DQ: Identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

HRM 635 Topic 4 DQ 1

Grand Canyon University HRM 635 Topic 4 DQ 1-Step-By-Step Guide


This guide will demonstrate how to complete the HRM 635 Topic 4 DQ 1 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.


How to Research and Prepare for HRM 635 Topic 4 DQ 1                                   


Whether one passes or fails an academic assignment such as the Grand Canyon University         HRM 635 Topic 4 DQ 1 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.


After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.


How to Write the Introduction for HRM 635 Topic 4 DQ 1                                   


The introduction for the Grand Canyon University  HRM 635 Topic 4 DQ 1 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.


How to Write the Body for HRM 635 Topic 4 DQ 1                                   


After the introduction, move into the main part of the HRM 635 Topic 4 DQ 1 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.


Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.


How to Write the Conclusion for HRM 635 Topic 4 DQ 1                                   


After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.


How to Format the References List for HRM 635 Topic 4 DQ 1                                   


The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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DQ Identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

Nursing leader’s server as advocates within their organizations. Leaders have requisite knowledge, skills, and understanding and represent the front door into the healthcare service delivery. Nursing leaders need to be comfortable withing their administrative structures to use their powers to advocate for the role of nurses. Advocating in policy discussions to help reduce health care cost and improvement in patients’ outcomes and quality of life through collaborative team-based care. (Stevenson, 2021) Advocating for nursing staff can begins with assessing needs. Do the nurses have the correct tools they need to provide best practice care. Are nurses being treated fairly and are they assuring measures to prevent nursing fatigue and burn out such as appropriate breaks and lunches.


Onboarding is the processes in which new hires are integrated into the organization. It includes activities that allow new employees to complete an initial new-hire orientation process, as well as the opportunity for them to learn about the organization and its structure, culture, vision, mission, and core values (Dessler, G. 2016).

At my organization, there is not a lot of difference between orientation and onboarding, orientation is a part of the onboarding process. Selecting the rightful candidates does not mean they will perform their job effectively if they do not know what and how to do it. New employee orientation and onboarding is very necessary and important in the hiring process.

On the first day of a new employee at my organization is a long day, they get welcomed at the entrance, we make a tour of the building, showing fire exists, break rooms, rest areas, etc., we take them to the training room, and they are seated. They are given their computer logins and passwords are created. A trainer of manager comes and walk them through the action plan of the entire training, organization culture, expectations, and routines. A new hire class training at my organizations lasts for six weeks, and that entire time it is all about getting situated within the organization. At the end of the training, the new hires are brought on the floor and introduced to their actual workstation and the onboarding continues, these complete a series of online courses designed by the organization’s HR department.

This process is effective because it gives the new hires the opportunity to spend more time learning about the organization and properly been trained in the tasks they are to perform.

If I were to recommend a change, I would suggest that the onboarding and training process be rearranged, I think the new hires

DQ Identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning
DQ Identify employee skills gaps based on performance, and have resources available to support training goals, including those associated with succession planning

should spend one week in the training center, and the next week be spent on the floor interacting with experience team members working actual cases and then go back in training to perfect what they have learned and experienced.

It is easy to confuse onboarding with orientation, though orientation is necessary for completing paperwork and other routine tasks, onboarding is a comprehensive process involving management and other employees and can last longer depending on the organization (Understanding Employee Onboarding, 2022)

(Dessler, G. 2016). Human Resource Management, 15/e (15th ed.). Pearson Education.

SHRM. 2022. Understanding Employee Onboarding. <>

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I truly believe that you have pitched in valuable insights towards this discussion. I can highly agree with you on the fact that no matter how talented or the right fit the candidate was to the role, he/she will need proper and detailed orientation to understand the organizational rules and guidelines. Onboarding is important because it acclimates employees to their role, the company’s philosophies, and what the company has to offer. It also engages employees, creating workers that are committed to the company’s success and helps retain new hires by making them feel like a member of the team. But, the issue I find these days are that companies rush the onboarding process as they might be short of personnel and require that candidate to work as soon as possible. The issue with this is that, rushing only creates and unsafe working environment and lack of efficiency.

Thank You

God Bless

Thanks for your thoughts on growth areas and training.  Creating one’s own training in-house instead of outsourcing the training function is often a decision that many companies have to make when trying to develop and grow knowledge among employees. There are advantages and disadvantages to both sides of the equation. Many things need to be taken into account in terms of the size and scope of the training, cost, available resources, etc. Many smaller organizations simply do not have the skill set, time, or money to produce their own training. As a result many of them resort to other methods of training that are less complicated, but can sometimes be just as effective. For example on-the-job training and one-on-one training can be an effective approach for smaller companies needed to address areas needing growth.

What are some of the upsides and downsides to using such an approach?

Organizations are composed of human beings, which are the essential resource. The better the quality of that resource the better off the organization is as a whole. Having Human resource management is the management of this resource. A main focus for training and development programs is equipping and improving employees with specific skills, but these programs have additional far-reaching benefits. Training and development programs help improve employee satisfaction, which increases employee retention and employee engagement. It also helps fill gaps in the organization created by the mass exodus of the baby boomers through the internal development of talent. This makes training and development programs crucial for the short- and long-term health of an organization both in ability and motivation, which leads to increased productivity. Being a small family. owned business still carries the same importance of employee development. Some case even more so. As a small business resources are limited. For our small business company as a HR development is important, therefore it was recognized that each and every employee will attend the Safe Serv Food Handler Training Certificate

As the premier provider of educational resources, materials, and programs to help attract and develop a strong industry workforce, ServSafe has been the restaurant industry’s leading association since 1919 and, together with the National Restaurant Association Education Foundation, goal is to lead America’s restaurant industry into a new era of prosperity, prominence, & participation, enhancing the quality of life for all we serve.  This program is self-paced with the standardized learning modules with a certificate at completions. It also provides for the ability for employees to maintain competency with updates to the industry changes. Utilizing the SafeServ program allows for increased productivity through the development of employee skills, employee engagement and resulting in employee retention. This training program is essential to employee development but vital to the short term  and long term growth of the small business.

Ramona, I have to agree with you. Furthermore, I think the motivation to learn is necessary for learning in my current organization. There needs to be task motivation so that the employees are interested in the actual learning and see the purpose. If employees cannot have the motivation to learn and know its purpose, it becomes difficult to engage them. Khorasani and Manesh (2017) identified employees’ mastery as a critical aspect required to create a learning organization. There is a strong relationship between employee mastery and task motivation (Khorasani & Manesh, 2017). Therefore, employees in the organization should be motivated to learn. Great post!