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Millennials (Generation Y) have passed Baby Boomers and are now the largest group within the U.S. population. 

BONUS QUESTION (worth up to 5 points): In “How to Create an Integrated HR and Business Strategy”, Kevin Rutherford mentions the 8 C’s. They include: culture capacity capabilities connection costs compliance  collaboration continuity When implementing major change in the firm (including major shifts in strategy), which of the C’s is the most important, in your opinion, and why?  

According to the article, “Managing Hybrid Teams”, approximately ______________ of workers struggled to connect with their company’s culture during the pandemic. 

_________________ experience work the classic way, where employees go to a specific location dedicated to their job. This arrangement promotes direct interactions, and quick feedback, and builds stronger connections among team members. 

Eight-four percent (84%) of the employees working remotely post-pandemic prefer to have a mix of working from home and at their work location. At the same time, 61% of employees prioritize productivity as the primary objective of being in an office, rather than developing relationships. Why do you believe this to be so? What are your personal experiences, if any, with working remotely? Can you cite any best practices in managing the hybrid workforce?

Building Inclusive Work Environments is the foundation of managing generational diversity successfully. 

According to Kevin Rutherford’s video, “How to Create an Integrated HR and Business Strategy”, the key product of the HR Strategic plan is the annual ________________________. 

When using the SWOT analysis, it is important to know that consider the opportunities and threats that are external to the firm. 

Like Generation Z, ________________ has been immersed in technology from birth. Once in the workforce, these workers will be highly proficient with digital devices, the internet, and AI.

Dr. Robert Koplan and Dr. David Norton were inspired to create the Balanced Scorecard because the traditional financial measurements of the firm were too backward-looking.