After reading the materials in Week 4, go to: http://nucor.com/
Be sure and set your pop-up blocker to accept this site.
Read this web page, as follows. It is not that long or time-consuming; I think you will find it enlightening.
Go through these links across the top, and read the links on each one, as described, below:
Overview
Our Story to read the Mission and Chapters 1 through 5
Our responsibility, with 3 links
Investor relations, information posted and other links
Governance, information and other links
Products & Locations, also with several links
Career Center, with 9 links, on the left
Voice of our Industry
Now, go to OSHA’s VPP program: https://www.osha.gov/dcsp/vpp/index.html and read the information about the Voluntary Protection Program.
Based on what you have read, compare and contrast the information:
What NUCOR information jumped out at you?
Do you see any kinks in its armor? Are there any issues that concern you?
How does NUCOR’s employee safety, health, & wellness programs support for the organization’s strategy, corporate values, and organizational culture?
What possible HR measurements/metrics can you identify in the Safety program?
RESEARCH:
Any time we are using a “.com” web page, it is prudent to check other sources to insure we are getting the whole picture.
Cite and reference all resources.
attachmentOERHRMD610Week4Introduction.docxattachmentOERHRMD610We

Topic for Discussion: Identify the various forms of discrimination in the workplace, and their potential effect(s) on the well-being of organizations.
HRD Headline: Facing the Workforce of the Future
The diversity of the U.S. population has changed significantly over the past decade, and more shifts are expected over the next 20 years. Some examples include: 1) construction firms are employing a large number of Hispanic/Latinos and they must adapt their recruiting, training, and safety practices to reflect this diversity in the workforce; 2) Harley-Davidson increased the number of minority and women managers and workers by 20% over the past decade, which has resulted in more African America, Latino, and women customers; 3) long-haul trucking companies are focusing on recruiting and training women to counter an expected shortage of 111,000 drivers beginning in 2014.
Forum Questions: 1. What do you think are the major reasons that more organizations are recruiting a diverse workforce?
2. What are some ways that recruiting could be done differently to attract more African Americans? Latinos? Women?
3. What are some ways that training could be done differently for African Americans? Latinos? Women?
Forum Instructions: To prepare for this forum discussio, you must read a minimum of two of the required journal articles associated with this forum.
Your initial post must be at least 300 words.
Your initial post must be at least 250 words. Please respond to at least 2 other students. Responses must be a minimum of 100 words and include direct questions, critical analysis, and be scholarly in nature. Post to the Forums by midnight Thursday and respond to at least 2 members of the class by midnight, Sunday.

Please read case below and answer the question.
(Honeywell is a diverse, differentiated, industrial conglomerate with segments such as transportation systems, performance materials and technologies, aerospace, and automation and control solutions; yet the company is best known for its thermostats. According to the 2013 Fortune 500 list, Honeywell ranked 78th out of all US companies, with a revenue of $39 billion.
In 1999, Honeywell merged with AlliedSignal and Pittway but encountered problems when they realized that each company possessed its own unique corporate culture. During the next several years, Honeywell found itself addressing new challenges while trying to absorb its acquisitions. For example, environmental-related business liabilities had never been addressed and now required real attention, while managers were disinvesting in research and development because their divisions showed higher profits. New product development ceased. Honeywell also experienced high turnover in upper management, having three different CEOs in 4 years.(1)
Honeywell’s main focus in the past decade has been on resolving these issues by first implementing their “One Honeywell” culture. This strategy increased overseas sales by 10% while also helping the company become more aware of and responsive to its environmental responsibilities. Investments in new products and services increased while turnover started to decrease, with employees filling more than 85% of the vacancies in top-level positions. Just as Honeywell turned the corner in 2008, the United States entered a recession and Honeywell’s orders were being cancelled or postponed. No new orders were being placed, and sales were decreasing. As a result, direct costs of production were decreasing because the company simply did not need to purchase raw materials to make new products. (2)
In the manufacturing industry, the cost of people covers more than 30% of total expenses, and most firms responded to the recession by restructuring their workforce by firing thousands of employees. Cutting costs for production was not an option because a loss of customers is a major risk for the company; therefore, the only option left was cutting costs through employees. Honeywell knew that even the worst recessions usually last about 12 to 18 months, but the company wanted to be prepared when the economy started to heal.
With its new culture in place, Honeywell took a different approach than its competitors did. Honeywell projected the possible impact of economic recovery on its business, noting that it would have to rehire many of the employees it would lay off during the recession. Given this projection, Honeywell then followed a different method of restructuring and let its workers take furloughs, that is, temporary unpaid leaves of absence. Honeywell also knew that furloughs would harm the morale and loyalty of its employees. Even the employees who stayed would be distracted, thinking that their own jobs might be at stake. To benefit from furloughs, Honeywell limited their use by implementing more diligent performance reviews and avoiding hiring for new positions.
Honeywell CEO David Cote believed that most of his managers still overestimated the savings from layoffs and underestimated how disruptive layoffs would be, given that the average employee received 6 months’ worth of severance pay. This meant that Honeywell would not start saving money until 6 months after the firm laid off an employee. However, the value of the employees’ contributions was intangible since the firm might be losing its most skilled employees. The results of keeping the valuable employees were that Honeywell bounced back quicker than its competitors did after the recession, and its business increased at a quicker pace.(3)
Question:
Which quantitative or qualitative manpower forecasting method do you believe Honeywell used to decide to move forward with furloughs rather than layoffs? Explain.

Option #1: Organizational Strategy
Performance standards are based on a job and not on an individual. These standards must be objective, measurable, realistic, and clear. When creating and analyzing job descriptions, we must take into consideration the KSAs, the mission, and the strategic goals of the organization—as well as the mission and strategic goals of the unit where the job will be performed.
Complete the following:
Select an industry with which you are familiar, and create a mission and a minimum of four strategic goals for that organization in their particular industry. Write a job description using the KSAs for the job, the organization, and unit’s mission and strategic goals.
Design and rate the performance standards to be used for that job description. Remember they must be objective, measurable, realistic, and clear.
Your paper should be 4 pages in length . Include at least three scholarly references (do not include blogs, Wikis, or anonymous sources, for example). The CSU-Global Library is a good place to find these references.

Business Report: 5 pages. Arial, 12 pt font, single space except between paragraphs. I have attached all the materials you will need for this project. Please be sure to review the assignment carefully.
Executive Summary – It reveals the company’s mission statement, along with a short description of the products Biotech will provide at the launch of the new division. It is also necessary to briefly explain why Biotech is starting the new division and include details about Biotech’s experience related to the industry the company is entering.
HR Plan – Please see attached week 7 eresource. Must use course material and project 2 for HR plan. And below I have included the information for the textbook citation. The citation should include the chapter title and page number.
Textbook Citation
Author: Boundless
Chapter: Please use attached ebook resource
Book Title: Boundless Management
Year: 2016
Publisher: Lumen Learning
Pages: Please use attached ebook resource page numbers
attachmentKClarke-BMGT364Project1and2.docxattachmentProject3_Phase3_OrganizingHumanCapitalBusinessStrategy-BMGT3646387ManagementandOrganizationTheory2192-UMUCLearningManagementSystem.pdfattachmentBMGT364CompanyProfile2019.pdfattachmentBMGT364Project3withGradingRubric.pdfattachmentWeek7eBookResource.pdfattachmentBMGT364Exercise1-3.pdf