Assignment 7 and submit it to Assignment 7, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

5. Create your initial post on Discussion Board 3 in response to the following:

a. Do you think you would enjoy working as a Diversity, Equity, and Inclusion Specialist?
(Before you answer this question, search the Internet for “diversity equity inclusion
specialist job description.”

After posting, return to the board and read over the posts of your fellow classmates. Choose at
least one classmate and create a post responding to their initial post on the Discussion Board.
Note: Participate on at least two different days – if your post and response(s) are all on the same
day, you will lose half a point.

Lesson 2

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[https://www.youtube.com/watch?v=JwfnxVCuIdQ](https://www.youtube.com/watch?v=JwfnxVCuIdQ)

[https://www.youtube.com/watch?v=fosATY9NKTc](https://www.youtube.com/watch?v=fosATY9NKTc)

[https://www.youtube.com/watch?v=cvb49-Csq1o](https://www.youtube.com/watch?v=cvb49-Csq1o)

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

1. View Lecture 08, “The Business Case for Diversity, Equity, and Inclusion?” located in the Media

Gallery.

2. Read Talent Leadership Reading 8, “The Business Case for Diversity,” (PDF found in this week’s
Module).

3. Watch the following videos using the provided links:
a. The Social and Business Cases for Workplace Diversity
b. The Business Case for Diversity & Inclusion
c. Diverse Perspectives at Amazon

4. Complete and submit Assignment 8. Assignment 8 is as follows: Search the Internet for

"Diversity Equity Inclusion Coca-Cola." Click on the first link which should take you to a website
entitled "Diversity, Equity, and Inclusion | The Coca-Cola Company." Of the four arguments for
the business case for diversity that are discussed on slides 4-7 of lecture 8, which two are related
to the information that is shown on this website? Explain each answer with 2-4 sentences.

Complete Assignment 8 and submit it to Assignment 8, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[https://www.youtube.com/watch?v=ZC21C9kX4Ls](https://www.youtube.com/watch?v=ZC21C9kX4Ls)

[https://www.youtube.com/watch?v=hLsygPaftF8](https://www.youtube.com/watch?v=hLsygPaftF8)

[https://www.youtube.com/watch?v=6zdmitPQg8k](https://www.youtube.com/watch?v=6zdmitPQg8k)

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

– Week 3 Overview
– Study Guide
– Objectives
– Instructions
– Case Study 1
– Lesson 1
– Lesson 2

**## HRM06699-Week3Overview-V1.0-OL-7.pdf**

Week 3 Overview

Study Guide

Message Welcome to Module 3 of Talent Leadership! By now you should have reviewed the
course Syllabus and the Welcome Message Announcement. If you have any
questions, please use the contact information in the Syllabus to contact your
instructor.

Reminders Viewing Lecture Materials:
● To view the video lectures for your course, click on Media Gallery in the left

side Course Navigation menu.
● To download the lectures in PDF file format (if available for each lecture),

click on Download Lectures in PDF File Format in the Introduction Module.

Due Dates ● Discussion Board 3
○ Your initial post is due by 11:59 PM ET on Saturday of Week 3.
○ Your replies are due by 11:59 PM ET on Monday of Week 3.

● Case Study 1 is due by 11:59 PM ET on Monday of Week 3.
● Assignment 7 is due by 11:59 PM ET on Monday of Week 3.
● Assignment 8 is due by 11:59 PM ET on Monday of Week 3.

Objectives

● Demonstrate mastery of issues related to high-potential employee programs
● Differentiate between the concepts of diversity, equity, and inclusion
● Evaluate the business case for diversity, equity and inclusion

Instructions

Case Study 1

1. Read “Talent Leadership Case Study One Reading” (PDF found in this week’s Module) and
answer the following four questions with explanations of 2-3 sentences each:

a. Is the company using any of the techniques discussed in Lectures Two and Three to
identify high-potential employees?

b. Is the company using any of the techniques discussed in Lecture Four to identify
high-potential employees?.

c. Is the company using any of the techniques discussed in Lecture Five to develop
high-potential employees?

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

d. Is the company doing a good job of managing relationships between high-potential
employees and the rest of the workforce, a topic that is discussed in Lecture Six?

Complete Case Study 1 and submit it to Case Study 1, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

Lesson 1

1. View Lecture 07, “What is Diversity, Equity, and Inclusion?” located in the Media Gallery.

2. Read Talent Leadership Reading 7, “What are Diversity, Equity, Inclusion, and Belonging (DEIB)?,”
(PDF found in this week’s Module).

3. Watch the following videos using the provided links:
a. What is DEI, or Diversity, Equity, and Inclusion?
b. The Difference between Diversity, Inclusion and Equity
c. Apple – Inclusion & Diversity

4. Complete and submit Assignment 7. Assignment 7 is as follows: Search the Internet for "United

Kingdom Diversity Equity Inclusion." Answer these questions:
a. What is the most common name for DEI in the United Kingdom? (Hint: It is not Diversity,

Equity, and Inclusion.) Include the URL's of your Internet sources.
b. Does it have the same meaning in the United Kingdom as DEI in the United States?

Explain your answer with 2-4 sentences.

Complete Assignment 7 and submit it to Assignment 7, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

5. Create your initial post on Discussion Board 3 in response to the following:

a. Do you think you would enjoy working as a Diversity, Equity, and Inclusion Specialist?
(Before you answer this question, search the Internet for “diversity equity inclusion
specialist job description.”

After posting, return to the board and read over the posts of your fellow classmates. Choose at
least one classmate and create a post responding to their initial post on the Discussion Board.
Note: Participate on at least two different days – if your post and response(s) are all on the same
day, you will lose half a point.

Lesson 2

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[https://www.youtube.com/watch?v=JwfnxVCuIdQ](https://www.youtube.com/watch?v=JwfnxVCuIdQ)

[https://www.youtube.com/watch?v=fosATY9NKTc](https://www.youtube.com/watch?v=fosATY9NKTc)

[https://www.youtube.com/watch?v=cvb49-Csq1o](https://www.youtube.com/watch?v=cvb49-Csq1o)

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

1. View Lecture 08, “The Business Case for Diversity, Equity, and Inclusion?” located in the Media

Gallery.

2. Read Talent Leadership Reading 8, “The Business Case for Diversity,” (PDF found in this week’s
Module).

3. Watch the following videos using the provided links:
a. The Social and Business Cases for Workplace Diversity
b. The Business Case for Diversity & Inclusion
c. Diverse Perspectives at Amazon

4. Complete and submit Assignment 8. Assignment 8 is as follows: Search the Internet for

"Diversity Equity Inclusion Coca-Cola." Click on the first link which should take you to a website
entitled "Diversity, Equity, and Inclusion | The Coca-Cola Company." Of the four arguments for
the business case for diversity that are discussed on slides 4-7 of lecture 8, which two are related
to the information that is shown on this website? Explain each answer with 2-4 sentences.

Complete Assignment 8 and submit it to Assignment 8, listed on the Modules and Assignments
pages, as either a file attachment (docx,PDF), or a text entry. If using text entry for the above
assignment, It is strongly recommended that you type the assignment in Microsoft Word or
Google Docs first and save it to your computer, then copy/paste the text over into the
assignment.

Rowan Online | Rowan Global Learning & Partnerships | Weekly Overview | Version 4.1, 2015 3

[https://www.youtube.com/watch?v=ZC21C9kX4Ls](https://www.youtube.com/watch?v=ZC21C9kX4Ls)

[https://www.youtube.com/watch?v=hLsygPaftF8](https://www.youtube.com/watch?v=hLsygPaftF8)

[https://www.youtube.com/watch?v=6zdmitPQg8k](https://www.youtube.com/watch?v=6zdmitPQg8k)

[http://rowanonline.com](http://rowanonline.com/)

[http://rowanu.com](http://rowanu.com/)

– Week 3 Overview
– Study Guide
– Objectives
– Instructions
– Case Study 1
– Lesson 1
– Lesson 2

November 5, 2026
[Solved] Week 11 dq 2

✓ Verified Academic Solution Available

Executive Solution Overview

In this complex and challenging field, it is easy to take on a workload that is too heavy when you are trying to adequately meet the needs of the service users with whom you are working. This can become daunting and, after a period of time, lead to burnout. Fortunately, you can prevent burnout by ma…

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Assignment Prompt & Instructions

In this complex and challenging field, it is easy to take on a workload that is too heavy when you are trying to adequately meet the needs of the service users with whom you are working. This can become daunting and, after a period of time, lead to burnout. Fortunately, you can prevent burnout by making time for self-care. Self-care is an essential responsibility and an important part of your professional life.

In this Discussion, you identify self-care strategies that you can use to prevent burnout.

### Resources

![](https://cdn-media.waldenu.edu/2dett4d/Walden/Canvas/Classroom/icons/resources.svg)

Be sure to review the Learning Resources before completing this activity.

Click the weekly resources link to access the resources.

[**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/142950/pages/week-11-learning-resources "Click this link to access the weekly resources (open in a new tab)")

– Schram, B., Mandell, B.R., Dann, P.L., & Peterson, L. (2020). _An introduction to human services: Policy and practice_ (9th ed.). Pearson.

– Chapter 14, “Avoiding Burnout” (pp. 349–371)
– Lee, K., Pang, Y. C., Lee, J. A. L., & Melby, J. N. (2017). [A study of adverse childhood experiences, coping strategies, work stress, and self-care in the child welfare profession.Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=sih&AN=125435898&site=eds-live&scope=site&authtype=shib&custid=s6527200) _Human Service Organizations: Management, Leadership and Governance, 41_(4), 389–402. https://doi.org/10.1080/23303131.2017.1302898 [Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&db=sih&AN=125435898&site=eds-live&scope=site&authtype=shib&custid=s6527200)
– Mavridis, C., Harkness, S., Super, C. M., & Liu, J. L. (2019). [Family workers, stress, and the limits of self-careLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0190740919300775?via%3Dihub). _Children and Youth Services Review, 103_, 236–246. https://doi.org/10.1016/j.childyouth.2019.06.011

– OASIS. (n.d.). [_Produce clear, concise writing_Links to an external site.](https://academics.waldenu.edu/writing/clear-concise-writing). Walden University. https://academics.waldenu.edu/writing/clear-concise-writing

### To Prepare

– Review the Learning Resource on using self-care strategies and preventing burnout.
– Identify two self-care strategies you would use, and consider how you would implement them.

### By Day 4

**Post** an explanation of at least two strategies that you, as an advanced human services professional practitioner actively involved in contemporary issues, may use for your own self-care. Include specific examples of how you might implement these strategies. Use information from the Learning Resources to support your response.

– 2 years ago

November 5, 2026
[Solved] Case study

✓ Verified Academic Solution Available

Executive Solution Overview

Case study analysis and answer questions Company: Workforce Solution Services Inc – 2 years ago **files (2)** – ## Unit5casestudy.pdf – ## HRM307CaseStudiesJune2021.pdf **## Unit5casestudy.pdf** Copyright Post University 2022, All Rights Reserved Due Date: 11:59 pm EST, Sunday of Unit 5 Points: 100 …

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Immediate access to the full model answer, formatted citations, and rubric breakdown.

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Assignment Prompt & Instructions

Case study analysis and answer questions

Company: Workforce Solution Services Inc

– 2 years ago

**files (2)**

– ## Unit5casestudy.pdf

– ## HRM307CaseStudiesJune2021.pdf

**## Unit5casestudy.pdf**

Copyright Post University 2022, All Rights Reserved

Due Date: 11:59 pm EST, Sunday of Unit 5
Points: 100

Overview:

To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.

Instructions:

Continue with the same company you selected for Case Study 1 analysis.

• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.

Take time to read and review Chapters 5-8 to answer these questions.

Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.

1) Review the Workforce Description in the case study you have selected. Select a
Customer Facing position in the Workforce Description (EXCLUDE SALES). If
you had to perform a job analysis on this position, how would you do it? Be
specific.

2) What type of structure (Job-based, Skill-based, Competency-based, Blended)
would best fit your organization and why?

3) What job evaluation method would you use to determine your positions' relative
worth to develop the internal hierarchy, equity, and external competitiveness?
Why?

4) If you were to design a Competency-Based pay structure, what are the most
important (core) competencies (select the top five) you would choose for your
organization and why? What are the advantages of a competency-based pay
system? What are the disadvantages?

HRM307 – Compensation &
Benefits
Case Study 2

Copyright Post University 2022, All Rights Reserved

5) What are the factors that shape your organization's external competitiveness to
recruit and retain employees? Discuss your specific labor market factors (supply
and demand), product market factors (competition and product demand), and the
organization factors (industry, strategy, size, etc.). From this information and your
organizations' ability to pay, where would you position your organization's overall
competitive pay policy (lead, market, or lag) and why?

6) If you were going to select jobs to include in a benchmark survey to ensure that
your pay is competitive, which jobs would you choose and why (review
Workforce Description)?

7) In designing your internal pay structure, would you design pay ranges and
grades, OR broadbands, and why?

Requirements:

• Submit a Word document in APA format (double spaced with references and
APA in text citations).

• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.

Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.

Copyright Post University 2022, All Rights Reserved

Evaluation Rubric for Case Study 2

CRITERIA Deficient Needs
Improvement

Proficient Exemplary

0 – 17 points 18 – 23 points 24 – 29
points

30 points

Relevance Does not
understand
each question
nor its
relevance to
the learning
material

Generally,
understands
each question
and its relevance
to the learning
material

Mostly
understands
each
question and
its relevance
to the
learning
material

Completely
understands
each question
and its
relevance to
the learning
material

Complete and
Concise

Fails to answer
each question
thoroughly and
concisely

Somewhat
answers each
question
thoroughly and
concisely

Mostly
answers
each
question
thoroughly
and concisely

Thoroughly
answers each
question
completely and
concisely

Support Fails to provide
relevant
examples
and/or sources
supporting
each answer

Generally, it
provides relevant
examples and/or
sources
supporting each
answer

Mostly
provides
relevant
examples
and/or
sources
supporting
each answer

Completely
provides
relevant
examples
and/or sources
supporting
each answer

0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format

Errors impede
professional
presentation;
guidelines not
followed.

Significant errors
that do not
impede
professional
presentation.

Few errors
that do not
impede
professional
presentation.

Writing and
format are
clear,
professional,
APA compliant,
and error-free.

– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 2

**## HRM307CaseStudiesJune2021.pdf**

Copyright Post University 2022, All Rights Reserved

Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

Company
Name
Vision

Workforce Solutions Services Inc.
(WSS)
Making HR Easier

Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product

Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions

Industry –
Product

Service – Staffing and Workforce
Solutions

Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

# Employees 5,000 employees – US and Canada

Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).

200 employees – Global manufacturing – 5
locations

Braking component supplier to US
automotive manufacturers.

10,000 employees – Global
Biotechnology and pharmaceuticals.

Financial
Overview

Modestly Profitable
20% profit margins

Low Profitability
8% profit margins

Very Profitable
40% profit margins

HRM307 – Compensation &
Benefits

Case Studies

Copyright Post University 2022, All Rights Reserved

Strategic
Emphasis

Acquiring new customers.
Experimentation and searching for
opportunities are valued.

Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.

Permanence and stability. Efficiency,
control and smooth operations are
important.

Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.

Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.

Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals

Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered

Manage the customer
Customer centered

Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package

An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)

An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.

Competitors Many competitors Steady competition Few competitors
Criteria for
Success

The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions

The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.

The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.

Organization
Culture

Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.

Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.

Formal rules and policies. Maintaining a
smooth-running organization is important.

Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization

Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.

Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.

Copyright Post University 2022, All Rights Reserved

Dominant
Characteristics

The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.

The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.

The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.

Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.

The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.

The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.

Management
of employees

The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.

The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.

The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.

Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility

Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability

Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results

Workforce
Description

Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine

Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance

Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply

operators, inspectors

Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.

Diverse workforce with broad range in
age.

Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers

Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.

Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager

Older diverse workforce with long service.

Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager

Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.

Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.

Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers

Copyright Post University 2022, All Rights Reserved

External labor
market
availability

The labor market is not readily
available. Competition with other
companies is fierce.

Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.

High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.

**## HRM307CaseStudiesJune2021.pdf**

Copyright Post University 2022, All Rights Reserved

Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

Company
Name
Vision

Workforce Solutions Services Inc.
(WSS)
Making HR Easier

Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product

Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions

Industry –
Product

Service – Staffing and Workforce
Solutions

Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

# Employees 5,000 employees – US and Canada

Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).

200 employees – Global manufacturing – 5
locations

Braking component supplier to US
automotive manufacturers.

10,000 employees – Global
Biotechnology and pharmaceuticals.

Financial
Overview

Modestly Profitable
20% profit margins

Low Profitability
8% profit margins

Very Profitable
40% profit margins

HRM307 – Compensation &
Benefits

Case Studies

Copyright Post University 2022, All Rights Reserved

Strategic
Emphasis

Acquiring new customers.
Experimentation and searching for
opportunities are valued.

Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.

Permanence and stability. Efficiency,
control and smooth operations are
important.

Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.

Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.

Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals

Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered

Manage the customer
Customer centered

Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package

An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)

An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.

Competitors Many competitors Steady competition Few competitors
Criteria for
Success

The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions

The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.

The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.

Organization
Culture

Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.

Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.

Formal rules and policies. Maintaining a
smooth-running organization is important.

Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization

Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.

Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.

Copyright Post University 2022, All Rights Reserved

Dominant
Characteristics

The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.

The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.

The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.

Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.

The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.

The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.

Management
of employees

The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.

The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.

The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.

Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility

Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability

Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results

Workforce
Description

Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine

Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance

Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply

operators, inspectors

Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.

Diverse workforce with broad range in
age.

Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers

Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.

Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager

Older diverse workforce with long service.

Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager

Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.

Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.

Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers

Copyright Post University 2022, All Rights Reserved

External labor
market
availability

The labor market is not readily
available. Competition with other
companies is fierce.

Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.

High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.

**## Unit5casestudy.pdf**

Copyright Post University 2022, All Rights Reserved

Due Date: 11:59 pm EST, Sunday of Unit 5
Points: 100

Overview:

To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.

Instructions:

Continue with the same company you selected for Case Study 1 analysis.

• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.

Take time to read and review Chapters 5-8 to answer these questions.

Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.

1) Review the Workforce Description in the case study you have selected. Select a
Customer Facing position in the Workforce Description (EXCLUDE SALES). If
you had to perform a job analysis on this position, how would you do it? Be
specific.

2) What type of structure (Job-based, Skill-based, Competency-based, Blended)
would best fit your organization and why?

3) What job evaluation method would you use to determine your positions' relative
worth to develop the internal hierarchy, equity, and external competitiveness?
Why?

4) If you were to design a Competency-Based pay structure, what are the most
important (core) competencies (select the top five) you would choose for your
organization and why? What are the advantages of a competency-based pay
system? What are the disadvantages?

HRM307 – Compensation &
Benefits
Case Study 2

Copyright Post University 2022, All Rights Reserved

5) What are the factors that shape your organization's external competitiveness to
recruit and retain employees? Discuss your specific labor market factors (supply
and demand), product market factors (competition and product demand), and the
organization factors (industry, strategy, size, etc.). From this information and your
organizations' ability to pay, where would you position your organization's overall
competitive pay policy (lead, market, or lag) and why?

6) If you were going to select jobs to include in a benchmark survey to ensure that
your pay is competitive, which jobs would you choose and why (review
Workforce Description)?

7) In designing your internal pay structure, would you design pay ranges and
grades, OR broadbands, and why?

Requirements:

• Submit a Word document in APA format (double spaced with references and
APA in text citations).

• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.

Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.

Copyright Post University 2022, All Rights Reserved

Evaluation Rubric for Case Study 2

CRITERIA Deficient Needs
Improvement

Proficient Exemplary

0 – 17 points 18 – 23 points 24 – 29
points

30 points

Relevance Does not
understand
each question
nor its
relevance to
the learning
material

Generally,
understands
each question
and its relevance
to the learning
material

Mostly
understands
each
question and
its relevance
to the
learning
material

Completely
understands
each question
and its
relevance to
the learning
material

Complete and
Concise

Fails to answer
each question
thoroughly and
concisely

Somewhat
answers each
question
thoroughly and
concisely

Mostly
answers
each
question
thoroughly
and concisely

Thoroughly
answers each
question
completely and
concisely

Support Fails to provide
relevant
examples
and/or sources
supporting
each answer

Generally, it
provides relevant
examples and/or
sources
supporting each
answer

Mostly
provides
relevant
examples
and/or
sources
supporting
each answer

Completely
provides
relevant
examples
and/or sources
supporting
each answer

0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format

Errors impede
professional
presentation;
guidelines not
followed.

Significant errors
that do not
impede
professional
presentation.

Few errors
that do not
impede
professional
presentation.

Writing and
format are
clear,
professional,
APA compliant,
and error-free.

– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 2

**## HRM307CaseStudiesJune2021.pdf**

Copyright Post University 2022, All Rights Reserved

Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

Company
Name
Vision

Workforce Solutions Services Inc.
(WSS)
Making HR Easier

Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product

Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions

Industry –
Product

Service – Staffing and Workforce
Solutions

Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

# Employees 5,000 employees – US and Canada

Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).

200 employees – Global manufacturing – 5
locations

Braking component supplier to US
automotive manufacturers.

10,000 employees – Global
Biotechnology and pharmaceuticals.

Financial
Overview

Modestly Profitable
20% profit margins

Low Profitability
8% profit margins

Very Profitable
40% profit margins

HRM307 – Compensation &
Benefits

Case Studies

Copyright Post University 2022, All Rights Reserved

Strategic
Emphasis

Acquiring new customers.
Experimentation and searching for
opportunities are valued.

Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.

Permanence and stability. Efficiency,
control and smooth operations are
important.

Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.

Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.

Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals

Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered

Manage the customer
Customer centered

Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package

An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)

An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.

Competitors Many competitors Steady competition Few competitors
Criteria for
Success

The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions

The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.

The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.

Organization
Culture

Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.

Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.

Formal rules and policies. Maintaining a
smooth-running organization is important.

Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization

Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.

Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.

Copyright Post University 2022, All Rights Reserved

Dominant
Characteristics

The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.

The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.

The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.

Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.

The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.

The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.

Management
of employees

The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.

The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.

The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.

Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility

Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability

Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results

Workforce
Description

Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine

Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance

Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply

operators, inspectors

Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.

Diverse workforce with broad range in
age.

Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers

Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.

Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager

Older diverse workforce with long service.

Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager

Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.

Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.

Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers

Copyright Post University 2022, All Rights Reserved

External labor
market
availability

The labor market is not readily
available. Competition with other
companies is fierce.

Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.

High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.

**## Unit5casestudy.pdf**

Copyright Post University 2022, All Rights Reserved

Due Date: 11:59 pm EST, Sunday of Unit 5
Points: 100

Overview:

To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.

Instructions:

Continue with the same company you selected for Case Study 1 analysis.

• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.

Take time to read and review Chapters 5-8 to answer these questions.

Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.

1) Review the Workforce Description in the case study you have selected. Select a
Customer Facing position in the Workforce Description (EXCLUDE SALES). If
you had to perform a job analysis on this position, how would you do it? Be
specific.

2) What type of structure (Job-based, Skill-based, Competency-based, Blended)
would best fit your organization and why?

3) What job evaluation method would you use to determine your positions' relative
worth to develop the internal hierarchy, equity, and external competitiveness?
Why?

4) If you were to design a Competency-Based pay structure, what are the most
important (core) competencies (select the top five) you would choose for your
organization and why? What are the advantages of a competency-based pay
system? What are the disadvantages?

HRM307 – Compensation &
Benefits
Case Study 2

Copyright Post University 2022, All Rights Reserved

5) What are the factors that shape your organization's external competitiveness to
recruit and retain employees? Discuss your specific labor market factors (supply
and demand), product market factors (competition and product demand), and the
organization factors (industry, strategy, size, etc.). From this information and your
organizations' ability to pay, where would you position your organization's overall
competitive pay policy (lead, market, or lag) and why?

6) If you were going to select jobs to include in a benchmark survey to ensure that
your pay is competitive, which jobs would you choose and why (review
Workforce Description)?

7) In designing your internal pay structure, would you design pay ranges and
grades, OR broadbands, and why?

Requirements:

• Submit a Word document in APA format (double spaced with references and
APA in text citations).

• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.

Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.

Copyright Post University 2022, All Rights Reserved

Evaluation Rubric for Case Study 2

CRITERIA Deficient Needs
Improvement

Proficient Exemplary

0 – 17 points 18 – 23 points 24 – 29
points

30 points

Relevance Does not
understand
each question
nor its
relevance to
the learning
material

Generally,
understands
each question
and its relevance
to the learning
material

Mostly
understands
each
question and
its relevance
to the
learning
material

Completely
understands
each question
and its
relevance to
the learning
material

Complete and
Concise

Fails to answer
each question
thoroughly and
concisely

Somewhat
answers each
question
thoroughly and
concisely

Mostly
answers
each
question
thoroughly
and concisely

Thoroughly
answers each
question
completely and
concisely

Support Fails to provide
relevant
examples
and/or sources
supporting
each answer

Generally, it
provides relevant
examples and/or
sources
supporting each
answer

Mostly
provides
relevant
examples
and/or
sources
supporting
each answer

Completely
provides
relevant
examples
and/or sources
supporting
each answer

0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format

Errors impede
professional
presentation;
guidelines not
followed.

Significant errors
that do not
impede
professional
presentation.

Few errors
that do not
impede
professional
presentation.

Writing and
format are
clear,
professional,
APA compliant,
and error-free.

– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 2

**## HRM307CaseStudiesJune2021.pdf**

Copyright Post University 2022, All Rights Reserved

Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.

Company
Name
Vision

Workforce Solutions Services Inc.
(WSS)
Making HR Easier

Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product

Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions

Industry –
Product

Service – Staffing and Workforce
Solutions

Manufacturing – Automotive components Research – Biotech and Pharmaceuticals

# Employees 5,000 employees – US and Canada

Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).

200 employees – Global manufacturing – 5
locations

Braking component supplier to US
automotive manufacturers.

10,000 employees – Global
Biotechnology and pharmaceuticals.

Financial
Overview

Modestly Profitable
20% profit margins

Low Profitability
8% profit margins

Very Profitable
40% profit margins

HRM307 – Compensation &
Benefits

Case Studies

Copyright Post University 2022, All Rights Reserved

Strategic
Emphasis

Acquiring new customers.
Experimentation and searching for
opportunities are valued.

Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.

Permanence and stability. Efficiency,
control and smooth operations are
important.

Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.

Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.

Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals

Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered

Manage the customer
Customer centered

Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package

An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)

An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.

Competitors Many competitors Steady competition Few competitors
Criteria for
Success

The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions

The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.

The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.

Organization
Culture

Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.

Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.

Formal rules and policies. Maintaining a
smooth-running organization is important.

Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization

Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.

Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.

Copyright Post University 2022, All Rights Reserved

Dominant
Characteristics

The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.

The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.

The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.

Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.

The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.

The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.

Management
of employees

The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.

The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.

The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.

Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility

Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability

Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results

Workforce
Description

Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine

Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance

Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply

operators, inspectors

Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.

Diverse workforce with broad range in
age.

Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers

Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.

Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager

Older diverse workforce with long service.

Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager

Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.

Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.

Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers

Copyright Post University 2022, All Rights Reserved

External labor
market
availability

The labor market is not readily
available. Competition with other
companies is fierce.

Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.

High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.

November 5, 2026