...IS427: Unit 3 Assignment 2: IT Security Compliance and Governance Gap Analysis Plan Outline Learning Objectives and Outcomes You will learn about the process of performing an information technology (IT) security compliance and governance gap analysis. Assignment Requirements In this assignment, you will be given a Request for Proposal (RFP) that includes a current IT policy framework description and a complete technical description of what is needed. You are required to prepare a project plan that defines the tasks necessary to perform a security compliance and governance gap analysis. You should include tasks, resources, cost estimates, and time estimates in the project plan. You will be graded on your ability to break the IT security compliance and governance gap analysis process into manageable parts and then organize them into a project plan. Students who produce a project plan with task details for all necessary tasks in an IT security compliance and governance gap analysis should receive a full grade. Required Resources RFP Worksheet: Project Plan IT Security Compliance and Governance Gap Analysis Submission Requirements Format: Microsoft Word Font: Arial, Size 12, Double-Space Citation Style: Chicago Manual of Style Length: 1–2 pages Self-Assessment Checklist I have prepared a project plan that defines the tasks necessary to perform a security compliance and governance gap analysis. I have included tasks, resources, cost estimates, and time estimates...
Words: 322 - Pages: 2
...Creating a Unique Talent Strategy: A Collection of Case Studies Businesses now recognize the pivotal role that talent plays in the success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had...
Words: 6285 - Pages: 26
...strategic planning, staffing, recruitment and selection, performance management, training, compensation, labour relations, workforce planning and talent management (Bratton & Gold 2012). Human resource management (HRM) is decisions made about the relationship between people and the organisation. These decisions are influenced by internal and external factors. Internal factors can be classified by organisation, job and individual which relates to the analysis of strengths and weaknesses in an organisation. External factors consist of political, economic, social and technological reflects on how the organisation evaluates its opportunities and threats. The aim of this report is to evaluate the importance of human resource management in terms of workforce planning, strategic planning, managing talent and recruitment and selection. Strategic Planning The activities mentioned above support the managing of organisation. An area of expertise is strategic human resource management (SHRM) which relates HR strategies with business strategies and evaluate the outcome of organisational performance. Strategic planning is defined as long-term planning to represent a particular series of behaviour accepted by senior level of the organisation to achieve its performance goals. Strategic planning is the practice of formalised analysis which intends to predict organisational consequences...
Words: 3437 - Pages: 14
...Contents Organizational Context 4 Performance Gap 4 Significance of the Problem 5 Results of the Root Cause Analysis 6 Key Stakeholders 7 References 8 List of Tables Table 1.1: Performance Gap 5 Table 2.1: Key Stakeholders 7 Client Organization Out of this World IT Solutions Organizational Context Out of This World IT Solutions is an IT Solutions firm whose specialty is the development of technical solutions designed to interconnect internal and external systems enabling secure, seamless integration with customers, partners and suppliers. The company has made a commitment to the state of New Jersey to hire five hundred employees within the next five years. Performance Gap Because the company has a commitment to the state they are gearing up their efforts to bring forth the needed workforce to make particular cities an IT hub. The performance issue is between the Talent Acquisitions and Training Departments. The Talent Acquisitions Department recruits the workforce and conveys to the Training Department who is expected to start and when their orientation date will be. Lately there are many inconsistencies with the process of notifying the Training Department. The performance issues are outlined below in Table 1.1 Table 1.1: Performance Levels Desired Level of Performance Present Level of Performance Gap Reports that contain 100% accuracy It varies...
Words: 730 - Pages: 3
...as human resource planning consists of putting right number of people right kind of people at the right place. Right time doing the right things for which they are suited for the achievement of goals of the organizations. Traditionally, men, materials, machines, and money are regarded as the most important factors of the production. But men (man power or human resources) are the only dynamic resources with the organization. Other factors are useless without their effective use by the human resources. Thus it is logical that there should be proper man power or human resources planning in the organization to use the other resources effectively. Human resource or man power may be defined as the total knowledge, skills, creative activities, talent and aptitudes of an organization’s work force as well as values attitudes and...
Words: 2087 - Pages: 9
...Situational Analysis and Action Plan-Fall into the Gap Dawn N. Noguerra MBA 6241 Human Resource Management in the 21st Century Knowledge Organization PO Box 1214 Inglewood, CA 90308 Telephone: (323) 204-2783 Email: justsyd2001@yahoo.com Instructor: Dr. Jane Abstract Social Recruiting is fairly new tactical way for employers and recruiters to screen potential candidates via social media sites. This trend has been taking place since 2008 and although still in its infant stage, it is slowly but surely gaining momentum in the talent acquisition world. With the world headed into an era where everything is automated or computer driven, Social Recruiting will no longer be a thing of the future but a thing of the present. My Topic Selection that I have chosen is: Social Recruiting: Talent Acquisition & Social Media. According to David Smooke, a San Francisco Bay Area – Director, Content & Social Media @ SmartRecruiters, “Social recruiting is a contested term. It is a concept at the intersection of recruitment and the embryonic field of social media. There are several terms used interchangeably including social hiring, social recruitment and social media recruitment.” Allison Doyle, Job Search and Employment Expert at About.com, said, “Social Recruiting is when companies and recruiters use Facebook, LinkedIn, Twitter and other social media sites to source and recruit candidates for employment.” According to Matt Alder, Strategy Consultant for HR and Founder...
Words: 3602 - Pages: 15
...SANTKUMARI GUPTA (12188874) WORKPLACE GENDER EQUALITY INTRODUCTION: In earlier century, the role and importance of women were totally different as compared to today because in the past, there was a general belief that the man was responsible to take care of woman in all sense as men are stronger than women. But today situations has been advance, women have various duties related to inside of home and outside of home. In the past, women have handled only the household area and they have been restricted to go outside for earning money but due to globalization, the role of women have been changed and women are being capable to work in all areas like economical, business, political, social and many more with same responsibilities and duties like men. Nowadays, “Gender Equality” is one of the debatable issues. Gender equality means men and women get equal importance, value, rights, treatments, positions and opportunities irrespective of their gender. Gender equality is obtained when people are being capable of getting equal awards, benefits, means, freedom, scope and chance nevertheless even if they are men or women. In the latest era, most of the countries in the world have shaped symbolic development in the direction of gender equality. The main purpose of gender equality is to obtain just identical results for both male and female and not the uniform results for all human beings in the workplace. Due to all these reasons and to control the situations, the Workplace Gender Equality...
Words: 2222 - Pages: 9
...In today’s business world, CEOs feel comfortable in taking decisions based on data. Hence, analytics is given such importance nowadays. The HR function is no exception to this trend. The recent boom of developing HR analytics capabilities in organisations is indicating that it is the next big thing to transform the workplace and workforce. In this white paper, we have explored the scope of HR analytics, framework of HR analytics, how to implement the same in organisation, barriers to implementation, current practices, benefits of HR analytics and the way forward. HR analytics measures the effect of HR programs on performance of companies and helps to prepare strategies for the business. HR analytics processes are used mainly for talent acquisition,...
Words: 2899 - Pages: 12
...related costs as well as many other expenses indirectly associated with its employees. It is further stressed that talent and its acquisition are to be treated as investments not costs of doing business. It is argued that a single most important factor in order to ensure an organization’s strategic goals are met, is its ability to hire the right people at the right time in order to enhance the firm’s return on its investment. The authors then further expand on this theory by defining a set of common goals for staffing forecasting and planning activities that can benefit any company in any industry and economic life cycle. In addition, the book discusses the importance of understanding a company’s strategy, goals and competition in order to identify what type of talents will the firm need and when. “Ensuring that the right people are in the place at the right time, requires understanding and forecasting the firm’s labor demand and maintaining an awareness of relevant pipelines of labor supply and talent. Action plans can then be developed to address any gaps between labor supply and labor demand.” (Jean Phillips, 2010) Once the common goals of staffing forecasting are determined for a given firm, then the process begins by first determining the demand and supply for the labor depending on the company’s line of business and its overall strategy. Following this process, any gaps between supply and demand should be identified and action plans should be set in place...
Words: 1514 - Pages: 7
...performance but it is a necessary process to detect and correct organizational gaps. During the consultation, Island Spice will be presented with a proposed competitive training strategy that could improve the position of the business; consequently helping to achieve their goals of success, profitability and longevity in the market. The Initial triggering event occurred when a manager believed that actual organizational performance (AOP) is less that the expected organizational performance (EOP), thus creating the need for a consultation. The effective training and development for Island Spice is a set of integrated processes that involves key elements constructed to improve performance. It is crucial that the “organizational needs and employee capabilities are analyzed and responded to in a rational, logical, and strategic manner” (Blanchard & Thacker, 2010, p. 6), thus ensuring performance improvement. The first phase is the analysis phase in which Island Spice’s organizational performance gap (AOP is less than EOP) is identified. Examples of a current performance gap include “profitability shortfalls, low levels of customer satisfaction, or excessive scrap” (Blanchard & Thacker, 2010, p. 6). After the gap analysis is completed and the cause is determined, a needs assessment should be conducted to ascertain the knowledge, skills and attitude necessary for the targeted population to close the performance gap. However, faulty equipment, the employee’s capacity to learn, motivation...
Words: 1227 - Pages: 5
... news & opinion home > news > how to design and implement talent acquisition strategies to meet corporate goals How to design and implement talent acquisition strategies to meet corporate goals 09/10/2013 By Tom Bradley and Christian Steele When companies complain that they can't find enough good people, the cause, in our view, is most likely to be deep-rooted and centred on a misalignment between the strategic goals of the business and the efforts of the company's talent acquisition professionals. In this article, we'll outline the approach we took at Pfizer and offer some ideas that you can take away and implement right away. But before we do that, let's first look at why this misalignment between people and business goals happens. The root causes are not that complicated and usually centre on two things: first, the people who find and hire employees don't sit in the same meetings as those who set the direction of the overall business and its main operating units. Getting a seat at those senior-level forums, and the credibility to contribute on an equal footing as a genuine 'business partner', is more difficult than you might think. This is usually because the perception of HR, where talent acquisition resides, is that of a lower-level, tactical support function. We have both worked with a varied, diverse mix of business leaders. Depending on which one you spoke to, they viewed talent acquisition as either strategic, operational or perhaps somewhere in between...
Words: 3856 - Pages: 16
...United States v. Hilton Hotels Corporation INTROUDUCTION My proposal for this research is to figure out how a hospital can offer healthcare at a reasonable cost without compromising service and the safety of patients. In today’s healthcare market with so many competitors and the cost of healthcare it is important for a hospital to embrace organizational change with the trends in healthcare. The cost of staffing the best talent can be a difficult one along with retaining your staff but not comprising services or needs of their patients. Human capital can come at a high cost. Especially if you want to be top in your market. BODY The focus will be attracting talent, offering a competitive benefits package and retention of such talent. This is one of the most important things to any hospital to keep their overhead down but stay competitive in their market. How can a hospital attract top talent retain at the same time and keep the cost down? With the amount of competitors available it is a race to locate the best employees that you can acquire. Human Resources have become a major component in this field because of the role that they play in assisting managers and directors with their employment needs. After doing some research I found and article that was wrote about a medical center faced with the exact challenges. Jupiter Medical Center (JMC) was faced with the ongoing issues of recruitment and retention of employees and the huge cost that...
Words: 1647 - Pages: 7
...goals and mission. The United States Army Management Performance Plan of and is made up of the Performance Program and the Awards programs and the within-grade increase plan. (U.S. Army TAPES Performance, 2013). Alignment of the performance management framework to the organizational business strategy. In the alignment of the employee performance management framework within the Organizational business strategy, employers need to use right tools to succeed in the strategy of the aligning performance management. The performance management solutions of today, provide a set of techniques. More than just reviews, appraisals, and performance. These set of techniques will be enable employees to look at how the measures can develop talents and skills in a culture of high-performance environment. If the senior management team takes their performance management strategy seriously, then this trend will travel throughout the firm. The firm should be able to develop...
Words: 2353 - Pages: 10
...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
Words: 45459 - Pages: 182
...accounting practices and procedures that were in place that lead to their immediate demise. It is because of this bad oversight and bad practices that Corporate America is railing for new talent, only for the talent not to be at the caliber they wanted. Some within Corporate America blame the current education system for not preparing today's "OVER ENTITLED STUDENT" who feel as though they can rightfully command a 6 figure salary as if they were Moses parting the Red Sea, with regards to doing the job they have been hired to do only to do nothing! In my paper, I not only place blame where it needs to be, at both the foot of the Educational System and Corporate America for not doing their part in order to prepare today's students, but I also state from those what can be done to help today's student over come today’s current job disparities within the field of accounting. Intro: In today’s tough job market, companies all across the United States are in a race as if it were a nuclear arms deal in order to find the top talent within the accounting industry. However they are all chanting one phrase as if it were a drum beat, in other words they can’t find the skilled workers that are needed to do the job and at times filling the job can take a while. The article, Finding the Accounting Talent Your Company Needs, published by CFO Publishing LLC, 2015., 1) I found to be a very interesting article for several reasons. One of the reasons...
Words: 1747 - Pages: 7
