The two-part case study:

1. There are many ways to build functional expertise within an organization. Select one of the key roles in building functional expertise, and prepare a two-year plan to build functional expertise of a newly hired manager.

2. Analyze how operational objectives, their relationship to talent management, and the metrics could be applied to evaluate future talent management practices.

The solution explains, in part one, how a newly hired manager must make it a priority to conduct an inventory of all employees’ knowledge, skills and abilities (KSAs). This process sets the “baseline” of talent currently available. The manager can then look at the future organizational needs, in comparison to current KSAs, and define any skills gap. This will showcase what skills are lacking and provide insight into training needed. Part two of the solution explains the critical importance of investing in one’s employees. Doing so helps ensure that the organization is always ready with an employee population with the requisite “KSA” for current – and future jobs.

Unit I Case Study
Read the Cohesion Case on pages 27-37 in the course textbook. Create a five- to seven-page PowerPoint presentation inwhich you a) briefly describe your view of McDonald’s strategic position, and b) answer Step 4 of the Assurance ofLearning exercise on page 37.
Unit II Case Study
Complete the Assurance of Learning Exercise 3D on page 87 of the course textbook. In addition to completing Steps 1, 2,and 3, summarize your findings in a two-page APA formatted paper and discuss your views of McDonald’s strategicprospects based upon your analysis of the external assessment and consideration of the opportunities to grow, as well asthreats from competitors and the macro environment.

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