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QUESTION

 Create a 700- to 1,050-word development plan that includes the following: Assess the legalities of training.Determine whether the plan could offend any of the protected classes.Evaluate whether you

Create a 700- to 1,050-word development plan that includes the following:

  • Assess the legalities of training.
  • Determine whether the plan could offend any of the protected classes.
  • Evaluate whether you will use the plan as the sole weighting for promoting and determining the eligibility of employees for the opportunity to move forward at work.
  • Conduct a cultural assessment of your terminology.
  • Consider the various aspects of EEOC.
  • Cite any sources according to APA formatting guidelines.

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******************** Development planName ** ******************* of **************************************** ** **************** ** an important ****** **** *** organization often consider ** ******* performance and ********** ******** may ********* literacy ********* as **** ** *********** skills Safety ******** *** ****** ******** *** be ********* ** *** organization ** ******* ******** fines and **** audits **** ***** new employees are ******* to **** *** ********** *** ******* *** ***** ********** **** Federal *** state **** ***** ******* ********* ** ** ******* on ************** issues health ****** ** **** ** ****** harassment ******** **** an employee ** trained ** *** ****** protection **** it ** easy ** ****** *** ********* ** ************** *** ***** ** ****** ********** ********* in which *** organization *** * union ***** *** *** employees ** ********** the ***** ********* When employees the union ********* ** *** ******* **** ******* **** ***** ** ******** ********* ******* ********* *** *** ********** systems ****** ********** the ************ ********** as part ** the ******** ********* **** is * ****** ********** ***** *** ********* *** **** *** ************ ********* ******** ***** ******* 2016) ************* *** disciplinary *** **** ********** ******* the instances ** *************** ******* ***** ************ *** employees ****** *********** *** **** for ******** ******** * ************ ********* ****** ** **** to **** in ****** *** **** * **************** ********* **** promotes ************ **** ********* *** *** trained ** employment **** the chances ** ****** violation ***** be *********** ******** ****** **** ********* **** **** employee ******** **** employees *** *** less ******* ** *** ***** on productivity ********** *********** productivity ** well as ****** ** ***** linked ** the ******** ** *** ********* Thus **** ********* are ******* ** *** ***** ********** and ******** ******* *** states **** ******* **** **** procedures it becomes **** to translate *** input ** ********** ** *** protected ********** **** *** measures ** protect ******* **** *** ********* *** *********** **** ******* ** protect *** classes *** reduce instances ** ****** ********* ********* classes might **** ** **** performance ** ****** job ********** ** **** ** the ***** ************ ***** *** ******* *** state **** that ****** ** ******* the ******* ******* ** ******** ************* ******** *** **** ** ****** harassment discrimination ** well ** ***** forms of injustices ********** of ********* ** ***** ** ** improves the working ********* ******* ******* **** a disability **** **** ** ******* ** ********** *** instance ***** **** * ******** ********** are ******* to protection Failure ** ******* *** employees can lead ** over-exploitation ************** ** ******** ** ******* ****** shall not be ******* and thus focus ** protection **** **** factor **** (Hughes ***** ***** ***** ********* ***** ***** be *** ********** ** *** different *********** *** **************** the **** will focus ** ***** ******* ** ******* * promotion at the ******* ** the development plan ********* involves ****** *** ***** ****** *** *********** to ***** **** *** *********** **** is *** only *********** ****** qualified *********** *** ** ****** *** of *** promotion ******* *** **** be eligible ***** on *** ********** ** the ********* Performance ******* **** ** ******** ** ******** **** *** **** ******** ** eligible ******* *** ***** ********* *** ********* *** always ****** ** ********** ********** ******** ********** 2018) *********** ** *** employees **** **** ****** ** ********* parametersCultural *********************** *** ******* **** ******** *** ****** *** organizational ********** ** ***** Quantitative **** *** ********** *** critical ** cultural ********** ** **** express the desired *** current culture Designing interventions **** ** *** realization ** cultural change ********* *** ******* ************ can **** ** ********** *** ******* ******* ** **** development **** *** *** ** *** ***** *** *** culture is **** ** the ********** ******* ****** employees *** fit **** *** ******* ***** to *** establishment of the ******* ******* ************* *** candidate's personality ** **** ** ****** and behaviors ***** **** ** the ************ and creativity ******* Assessment ** *** ******* *** ** **** ******* ****** ******** ** the employees ********** ***** It may ******* ********** interviews to ********* *** ******* ******* and **************** ** ******* ***** ** on *** ***** Employment Opportunity ********** The **** ******** *** ******** against employee ************** ***** ** ********** gender as **** as ***** issues ********** ******* forms ** ********** ************** ***** ** *** **** ***** ******** sex ** **** ** *** ******** ****** *** civil rights *** of 1964 ********* ********* against ************** *** training ** **** as promotion ********* ******* the **** ********* *** ********** *** ** 1990 *** ******** ************ *** ******** ********* who *** qualified from ***** ****** promotion ***** as **** as *** ******** on the aspects ** employment ** the ***** **** the age ************** ** ********** *** ***** ** ensuring **** ********* *** ***** ******** ******* discrimination by *** ****** 2016) Thus ********* **** ** ******** *** rights ** employment and **** freely without any form of ************** *** ******************************** * ******** * * & ******* C A (2016) ********** **** obligations *** ******** ******** ********* ** *** **** ****** ************* *** Food Control ** ************** * ****** ********** ******* ****** testing ******** *** ****** ** ********** for ******** ** ********** *** ********* ******* *** ********* ** implementation (pp 275-292) ******** ********* * M * ****** **** v ******** ********** ********* LLCHughes * ***** Brown * * ****** ********* ********** ************** passive-aggressive ******** toward ********* class employees ***** ********* intelligence ******** ** Developing ***** ********* ***** **************** D * ****** ******** ****** promotion ***** ******************

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