Hey Class, I'm Chris, And I Serve In The US Navy Aboard A Fa

Hey Class Im Chris And I Serve In The Us Navy Aboard A Fast Attac

Hey Class Im Chris And I Serve In The Us Navy Aboard A Fast Attac

Hey Class, I'm Chris, and I serve in the U.S. Navy aboard a Fast Attack Submarine. I completed a EUCOM 7-month deployment before relocating to Hawaii in February 2022. The Submarine I serve on is currently in an overhaul period in drydock, which is how I have been able to attend college. Besides the Navy, I am married and have two cats.

I enjoy staying active and fit through regular workouts. In the past, I used to be a huge fan of video games, but lately, I've been trying to shift my focus to more productive activities, seeking personal growth and fulfillment. A goal I have is to get my bachelor's degree and then possibly become an officer in the Navy or get out and use my degree with my background to find a high paying job that.

First Amendment: Since joining the Navy, I have lived a very lowkey life. I typically keep controversial opinions to myself, as the UCMJ governs me. However, in high school, I remember having very strong political and environmental views that I shared on Facebook. This is the action that I have taken that is protected by the First Amendment. Furthermore, Although the First Amendment safeguards the right to free speech, there are instances where certain types of speech are not protected. Two examples are: Incitement to Violence: Speech that directly encourages or incites lawless action or violence is not protected. For example, if someone publicly urges others to harm a specific individual or group, it would not be covered under the First Amendment.

One controversial example is the January 6th, 2021, D.C. riot, where some argue that former President Trump incited violence. Defamation is another example where free speech is not protected. Defamation is when false statements made to harm someone's reputation are presented as facts. A popular example is when Johnny Depp filed a defamation lawsuit against his ex-wife, Amber Heard, in 2019, claiming that she had falsely accused him of domestic abuse and that these allegations had caused damage to his career and reputation. In response, Amber Heard countersued for defamation, standing by her claims of being a victim of abuse during their relationship.

I look forward to the next five weeks with you all! I apologize; I forgot to answer a prompt. Understanding constitutional law will significantly benefit me professionally in various ways. As a professional in any field, knowledge of constitutional law can provide a solid foundation to make informed decisions in my work. Understanding constitutional law will help me ensure that my actions comply with the rights and protections guaranteed by the Constitution.

It allows me to avoid unintentional violations and potential legal consequences, which can have devastating outcomes. Deliverable 7 - Final Paper Ron Curtis Rasmussen University LDR5100CBE Dr. Ron Curtis MPA Ed.D October 23, 2021 Deliverable 7 - Final Paper Introduction Writing from the position of VP of HR, introduce your paper, which is an HR Strategic Plan for a publicly traded organization. Discuss strategic plans and their application to organizations and organizational success. What is the purpose of a strategic plan, why do we complete them, etc..Students – recognize that the average deliverable 7 paper is 18-25 pages in length.

Long-term Strategic Goals and Market Differentiation Research strategic management, and the role that strategic goals play in the typical strategic plan, how do we establish these goals, etc.. Next, define market differentiator, discuss market differentiation and its importance to business success and competitive advantage, etc… Identify the organizations long-term strategic goals, you should be able to find this information in the 10K, if not you can likely find it by performing a google search for the strategic goals of your corporation. What is their current market differentiator, what makes them different, and perhaps better, than their competition? Position in The External Operating Environment / Market Leadership Position Research and discuss external operating environments generally, then move on to your external operating environment.

Research, define, and discuss the current and projected market leadership position your company is in. What is a “market leadership position?†Values and Culture You should already have these from a previous deliverable (D1) discuss organizational values and culture generally; move on to your organization’s values and culture. How are the values and culture related, how do they support strategic management, how do they help to achieve the long-term strategic goals you listed? Correlate your organization’s values and culture to the long-term strategic goals you listed above. Current Level and Mix of Human Capital/Workforce You should already have these from a previous deliverable (D6) about gap analyses.

Analysis of Current Employees / Gaps to Fill to Reach the Forecasted Goals You should already have these from a previous deliverable (D6) about gap analyses. Talent Management Research, define, and discuss talent management in general, define and discuss talent management then discuss what talent management areas are of the greatest importance to support the organizational strategy (e.g., recruitment, retention, training & development, etc.) Tools and Technologies You should already have these from a previous deliverable (D3) about HRIS; the information in that deliverable is going to be very helpful in this section. Implications of Not Implementing This Strategic HR Plan What could happen if the organization decides not to implement this plan, will they survive, will they lose their competitive edge?

Conclusion Write a strong conclusion that clearly and strongly synthesizes everything in this paper, and bring the paper to logical and smooth close. RBS Group. (2017). The 8-step process for leading change: Dr. Kotter’s methodology of change leadership.

Paper For Above instruction

The core focus of this paper is to develop a comprehensive HR Strategic Plan for a publicly traded organization, emphasizing the significance of strategic planning in organizational success. Strategic plans serve as guiding frameworks that align an organization’s goals with its operational and market realities, facilitating sustained growth, competitive advantage, and adaptation in dynamic environments. This paper explores the purpose of strategic planning, the process of establishing long-term strategic goals, and the role of market differentiation and external market analysis. Additionally, it examines the organization’s values, culture, human capital, talent management strategies, technological tools, and the potential consequences of neglecting strategic HR initiatives.

Introduction to Strategic Planning

Strategic planning is a systematic process that enables organizations to define their long-term objectives and identify the actions necessary to achieve them (Bryson, 2018). For publicly traded companies, strategic plans are vital because they provide clarity on direction, outline resource allocation, and help communicate organizational priorities to stakeholders. In practice, strategic plans facilitate decision-making, prioritize initiatives, and foster organizational alignment, which are crucial for long-term sustainability and success (Thompson & Strickland, 2020). The primary purpose of a strategic plan is to set a clear vision for the future, identify measurable goals, and establish pathways to achieve competitive advantage.

Long-term Strategic Goals and Market Differentiation

Long-term strategic goals are foundational targets that guide an organization’s growth trajectory over several years. These goals are typically derived from comprehensive market analysis, internal assessments, and stakeholder input, with their foundation often rooted in the company’s mission and vision (Porter, 1985). Establishing these goals involves a strategic review of strengths, weaknesses, opportunities, and threats (SWOT analysis) and aligning them with the organization’s core competencies.

Market differentiation refers to a firm’s ability to distinguish itself from competitors through unique offerings, superior service, or innovative approaches. It is crucial for establishing a competitive edge, attracting customers, and commanding premium prices (Porter, 1985). An effective differentiator might include technological innovation, customer service excellence, or brand reputation. For instance, Apple Inc.'s focus on innovative products and user experience serves as a primary differentiator that bolsters its market position.

In analyzing the organization’s strategic goals, current market differentiators, and position, tools such as 10-K filings and industry reports provide valuable insights. An organization’s long-term goals may include expanding market share, diversifying product lines, or increasing shareholder value. Its differentiator might be proprietary technology or a reputation for high-quality customer service, which sustains its competitive advantage.

Position in the External Operating Environment / Market Leadership

An organization’s external environment encompasses economic, political, technological, social, and competitive factors influencing business operations. Analyzing this environment enables firms to anticipate changes, exploit opportunities, and mitigate risks (Porter, 1980). Companies often employ frameworks like PESTEL analysis to understand these external influences and adapt their strategies accordingly.

The current and projected market leadership position pertains to a firm’s standing relative to competitors within its industry. Market leadership involves commanding significant market share, brand recognition, and influence over industry standards (Keller, 2013). For example, Amazon’s dominant position in e-commerce exemplifies a market leadership stance driven by aggressive expansion, innovation, and operational efficiency.

Projected future market positioning requires analyzing industry trends, technological advancements, and consumer behavior to forecast whether the organization will maintain or improve its leadership status.

Values, Culture, and Supporting Strategic Goals

Organizational values and culture create the foundation for strategic alignment, guiding behavior and decision-making at all levels. Values reflect core beliefs and ethical standards, while culture encompasses the shared norms and practices within an organization (Schein, 2010). A strong correlation exists between organizational values, culture, and strategic success, as they influence employee engagement and customer perceptions (Cameron & Quinn, 2011).

The organization’s values, such as innovation, integrity, or customer-centricity, align with long-term strategic goals like market expansion or technological leadership. A culture that fosters innovation encourages employees to develop new products and services, thereby supporting differentiation and growth ambitions.

Human Capital and Workforce Analysis

The current level and composition of human capital, including skills, competencies, and workforce demographics, directly impact strategic achievements. Gap analyses highlight discrepancies between current talent capabilities and those required to meet future objectives (Cappelli & Keller, 2014). Filling these gaps involves targeted recruitment, training, and development initiatives.

Supporting strategic goals necessitates a skilled, motivated, and adaptable workforce capable of innovation and operational excellence. Developing a talent pipeline aligns with long-term growth objectives and enhances organizational resilience.

Talent Management

Talent management involves strategic activities aimed at attracting, developing, retaining, and engaging employees to drive organizational success (Cascio & Boudreau, 2016). Critical areas include recruitment, onboarding, training, performance management, and succession planning.

In supporting strategic objectives, talent management focuses on aligning employee skills with technological advancements, fostering leadership development, and ensuring retention of high performers. For example, implementing robust onboarding and continuous learning programs can accelerate productivity and innovation.

Tools and Technologies

Technological tools such as Human Resources Information Systems (HRIS) facilitate data-driven decision-making, automate administrative processes, and improve HR service delivery (Bersin, 2018). An effective HRIS supports talent management, workforce analytics, and strategic planning by providing real-time insights and fostering efficient communication within HR functions.

Implications of Not Implementing the Strategic HR Plan

Failing to implement a comprehensive strategic HR plan can jeopardize organizational competitiveness. Risks include talent attrition, reduced innovation, compliance issues, and decreased employee engagement (Ulrich, 2019). Without strategic alignment, organizations may struggle to adapt to external changes, lose market share, and diminish stakeholder confidence, ultimately threatening long-term sustainability.

Conclusion

Developing and executing a robust HR strategic plan is essential for aligning human capital initiatives with broader organizational goals. Such planning enhances competitiveness, fosters innovation, and sustains growth. Emphasizing values, culture, talent management, and technology integration ensures that the organization remains agile and responsive to external market dynamics. Failure to adopt strategic HR initiatives risks losing industry leadership and compromising long-term success. Therefore, a strategic HR plan underpins the organization’s capacity to adapt, compete, and thrive in an ever-changing environment.

References

• Bersin, J. (2018). HR technology ecosystems: How to make sense of new HR software. Bersin by Deloitte.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational Culture: Based on the competing values Framework. John Wiley & Sons.
• Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and practical challenges. Journal of Business and Psychology, 29(2), 345-356.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103-114.
• Keller, K. L. (2013). Strategic Brand Management: Building, Measuring, and Managing Brand Equity. Pearson.
• Porter, M. E. (1980). Competitive Strategy: Techniques for analyzing industries and competitors. Free Press.
• Porter, M. E. (1985). Competitive Advantage: Creating and sustaining superior performance. Free Press.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Thompson, A. A., & Strickland, A. J. (2020). Strategic Management: Concepts and Cases. McGraw-Hill Education.
• Ulrich, D. (2019). Reinventing HR: Why new approaches are needed to deliver value in the digital age. Harvard Business Review, 97(2), 58-65.