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HRM567
Preview:
HRM567
:
Workforce
Planning:
Recruitment
Retention
Course Guide
Prerequisites
Course Description
Instructional Materials
2021
Strategic
Education,
Inc.
,
Version
2
HRM500
This
course
prepares
learners
to
achieve
organizational
goals
through
the
evaluation
and
development
of
the
organizational
workforce.
Topics
covered
in
this
course
include
recruitment
strategies,
workforce
planning
and
assessment,
staffing
needs
and
processes,
career
development,
succession
planning,
and
supporting
a
diverse
workforce.
This
course
will
enable
learners
to
bridge
the
gap
between
attracting
and
retaining
talent
and
implementing
resources
to
organizational
goals.
Required Resources
Carrie
Picardi.
2019.
Recruitment
and
Selection:
Strategies
for
Workforce
Planning
&
Assessment.
HRM567
Blackboard
Course.
Harold
Goldstein.
2017.
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
HRM567
Blackboard
Course.
Available through the Strayer Bookstore
XanEdu
Case
Pack
HRM567
:
Workforce
Planning:
Recruitment
and
Retention
.
Note:
Students
can
access
the
Case
from
within
the
XanEdu
tab
in
Blackboard.
Sharon
Florentine.
January
22,
2018.
6
Effective
Strategies
for
Improving
Employee
Retention
.
http://libdatab.strayer.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&
AN=127515518&site=eds-live&scope=site
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
2021
Strategic
Education,
Inc.
,
Version
2
Course Learning Outcomes
Weekly Course Schedule
Week
1
-
To
Do
List
Learn:
Chapter
1
in
Recruitment
and
Selection
.
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
U.S.
Department
of
Labor.
No
date.
State
Labor
.
https://www.dol.gov/agencies/whd/state
U.S.
Department
of
Labor.
No
date.
Summary
of
the
Major
Laws
of
the
Department
of
Labor
.
https://www.dol.gov/general/aboutdol/majorlaws
University.
No
Professional
Development
Plan
.
https://hr.duke.edu/manager s
/performance-management/professional-development-plan
Society
for
Human
Resource
Management.
No
date.
Employee
Career
Development
Plan
.
https://www.shrm.org/resour cesan dtools/to ols-an d-sam ples/hr -for ms/pag es/cms_ 011324.a spx
P&G
Human
Resources.
2021.
Human
Resources:
Champion
Our
People
Around
the
Globe
.
https://www.pgcareers.com/hu man- reso urces.
Washington
State
University.
No
Recruitment
Planning
Template
.
https://hrs.wsu.edu/wp-
content/uploads/2017/06/Recruiting-Toolkit.pdf
!
Analyze
the
applicable
state,
and
federal
laws
that
govern
recruitment
and
retention
practices.
1
Create
the
framework
and
rationale
for
an
organizational
career
development
plan
that
addresses
employee
career
advancement.
2
Develop
a
recruitment
and
retention
plan
that
will
help
achieve
organizational
goals
while
supporting
workforce
diversity.
3
2021
Strategic
Education,
Inc.
,
Version
2
Week
1
-
To
Do
List
Learn:
Chapter
1
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Introduce
yourself
and
complete
the
discussion,
The
Role
of
HR
in
Organizational
Recruitment
and
Retention.
Week
2
-
To
Do
List
Learn:
Chapter
6
in
Recruitment
and
Selection.
Learn:
Chapter
21
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Complete
the
discussion,
Real-World
Factors
Affecting
Recruitment
and
Retention.
Prepare:
the
instructions
to
prepare
for
your
assignment
due
in
Week
3.
Week
3
-
To
Do
List
Learn:
Chapter
2
in
Recruitment
and
Selection.
Learn:
Chapter
6
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Complete
the
discussion,
Adverse
Impact
Causes
and
Remedies.
Assignment:
Submit
the
assignment,
Recruitment
and
Retention
Management
Week
4
-
To
Do
List
Learn:
Chapter
3
in
Recruitment
and
Selection.
Learn:
Chapter
2
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Learn:
View
the
multimedia
content.
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
2021
Strategic
Education,
Inc.
,
Version
2
Week
4
-
To
Do
List
Discuss:
Complete
the
discussion,
Job
Analysis:
Essential
to
Recruitment
and
Beyond.
Prepare:
the
instructions
to
prepare
for
your
activity
due
in
Week
5.
Week
5
-
To
Do
List
Learn:
Chapters
4,
5,
and
10
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Learn:
Learn:
Review
this
week's
selected
assignment
resource.
Learn:
View
the
multimedia
content.
Discuss:
Complete
the
discussion,
Why
Candidate
Reactions
and
Perceptions
Matter.
Activity:
Complete
the
activity,
Career
Development
Planning.
Prepare:
the
instructions
to
prepare
for
your
assignment
due
in
Week
6.
Week
6
-
To
Do
List
Learn:
Chapters
22
and
23
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Complete
the
discussion,
Climate,
Culture,
and
Employee
Retention.
Assignment:
Submit
the
assignment,
Developing
and
Retaining
Employees.
Week
7
-
To
Do
List
Learn:
Chapter
3
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Complete
the
discussion,
Global
Talent
Management
in
Today's
Workplace.
Week
8
-
To
Do
List
Learn:
Chapters
18
and
19
in
The
Wiley
Blackwell
Handbook
of
the
Psychology
of
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
2021
Strategic
Education,
Inc.
,
Version
2
Week
8
-
To
Do
List
Recruitment,
Selection
and
Employee
Retention.
Discuss:
Complete
the
discussion,
Global
Realities
of
Recruitment
and
Retention.
Prepare:
the
instructions
to
prepare
for
your
activity
due
in
Week
9.
Week
9
-
To
Do
List
Learn:
Review
this
week's
selected
assignment
resources.
Discuss:
Complete
the
discussion,
Understanding
Functional
Elements
of
Recruiting
and
Retention
Plans.
Activity:
Complete
the
activity,
Recruitment
and
Retention
Plan
Outlines.
Prepare:
the
instructions
to
prepare
for
your
assignment
due
in
Week
10.
Week
10
-
To
Do
List
Learn:
Review
this
week's
selected
assignment
resources.
Discuss:
Complete
the
discussion,
Ensuring
Workplace
Diversity.
Assignment:
Submit
the
assignment,
Recruitment
and
Retention
Week
11
-
To
Do
List
Discuss:
Complete
the
discussion,
Reflection
and
Looking
Ahead.
Grading Scale
Participation
Points
%
of
Grade
Discussion
Participation
275
27.5%
Assignment
Points
%
of
Grade
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
2021
Strategic
Education,
Inc.
,
Version
2
Assignment
Total
Points
%
of
Grade
Week
3
Assignment
-
Recruitment
and
Retention
Management
Brief
125
12.5%
Week
5
Activity
-
Career
Development
Planning
100
10%
Week
6
Assignment
-
Developing
and
Retaining
Employees
175
17.5%
Week
9
Activity
-
Recruitment
and
Retention
Plan
Outlines
100
10%
Week
10
Assignment
-
Recruitment
and
Retention
Plan
225
22.5%
Totals
1000
100%
Final Course Grade
Points
Percentage
Grade
900
-
1000
90%
-
100%
A
800
-
899
80%
-
89%
B
700
-
799
70%
-
79%
C
0
-
699
69%
and
below
F
Unique Course Features
Grading
Scale
Notation
Please
consult
the
University
Catalog
and
your
academic
advisor
to
determine
the
final
grade
needed
in
this
class
to
satisfy
your
specific
degree
conferral
requirements.
Academic
Integrity
Please
be
sure
to
review
the
entire
Academic
Integrity
Policy
in
the
Student
Handbook
before
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
2021
Strategic
Education,
Inc.
,
Version
2
submitting
anything
in
this
course.
In
order
to
enforce
its
Academic
Integrity
Policy,
the
University
reserves
the
right
to
review
any
work
(draft
or
otherwise)
or
exam
submitted
by
a
student
during
his
or
her
entire
academic
career
at
Strayer.
Assignments
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Week
3
Assignment
-
Recruitment
and
Retention
Management
Summary
the
linked
activity
title
to
access
this
assignment.
Text
Overview
Recruitment
and
retention
laws
can
vary
between
levels
of
government.
For
example,
some
localities
require
higher
minimum
wages
than
the
federal
standard
because
of
local
livable
wage
ordinances
(local
laws).
In
this
assignment,
you’ll
identify,
research,
and
discuss
general
federal
and
local
laws
affecting
recruitment
and
retention.
Scenario
Imagine
yourself
as
the
human
resources
manager
for
a
local
and
well-established
construction
company.
Management
executives
have
asked
you
to
redesign
the
company’s
recruiting
and
retention
practices.
Your
focus
will
be
on
updating
or
creating
new
policies
compliant
with
local,
state,
and
federal
laws
governing
recruiting
and
retention.
Your
first
task
is
to
write
a
management
brief
that
describes
the
scope
of
existing
local,
state,
and
federal
laws
the
company
must
comply
with,
including
any
legal
requirements
specific
to
the
construction
field.
Instructions
Write
a
4–5
management
brief
in
which
you:
Analyze
state,
and
federal
recruiting
and
retention
laws
and
practices
the
company
must
comply
with.
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Include
at
least
two
researched
examples
of
local
laws
in
your
area
that
may
impose
additional
legal
requirements
on
recruitment
and
retention.
These
laws
are
in
addition
to
state
and
federal
legislation.
Explain
what
compensation,
benefits,
and
incentives
the
company
may
offer
candidates,
citing
applicable
state,
and
federal
law.
Explain
what
information
the
company
may
and
may
not
solicit
from
candidates
during
the
recruitment
process,
citing
applicable
local,
state,
and
federal
law.
Explain
the
legal
requirements
governing
employee
retention
policies,
citing
applicable
state,
and
federal
law.
For
example,
equity
in
determining
promotions
and
salary.
Use
sources
to
support
your
writing.
Choose
sources
that
are
credible,
relevant,
and
appropriate.
Cite
each
source
listed
on
your
source
at
least
one
time
within
your
assignment.
For
help
with
research,
writing,
and
citation,
access
the
library
or
review
library
guides
.
Resources
Youre
encouraged
to
refer
to
the
following
resources
as
you
prepare
your
management
the
Recruitment
and
Selection
textbook:
Chapter
2,
“Legal
Compliance
and
Ethical
Considerations.”
U.
S.
Department
of
Labor
websites:
State
Labor
.
Summary
of
the
Major
Laws
of
the
Department
of
Labor
.
This
course
requires
the
use
of
Strayer
Writing
Standards.
For
assistance
and
information,
please
refer
to
the
Strayer
Writing
Standards
link
in
the
left-hand
menu
of
your
course.
Check
with
your
professor
for
any
additional
instructions.
The
specific
course
learning
outcome
associated
with
this
assignment
is:
Analyze
the
applicable
local,
state,
and
federal
laws
that
govern
recruitment
and
retention
practices.
Scoring
Guide
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Analyze local, state, and federal recruitment and retention laws and practices a company must comply
with. 15 %
Unacceptable (Below
70%)
Did
not
analyze
state
and
federal
recruitment
and
retention
laws
and
practices
a
company
must
comply
with.
Needs Improvement
(70-79%)
Analyzed
state
and
federal
recruitment
and
retention
laws
and
practices
a
company
must
comply
with
but
overlooked
local
Competent (80-89%)
Analyzed
state,
and
federal
recruitment
and
retention
laws
and
practices
a
company
must
comply
with
but
their
scope
or
applicability
is
unclear.
Exemplary (90-100%)
Analyzed
state,
and
federal
recruitment
and
retention
laws
and
practices
a
company
must
comply
with.
Include at least two researched examples of local laws in your area that may impose additional legal
requirements on recruitment and retention. 15 %
Unacceptable (Below
70%)
Did
not
submit
examples
or
any
research
of
local
laws
in
your
area
that
may
impose
additional
legal
requirement
on
recruitment
and
retention.
Needs Improvement
(70-79%)
Included
an
example
of
a
local
law
in
your
area
that
may
impose
additional
legal
requirements
on
recruitment
and
retention,
but
with
no
accompanying
research.
Competent (80-89%)
Included
at
least
two
examples
of
local
laws
in
your
but
did
not
provide
researched
explanation
of
how
these
laws
impose
additional
legal
requirements
on
recruitment
and
retention.
Exemplary (90-100%)
Included
at
least
two
researched
examples
of
local
laws
in
your
area
that
may
impose
additional
legal
requirement
on
recruitments
and
retention.
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Explain what compensation, benefits, and incentives a company may oer candidates, citing
applicable local, state, and federal law. 15 %
Unacceptable (Below
70%)
Did
not
describe
compensation,
benefits,
and
incentives
a
company
may
offer
candidates.
Needs Improvement
(70-79%)
Described
compensation,
benefits,
and
incentives
a
company
may
offer
candidates
but
excluded
offerings
that
must
be
addressed
in
the
company’s
recruitment
policies,
or
described
offerings
not
regulated
by
applicable
state,
and
federal
law.
Competent (80-89%)
Explained
what
compensation,
benefits,
and
incentives
a
company
may
offer
candidates,
without
reference
to
state,
and
federal
law.
Exemplary (90-100%)
Explained
what
compensation,
benefits,
and
incentives
a
company
may
offer
candidates,
citing
applicable
state,
and
federal
law.
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Explain what information a company may and may not solicit from candidates during the recruitment
process, citing applicable local, state, and federal law local, state, and federal law. 15 %
Unacceptable (Below
70%)
Did
not
list
information
a
company
may
and
may
not
solicit
from
candidates
during
the
recruitment
process.
Needs Improvement
(70-79%)
Listed
information
a
company
may
and
may
not
solicit
from
candidates
during
the
recruitment
process
but
excluded
information
that
must
be
addressed
in
the
company’s
recruitment
policies
or
information
not
regulated
by
applicable
state,
and
federal
law.
Competent (80-89%)
Explained
what
information
a
company
may
and
may
not
solicit
from
candidates
during
the
recruitment
process,
without
citing
applicable
state,
and
federal
law.
Exemplary (90-100%)
Explained
what
information
a
company
may
and
may
not
solicit
from
candidates
during
the
recruitment
process,
citing
applicable
state,
and
federal
law.
Explain the legal requirements governing employee retention policies, citing applicable local, state,
and federal law. 15 %
Unacceptable (Below
70%)
Did
not
explain
the
legal
requirements
governing
employee
retention
policies.
Needs Improvement
(70-79%)
Explained
the
legal
requirements
governing
employee
retention
policies
but
excluded
requirements
that
must
be
addressed
in
a
company’s
retention
policies.
Competent (80-89%)
Explained
the
legal
requirements
governing
employee
retention
policies,
without
citing
applicable
state,
and
federal
law.
Exemplary (90-100%)
Explained
the
legal
requirements
governing
employee
retention
policies,
citing
applicable
state,
and
federal
law.
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Use sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite
each source listed on your source page at least one time within your assignment. 15 %
Unacceptable (Below
70%)
Did
not
cite
any
sources.
Needs Improvement
(70-79%)
Did
not
cite
the
required
number
of
sources
and
one
or
sources
not
credible,
relevant
or
appropriate.
Competent (80-89%)
the
required
number
of
sources,
but
one
source
was
not
credible,
relevant
or
appropriate.
Exemplary (90-100%)
Chose
sources
that
are
credible,
relevant,
and
appropriate.
Cited
each
source
list
on
the
source
at
least
one
time
within
the
assignment.
Clarity, writing mechanics, and SWS formatting requirements. 10 %
Unacceptable (Below
70%)
than
6
errors
present.
Needs Improvement
(70-79%)
5–6
errors
present.
Competent (80-89%)
3–4
errors
present.
Exemplary (90-100%)
0–2
errors
present.
Week
5
Activity
-
Career
Development
Planning
Summary
the
linked
activity
title
to
access
this
activity.
Text
Overview
In
Week
6,
you
will
complete
an
assignment
focused
on
career
development
planning.
This
week,
you
will
begin
working
with
the
XanEdu
resources
provided
in
the
left-hand
menu.
For
assistance
and
additional
context
for
this
activity,
view
the
SHRM's
Career
Development
Template
.
Instructions
For
this
activity,
you
will
provide
an
HR
analysis
of
a
sample
employee
development
The
goal
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
of
this
activity
is
to
help
you
better
understand
the
employee
development
process.
Select
one
of
the
sample
employee
development
forms
provided
in
the
links
below.
Then,
write
a
1–2
page
paper
in
which
you
address
the
following:
Provide
an
HR
analysis
of
the
employee
development
form
you
selected.
Support
your
analysis
with
course
resources.
Note:
Two
such
supporting
resources
on
career
planning
are
provided
below.
Determine
if
the
sample
employee
will
assistance,
mentorship,
training,
new
responsibilities,
or
educational
attainment.
Provide
insight
on
how
the
sample
employee
might
assist
in
succession
planning
for
their
former
position
as
they
advance.
Sample
Employee
Development
Form,
Option
1
.
Sample
Employee
Development
Form,
Option
2
.
You
may
also
wish
to
reference
the
following
additional
resources:
Developing
Employee
Career
Paths
and
Ladders,
which
is
located
in
the
XanEdu
tab
in
the
left-hand
menu
of
your
course.
Duke
University:
Professional
Development
Plan
.
Scoring
Guide
Provide an HR analysis of the employee development form you selected. Support your analysis with
course resources. 40 %
Unacceptable (Below
70%)
Did
not
submit
an
HR
analysis
supported
by
course
resources.
Needs Improvement
(70-79%)
Provided
an
HR
analysis
on
your
input
but
no
supporting
resources
are
used.
Competent (80-89%)
Provided
an
HR
analysis
on
your
input
that
is
partially
supported
by
course
resources.
Exemplary (90-100%)
Provided
an
HR
analysis
that
is
supported
by
course
resources.
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not
be
copied,
further
distributed,
or
otherwise
disclosed
in
whole
or
in
part,
without
the
expressed
written
permission
of
Strayer
University.
Determine if the employee will need assistance, mentorship, training, new responsibilities, or
educational attainment. 30 %
Unacceptable (Below
70%)
Did
not
submit
a
determination
if
the
employee
will
need
assistance,
mentorship,
training,
new
responsibilities,
or
educational
attainment.
Needs Improvement
(70-79%)
Did
not
determine
if
the
employee
will
need
assistance,
mentorship,
training,
new
responsibilities,
or
educational
attainment.
Competent (80-89%)
Determined
if
the
employee
will
need
assistance,
but
did
not
connect
the
needs
to
mentorship,
training,
new
responsibilities,
or
educational
attainment.
Exemplary (90-100%)
Determined
if
the
employee
will
need
assistance,
mentorship,
training,
new
responsibilities,
or
educational
attainment.
Provide insight on how the employee might assist in succession planning for their former position as
they advance."" 30 %
Unacceptable (Below
70%)
Did
not
submit
insight
on
how
the
employee
might
assist
in
succession
planning
for
their
former
position
as
they
advance.
Needs Improvement
(70-79%)
Did
not
provide
insight
on
how
the
employee
might
assist
in
succession
planning
for
their
former
position
as
they
advance.
Competent (80-89%)
Identified
succession
planning
needs,
but
did
not
provide
insight
on
how
the
employee
might
assist
in
succession
planning
for
their
former
position
as
they
advance.
Exemplary (90-100%)
Provided
insight
on
how
the
employee
might
assist
in
succession
planning
for
their
former
position
as
they
advance.
Week
6
Assignment
-
Developing
and
Retaining
Employees
Summary
the
linked
activity
title
to
access
this
assignment.
Text
Overview
2021
Strategic
Education,
Inc.
,
Version
2
2020
Strayer
University.
All
Reserved.
This
document
contains
Strayer
University
Confidential
and
Proprietary
information
and
may
not