+1 (208) 254-6996 [email protected]

Supporting Lectures:

Review the following lectures:

Discussion Questions

Before beginning work on this discussion forum, please review the link “Doing Discussion Questions Right” and any specific instructions for this topic.

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Before the end of the week, begin commenting on at least two of your classmates’ responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. Submit your responses in the Discussion Area.


By the due date assigned, respond to the assigned discussion questions and submit your responses to the appropriate topic in this Discussion Area. Respond to the assigned questions using the lessons and vocabulary found in the reading.

Select any one of the following starter bullet point sections. Review the important themes within the sub-questions of each bullet point. The sub-questions are designed to get you thinking about some of the important issues. Your response should provide a succinct synthesis of the key themes in a way that articulates a clear point, position, or conclusion supported by research. Select a different bullet point section than what your classmates have already posted so that we can engage in several discussions on relevant topics. If all of the bullet points have been addressed, then you may begin to reuse the bullet points with the expectation that varied responses continue.


Question 1:

Evaluate an HRD program for a company that produces paper products.

Question 2:

Evaluate an article on strategic talent investment. 

Submission Details

To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Your initial posting should be addressed at 500–1000 words as noted in the attached PDF.

HR Development Programs—Employee Value

Case Study:

Jack was at the peak of his career, and his life was absolutely amazing. Traveling throughout the U.S. and other countries brought him joy because he was able to do two things that he very much enjoyed— training and traveling. As his organization hired him right out of college, Jack worked endlessly to learn the training courses. After �ve-and-a-half years, he moved into an of�ce on the thirtieth �oor and resides in one of the prestigious locations in Hudson Yards. As the President of Training and Development, Jack could not think of anything he could want more in a career. He was excellent at his craft, and all of his staff were very accomplished trainers. Jack was not the easiest trainer to work with, but he made sure that his employees were cross-trained. Each of his employees spoke at least one foreign language. He would even pay for the foreign language courses to ensure that his staff had every chance to succeed. It was all swept away in 2007. The entire training budget was cut. All twenty employees, including Jack, found themselves unemployed.

Jack had carefully mapped out his career plan during and after college. He applied at the top three multinational companies (MNCs) with the most promising opportunities. He worked sixteen hours a day and sometimes seven days a week to leverage his position in the training department. Jack failed to do one important thing. He forgot to factor in economic issues and budget cuts. Even though his organization was one of the three with the best training and development programs, they did not have a very strong HR department. The HR professional had no idea of HRD, cost, or bene�ts of implementing such a program; therefore, she could not explain the importance of human capital to the executive team.

Additional Materials

From your course textbook, Investing in People: Financial Impact of Human Resource Initiatives, read the following chapter:

Costs and Bene�ts of HR Development Programs

From the South University Online Library, review the following articles:

Why Is Organizing Human Resource Development So Problematic? (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=124739436&site=eds-live)

Key Intersections Between HRD and Management (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=62108846&site=eds-live)


Cutting Costs, Not Staf�ng (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bwh&AN=36364437&site=eds-live) 

Ten Ways to Prove Return on Investment on Your Training Program (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=ofm&AN=82159909&site=eds-live)

Training Investment as a Driver of Stock Prices (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=58151275&site=eds-live)


Investing in Your Employees

As you re�ect on this case study, think about a time in your career where you may have personally experienced a layoff or know of someone who has been laid off from work. You have probably wondered if there was any way to salvage the position. Sometimes leaders will be required to make the tough decision to lay off employees; however, the leaders must comprehend that human capital, HRD programs, and other talent decisions are critical to all business decisions including the competitive advantage.

Areas to consider for talent analysis:  

What impact does economic crisis have on HRD?

How should an HR professional prepare for an economic crisis?   

Why is it important to measure intangible investments?

When should leaders begin to invest in talent?

How is talent analysis a catalyst for change?  

Why should the HRD program be a part of the business strategy?

What are the hidden costs of absenteeism?

What process metrics and measurements will be used to assess talent investment?   

According to Cascio and Boudreau (2011):

We envision a future in which leaders throughout organizations increasingly understand and are held accountable for the quality of their decisions about talent. They must have a sophisticated understanding of the connections between investments in HR programs and their effects on strategic success. (p. 309)

Jack’s new business venture has been a success. Through Jack’s story, he has been able to enlighten chief executive of�cers (CEOs) and executives of each organization about the value of human capital, the strategies to drive talent management, the connection of all talent decisions to the �nancial outcome of the organization, and the way to truly understand the return on investment (ROI) of human capital.

Additional Materials

From your course textbook, Process Metrics and Measurement Complete Self-Assessment Guide, review the following chapters:

Criterion #1: Recognize

Criterion #2: De�ne

Criterion #3: Measure

Criterion #4: Analyze

Criterion #5: Improve

Criterion #6: Control

Criterion #7: Sustain

From the South University Online Library, review the following articles:

Does Investing in Employees Affect Firm Debt Levels? (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edsjsr&AN=edsjsr.23045053&site=eds-live)

Take Charge of Your Development, Invest in People (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bwh&AN=13567750&site=eds-live)


HR Development Programs and the Economic Environment

After three months of searching for a new position, Jack came up with an idea. While reviewing job postings on Indeed.com, he decided to combine his training knowledge with HRD and assist organizations in understanding the value of human capital, employee selection process, the importance of strategic planning, and other invaluable concepts to strengthen an organization’s competitive advantage.     

As the economic environment is constantly changing and cannot always be predicted, organizations must have the foresight to plan ahead. One of the main objectives is to understand the actual value of human capital. Organizations will quickly lay off employees when experiencing �nancial challenges. This is the easiest way to cut costs. Without precise calculations, just imagine that there are a hundred employees and �fty employees are laid off. The leaders will immediately recognize savings in the payroll budget. But if you dig a bit deeper, you may want to ask, “are there truly any savings?”

Here are some questions to ponder in terms of investing in HRD programs and employees and the repercussions of layoffs:

Are employees forced to work overtime to compensate for the decline in production due to layoffs?

What is the cost to hire and train new employees?

How do layoffs affect employee morale?

What are the alternatives to employee layoffs? 

How much can an organization save by engaging employees through training and development? 

There are many factors to consider, and this is why HRD is considered important. HRD programs should be designed to improve employee (human capital) and the organizational performance. Proactive strategies implemented by the HR professional will help circumvent the series of unfortunate events, which were experienced by Jack and his staff. The HR professional has the opportunity to learn from the past and show where investments in HRD programs will have the most signi�cant impact, assist leaders in decision making and also bringing total value to the organization.

The Value of Human Capital

Reference Kwon, D. B. (2009). Human capital and its measurement. Paper presented at the Third OECD World Forum on “Statistics, Knowledge

and Policy” Charting Progress, Building Visions, Improving Life, Busan, Korea, Oct. 27–30, 2009. Retrieved from


Dr. Kwon (2009) stated the following:

Two Types of the Human Capital:

The �rst is to utilize human as labor force ‟related to economic added-value that is generated by the input of labor force as other production factors such as �nancial capital, land, machinery, and labor hours.

The other is that the human capital can be viewed as the target of investment through education and training. The human capital expansively includes the meaning of “human as creator” who frames knowledge, skills, competency, and experience originated by continuously connecting between “self” and “environment.” (p. 5)

From the South University Online Library, read the following:

A Review of the Role of Human Capital in the Organization  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edselp&AN=S1877042816311338&site=eds-live)

Human Capital Managementhttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edselp&AN=S1877042816311338&site=eds-live

Signi�cance of Human Capital Management

Human capital management is vital to the overall success of any organization. The HR professional must realize that this function is an important part of the recruitment process, employee training and development, employee management, and ensuring that quality talent is retained. The leaders must also recognize the employees as an asset and invest in them. Without a sound management process, the organization will not achieve its goals or maintain the competitive advantage.

Additional Materials

From your course textbook, Process Metrics and Measurement Complete Self-Assessment Guide, review the following chapters:

Criterion #1: Recognize

Criterion #2: De�ne

Criterion #3: Measure

Criterion #4: Analyze

Criterion #5: Improve

Criterion #6: Control

Criterion #7: Sustain

From the South University Online Library, review the following articles:

The Effects of Staf�ng and Training on Firm Productivity and Pro�t Growth Before, During, and after the Great Recession (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=ofm&AN=96070381&site=eds-live)


HRD Challenges Faced in the Post-global Financial Crisis Period—Insights from the UK (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=100838109&site=eds-live)

How Organizational Adaptations to Recession Relate to Organizational Commitment (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=pdh&AN=2012-04404-002&site=ehost-live&scope=site)


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