Category: Human relations

Virtual Teams: Making It Work
Virtual teams are composed of employees who are physically dispersed throughout the nation or around the world. They are linked by various forms of electronic technology. Face-to-face contact is usually minimal or nonexistent. Virtual teams face several challenges: time zone differences, which make quick information exchanges difficult, and cultural miscues, which can cause misunderstandings. When teams don’t meet in person, its less likely they will develop the kind of chemistry common to productive teams that have face-to-face meetings. Many virtual teams are in continuous danger of becoming dysfunctional.
Recent research has identified certain traits and practices common to most virtual teams. Here are a few important rules for making these teams productive.
Choose a few team members who already know each other. This will speed up the process of building networks among team members. Invest in online resources that help all team members quickly learn about one another.
Ensure the task is meaningful to team members and the company. Assign tasks that are challenging and interesting.
The virtual team should include “boundary spanners,” persons who have many connections to useful people outside of the team.
Develop a team mission statement along with teamwork expectations, project goals, and deadlines.
Create an online site where team members can collaborate, exchange ideas, and motivate one another. The team should have a shared online work space that all members can access 24 hours a day.
Encourage frequent communication and try to reach agreement about preferred communication tools.
If you are a virtual team leader, find ways to mark team progress toward goals.
Instructions: Answer the questions below for this assignment. Keep in mind the information preceding the instructions when preparing your paper, and ensure that you follow the format for this assignment provided immediately following the Questions.
2  Assignment Questions:
1. In your opinion, which of the five dysfunctions of a team would be the greatest barrier to virtual team productivity? Defend your answer.
Absence of trust: Trust is considered the foundation of effective teamwork.
Fear of conflict: Teams that lack trust are not capable of engaging in open, unfiltered debate.
Lack of commitment: When team members fail to voice their views openly during passionate debate, they rarely buy-in and commit to decisions.
Avoidance of accountability: Without commitment and buy-in, team members are often hesitant to call their peers on actions and behaviors that seem counterproductive to the good of the team.
Inattention to results: Failure to hold one another accountable creates an environment where team members put their own needs above the collective goals of the team.
2. What can be done to avoid information overload when a virtual team is made up of 25 or more members?
Research Paper Instructions:
IMPORTANT!!
Submit your work as an MS WORD ATTACHMENT in either a .doc, .docx, or .rtf format. No other file format can be accepted (i.e., no .pdf, read-only, or Apple file formats).
Write a 1-2 page paper regarding your findings, using APA format, and submit no later then Sunday, midnight. Your paper must have an introduction, body, and conclusion. In addition, papers longer than 2 pages will not be read after the second page. As such, please ensure that all questions are answered within the first two pages, as your grade will be based on the first two pages received. Your paper must include a reference page, title page, and in-text citations for all listed references in accordance with the APA manual, 6th edition chapters 6 (citation formatting) and chapter 7 (reference/source formatting). 
Please support your ideas, arguments, and opinions with independent research, include at least three (3) supporting peer-reviewed references or sources (do NOT use Wikipedia, encyclopedias, unknown, undated, or anonymous sources, such as websites), include a reference section, and cite all listed references properly in your paper, in accordance with the 6th edition of the APA manual, chapters 6 & 7.

As you read and review the Discussion Assignment for this week, “Week 2: Nike is Losing its Race for Diversity”, and complete your first post, use the online DeVry Library (https://library.devry.edu/)Links to an external site. to find an updated  article that addresses this topic.  
To begin your assignment, you will navigate to the library and is to find one updated article.
What will you submit?
Submit the Article AND Provide a ONE page summary of the article in your submission.
In your 1 page summary make sure to answer these questions:
Why are the two articles significant? In essence, what makes the articles “speak to you” and the ideas of Diversity, Equity, and Inclusion?
How are they similar? How are they dissimilar?
Based on your own knowledge and experiences as well as the research you accomplished in completing this assignment, what was excluded that should have been included?  Why?
What are the implementation considerations of following the method (or methods) suggested in either article?
Consider that you and your class colleague have been tasked by your manager (each of you report to the same manager) to implement a Diversity, Equity, and Inclusion initiative at your organization. What are your initial plans? What steps will you take? What are the implications from a strategic staffing perspective?
The deliverable for this assignment is the one page summary. Be sure and include the link to the article in the summary.
New Certification Helps Leaders Improve Workplace Diversity, Equity and Inclusion: The certification program provides a learning journey to improve organizations’ diversity, equity and inclusion so they can better serve their employees, customers, communities, stakeholders and society. Professionals can attain Certified Diversity, Equity & Inclusion Leader designation and receive CDEIL credentials.
NASDAQ OMX’s News Release Distribution Channel; New York. 03 May 2021.  
PDFCite
Boca Raton, FL, May 03, 2021 (GLOBE NEWSWIRE) — Brandon Hall Group announces its second certification program, positioning exam-takers as business leaders with expertise in strategic Diversity, Equity & Inclusion. The course leverages more than 27 years of expertise in the industry as the preeminent research and analyst firm in the human capital management space.
“Diversity, equity and inclusion is an organization-wide endeavor that requires self-awareness, cultural competencies, empathy and resilience to be successful,” said Brandon Hall Group CEO Mike Cooke. “We believe every employee at every company should be certified or at least gain a greater understanding of diversity, equity and inclusion.”
Brandon Hall Group professional certifications are comprehensive educational programs centered around a multiphase knowledge test. The courses aren’t merely memorization and theory but a real-world approach to developing competencies and skills that can be immediately implemented and deployed. In addition to testing acumen, participants will also gain access to best-practice cases from organizations honored with Gold awards in the annual Brandon Hall Group HCM Excellence program.
This certification is taken in four phases. A comprehensive Resource Guide with thought-leading research insights, use-cases and executive interviews covers the 25 competencies every leader should possess to apply their new skills on the job every day.
Phase One consists of 68 questions across 17 qualities that every employee should possess to improve organizations’ diversity, equity and inclusion. They include innate and learned skills, interactive skills, environmental skills and advocacy skills. Learning styles differ, so learners can follow the interactive learning journey within the platform itself along with the comprehensive Resource Guide.
Phase Two consists of 32 questions across eight strategic and leadership skills that provide leaders the ability to play a meaningful role in improving diversity, equity and inclusion in their workplaces.
Phase Three features case studies from the Brandon Hall Group Excellence Awards in the form of “what would you do” scenarios requiring written responses to questions on the business need, design and delivery of the program, change management and expected results.
In this final phase, learners submit a scenario from their company and how they would address the situation. This phase is a culmination of everything they learned, now applied to demonstrate their new expertise. Similar to a thesis defense, a board of judges reads each assignment and provides scoring. Once this final phase is satisfactorily completed by the learner, they are officially a Certified Diversity, Equity and Inclusion Leader.
“Our certification offers a professional designation that positions exam-takers for career advancement and carries no prerequisites to qualify for certification; anyone willing to engage in a meaningful, challenging learning journey is encouraged to register,” said Brandon Hall Group COO Rachel Cooke.
To learn more about the Certified Diversity, Equity and Inclusion Leader Program, visit
https://certification.brandonhall.com/learning-paths/certified-diversity-equity-and-inclusion-leader-cdeil
—About Brandon Hall Group Inc.
Brandon Hall Group is the only professional development company that offers data, research, insights and certification to Learning and Talent executives and organizations. The best minds in Human Capital Management (HCM) choose Brandon Hall Group to help them create future-proof employee development plans for the new era.
For over 27 years, we have empowered, recognized and certified excellence in organizations around the world influencing the development of over 10,000,000 employees and executives. Our HCM Excellence Awards was the first to recognize organizations for learning and talent and is the gold standard, known as the “Academy Awards of Human Capital Management.”
Our cloud-based platform delivers evidence-based insights in the areas of Learning and Development, Talent Management, Leadership Development, Diversity and Inclusion, Talent Acquisition and HR/Workforce Management for corporate organizations and HCM solution providers.
To learn more visit https://www.brandonhall.com
https://www.proquest.com/docview/2520770320/D44C31E569A44472PQ/5?accountid=44759&sourcetype=Wire%20Feeds
Rubric: 
HRM410Week2.Diversity, Equity, and Inclusion
Criteria Ratings Pts
This criterion is linked to a Learning OutcomeIntroduction
Introduction provides sufficient background on the topic and previews major points.
10 pts
Full Marks
8 pts
Approaches
0 pts
No Marks
10 pts
This criterion is linked to a Learning OutcomeAll questions answered
Answers each of these questions:
Why are the two articles significant? In essence, what makes the articles “speak to you” and the ideas of Diversity, Equity, and Inclusion?
How are they similar? How are they dissimilar?
Based on your own knowledge and experiences as well as the research you accomplished in completing this assignment, what was excluded that should have been included? Why?
What are the implementation considerations of following the method (or methods) suggested in either article?
Consider that you and your class colleague have been tasked by your manager (each of you report to the same manager) to implement a Diversity, Equity, and Inclusion initiative at your organization. What are your initial plans? What steps will you take? What are the implications from a strategic staffing perspective?
75 pts
Full Marks
64 pts
Approaches
58 pts
Needs more depth/detail
0 pts
No Marks
75 pts
This criterion is linked to a Learning OutcomePaper Mechanics
Paper Mechanics
Includes the Article and the ONE Pages summary.
Include all aspects of the assignment criteria, outlined on the previous page—these are good paper headings.
There should be minimal quoted material in this paper, <5%. Cite in text when using words/thoughts that are not your own. All sources must be appropriately cited—use APA for in text and reference list citation formatting. Include a reference page for source(s). Follow APA formatting for citing and the reference page. Put the paper title information on a separate page. Use 12 pitch font (Arial, Times Roman), double spaced, and 1" margins as a standard format. Do not include extra lines between paragraphs, etc. Grammar, punctuation, spelling, etc., will all be taken into consideration when awarding points. Proofread your papers before submitting. Spell check is not foolproof. Re content, if you make a statement, for example "all people who break the law should improve their communication skills to stay out of jail," you need to substantiate that statement. If that statement is not your own thought or a statistic, cite. If it is your opinion, state that and explain what led you to that conclusion. Provide enough information to validate and explain the statement. Treat these assignments as real-world situations. This will give you the opportunity to practice how you would research and provide information as an HR professional. 15 pts Full Marks 11 pts Approaches 9 pts Needs improvement 0 pts No Marks 15 pts Total Points: 100

You are asked to complete one analytical summary selecting an article of your choice from an academic journal in the field of Human Resource Management. Analytic summary paper should be typed, and double-spaced. The title for this assignment is the article’s bibliographic form (use the same format as for an APA 7th Ed. reference list). A sample paper and rubric are provided on D2L for additional details.
Acknowledgement: Organizational Framework for this ASP is adapted from R.B. Closson.
Use the following as sub-heads for your paper:
State the most important point of the article in your estimation.
Identify evidence in the article that supports or illustrates the most important point or theme as well as anything that seems to contradict it. 
Explain in what ways, if any, the article supports or contradicts concepts, theories or points of view in our text or other articles that we have read.
Analyze the work’s underlying assumptions about the subject, as well as any biases it reveals. 
Explain how the author’s points resonate with your experience as a practicing professional in human resource management (if you are) or as an employee.  If you have no experience in either capacity with the topic, then project situation where you think it might have been helpful or why it would not have been useful.
Identify new concepts and /or insight that the article provided you (be specific).  Make a statement about the value of this new information to you.  Or if nothing is new, explain why nothing new is apparent to you in the article.  For example, where have you encountered these concepts previously? Identify questions the article generated about the topic and/or the field of human resource management, (be specific).