1. As one of the top HR people at your organization, you are being asked to lead a Reduction In Force (RIF) project which will eliminate 25% of the workforce across multiple company US locations. Describe the steps and project plan indepth including some of the project challenges and how you might overcome them. 2. You are negotiating an offer with a mid-career Systems Engineering candidate that your organization really wants, but your start up organization can't afford to pay what hefshe is currently earning. The market salary for the role is typically between $50 $80K and the candidate is currently worlcing for a much larger organization at $85K. The position has been open for over 3 months and the business manager has turned down candidate after candidate and only agrees to meet with candidates who are overqualified. Describe your strategy and preparation for the conversation with the candidate as well as the business manager. You had originally had some reservations about presenting this candidate and now the business line is counting on you to close the deal. 3. As you consider High Performance Work Systems {HPWS}, how does aligning people, technology, and organizational design create optimal business results? Be specific in discussing expected outcomes and results when creating a High Performing Organization [HP-O}. 4. There is a need for businesses to transfer knowledge from the babyboomers who are retiring over the next decade or so to the millennials, who bring different talents and expectations. Describe how an organization can build a collaborative, knowledge sharing environment that supports both groups of employees. 5. You are a senior director of HR who is directly in charge of issues related to diversity and inclusion within a mediumsized U.S.based organization. It has come to your attention that there may be some problems surrounding diversity within one of the two major locations, its Philadelphia and Phoenix offices, that the organization operates from. Via an online survey distributed to employees working in both locations, the HR department has gathered ratings of ernployees' perceptions of each location's climate for diversity, defined as the extent to which an organization advocates fair human resource policies and socially integrates underrepresented employees. There are five questions that comprise the diversity climate measure, each of which was rated on a 1 to 7 scale. There were 75 employees who participated from the Philadelphia location and 72 from the Phoenix location. a. How would you go about analyzing the data to determine whether one location or another seemed to have issues surrounding diversity that might require further investigation and possible intervention? b. If there were three locations, how would this change your strategic approach to analyzing the data? 6. You have recently collected data for your company's annual employee engagement survey. There are several variables that you are interested in with respect to their relationships to employee engagement: perceived senior leadership effectiveness, satisfaction with recognition, satisfaction with the organization's mission, and perceived professional growth opportunities. These variables, along wid'r the employee engagement questions, have been rated by a sample of employees from the organization on a 1 (\"Strongly Disagree\") to 5 [" Strongly Agree") scale. How would you go about analyzing the data to determine die relative importance of each of the four variables in predicting employee engagement and why