You are an HR analyst for XYZ Corporation, and you have been tasked with the assignment of helping a company through a period of organizational change. Your client, Thoreau Enterprises, recently acquired several other companies in its industry. The organization has gone from being a $1 billion entity to a $15 billion entity as a result of these acquisitions. Though Thoreau Enterprises purchased the others, it was actually the smallest entity of the entire grouping. After meeting with Thoreau Enterprises’ company leadership, your Director, Jacob Wickham, has compiled notes on three main areas that need to be addressed: talent management needs, compensation, and the role of HR to lead change for the new organization. Following is a list of specific concerns that Jacob noted during the initial meeting:There are a number of “legacy” employees whose roles in the new organization have changed drastically as a result of the acquisitions. Many employees are unclear whether their jobs are going to be considered redundant or if they are “safe” in the new organizational structure. Rumors are spreading that everyone’s jobs are up for grabs, employees will have to re-interview to keep their jobs, and the severance packages for anyone laid off may not be as great as people are hoping for. Morale is low in this period of uncertainty.HR leaders are aware of the need to hire to fill certain functions, and it has come to light that job descriptions do not exist for all levels in the organization.In the past, employees were typically hired because they were referred by existing staff. Therefore, contemporary recruiting and hiring methods have not been utilized at Thoreau Enterprises.Compensation strategies need to be aligned across the new organization.With the merger of so many companies, no cohesive corporate culture has been established, and there are major employee morale issues, as stated above. In fact, the leaders of the new Thoreau Enterprises are unsure of what their company culture should be and need guidance for how HR can help them to establish this and lead them through this period of uncertainty and change.Your director, Jacob Wickham, has asked you to put together a presentation on talent management, compensation, and the role of HR in helping to manage organizational change. After speaking with the client, Jacob has compiled a list of items that he wants you to cover in this presentation, which should include a title slide, References slide, and speaker notes for each slide that Jacob can use to present your points to the leaders of Thoreau Enterprises.To prepare for this Assignment:Review this week’s Learning Resources and the scenario for this Assignment.Refer to the Academic Writing Expectations for 2000/3000-Level Courses as you compose your Assignment.By Day 7Submit Part 3 of your presentation, according to the following prompts.Part 3: Addressing Organizational Changes (6–9 slides)Illustrate the role of HR in managing the talent pipeline during organizational change and restructuring. Provide at least three specific examples of HR functions that would apply to this type of situation. (1–2 slides) Describe how HR can address the impacts of organizational change and restructuring on employee morale. In your response, identify at least two tools, methods, and/or strategies that HR can employ, including a brief rationale for each selection. (2–3 slides) Identify at least three examples of legal challenges a company could potentially face during restructuring and explain how HR can help the organization avoid committing violations for each example. (3–4 slides)

Instructions: Create a time series model (with level, linear trend, and seasonal components) for purposes of forecasting daily demand at Penguin for April 9-27, including a margin of uncertainty for each day’s forecast. Note, assume that forecast errors are normally distributed. Calculate: Deseasonalization (Deseas) D-Bar S-Bar Seasonal (Seas) Factor Forecast Absolute Error Slope Intercept Mean Absolute Deviation (MAD) Margin of Uncertainty Upper and Lower Forecasts per day Penguin Images Services is a US-based healthcare service provider, specializing in state-of-the-art medical imaging. The imaging services they offer include MRI, MR Angiography (MRA), CT scan, 3D Imaging, X-ray and Ultrasound. Their business model is based on low cost but responsive service. They attempt to achieve this goal by maintaining a group of radiologists who are paid to evaluate images and to be available during various periods when services are expected. That is, when on duty, each radiologist is paid a minimum amount even when service is not required. Labor costs are minimized by hiring radiologists located in certain high quality but lower cost locations, mainly Indi. The effectiveness of Penguin’s service is affected a great deal by their ability to forecast demand. Penguin does not require that patients make an appointment, because most patients were referred by their physician. These patients necessitated service on short notice.  Penguin’s location in Bainston, Rhode Island, is opened for customers Monday through Friday (0800-1700) and Saturday (0800-1200). At this location, a short-term increase in demand for MRI image evaluation has occurred. This growth was caused by the closing of the other major imaging service provider in Bainston. The increase in demand is expected to continue over the next several weeks. Historical demand (number of images by day) is shown below and included on the accompanying Excel file: