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Hello Class,

My name is ******, but please feel free to address me as ***. I'm about halfway through my progress towards a Masters of Science in Cyber Security from Excelsior University. I have an undergrad from Excelsior University in Technical Management and I am both a Certified Information System Security Professional (CISSP) and a Certified Ethical Hacker (CEH). I'm a Senior Cybersecurity Engineer for GE Aerospace, recently promoted to a Principal Engineer. I've lived a few lives though. My one career field that is likely to have a lot of overlap with a good amount of the class is that of military service. I served for a few decades as a United States Sailor before medically retiring as a United States Navy Chief. I served aboard three nuclear submarines (USS PITTSBURGH, USS NORFOLK, USS WASHINGTON), one tour with the National Security Agency (NSA), and five black ops special forces tours under Joint Special Operations Command (JSOC). I was ultimately retired after beating brain cancer, but a few important bits had to be cut out for me to survive and I lost my hearing and balance nerves on one side and some additional lasting issues. Never the less, I'm quite blessed to be here and happy to be in this class with all of you.

In terms of talent management roles, I've served a few different capacities and have been flexible to the roles I've had to fulfill. I don't think this is uncommon for people leaders. This includes roles mentioned in our module reading such as onboarding, development retention, separation and even attraction of people. I've avoided recruitment outside of direct hires! But if we include direct hiring of personnel, I would include that I've done some of that in a limited scope. Again, I don't feel this is uncommon. Candidly, the longer all of us work and live in this life, the more opportunities a person will be blessed to perform such roles. Of such opportunities, I would say educating, coaching, and mentoring have been my personal favorite. It's rewarding to give back to others and lead people to success.

In terms of Human Resource Information System (HRIS), I've used an internal tooling to GE, the proprietary name of the tool is not likely to lend value to the class. I've used Workday to directly grade, hire, and retain personnel. Some of the tooling lent well to performing the roles mentioned above. But those systems are not all inclusive and we should look at tools such as internal reward tools as an extension of such tools. Seldom are any tool a one size fits all solution! I will say that the advantage of having such tooling is that it's easier to be consistent and fair when you have a tool providing framework towards developing a workforce.

I look forward to reading other people's write ups!