| Course | HR499 Bachelor's Capstone in Human Resource Management |
|---|---|
| Unit | Unit 10 |
| Paper type | Executive case presentation |
| Length | About 760 words, 5 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Business Administration (Human Resources) |
| Updated | October 2026 |
Free sample paper for HR499 Unit 10
Answer First, Then Three Reasons: A Unit 10 Executive Case Presentation for a Craft Chain
[Student Name]
Purdue University Global
HR499: Bachelor's Capstone in Human Resource Management
Unit 10 Executive Case Presentation
[Instructor Name]
[Date]
Hobbyline Crafts, its executives and every figure are composite and illustrative, carried from Units 2 to 9; the sources cited are real. Slide text and speaker notes are shown for each slide.
Slide 1: The Recommendation
Slide: Adopt a fourteen-day scheduling standard at all 34 stores and convert 60 part-time positions to 32-hour core roles. Approve $399,188 for year one. Notes: There is one decision on the table this morning. The next three slides give the reasons, then the cost, what it costs the stores, and how we would do it.
Slide 2: The City Ordinance Takes Effect in Seven Months
Slide: Nine stores and 342 employees fall under the city's fair workweek ordinance. Its date cannot move. Notes: Running two scheduling systems, one inside the city line and one outside, is the source of most compliance errors we found. The likely objection is that we could comply at nine stores only; slide nine answers it.
Slide 3: Today's Schedules Produce Our Turnover
Slide: Part-time turnover is 79.6 percent. Schedules are posted three days ahead, and one part-timer in five works a close then an open. Notes: Research on hourly retail workers ties unstable schedules to later turnover (Choper et al., 2022). If someone asks whether seasonal hires inflate the figure, the answer is yes, and without them it is still about 57 percent.
Slide 4: The 29-Hour Cap Collides With the Ordinance
Slide: The ordinance requires offering extra hours to current part-timers before hiring. The cap forbids many of those offers. Notes: At the covered stores the cap would force us to hire new people for hours our own associates want. Counsel has the reconciliation question.
Slide 5: What It Costs
Slide: $399,188 in year one. Benefits for 31 core enrollees are half of it, $200,880. About $352,000 recurs each year. Notes: The software is the line people ask about first; it is $28,682. Turnover savings are likely, but we left them out of the total because nobody can promise them yet.
Slide 6: What This Costs the Stores
Slide: Store directors lose same-week flexibility. Managers spend two more hours a week building schedules. Notes: I am naming this before the plan because it is the price our store leaders pay, and they should hear it from us first. The two hours are protected on every manager's calendar.
The concession slide comes before the roadmap so the people who carry the plan hear its cost before they hear its logistics.
Slide 7: How We Would Do It
Slide: Counsel and contract, configuration and training, a three-store pilot, the other six covered stores a month early, then the other twenty-five stores. Notes: Core positions start with the next benefits stability period, in month ten, so eligibility is clear on day one.
Slide 8: When We Would Stop
Slide: If pilot stores post late or change schedules more than 0.6 times per employee per month, rollout pauses for two weeks. Notes: We set the pause condition before booking the pilot stores, so nobody can say it was invented after a bad week.
Slide 9: The Options We Did Not Choose
Slide: The directors' attendance policy treats the symptom and carries leave-law risk. Compliance at nine stores only is cheaper but runs two systems. Float pools cost as much and fix less. Notes: With cost weighted heavily, nine-store compliance ties our plan. If first-year cost outweighs everything else for this board, that is the honest fallback.
Slide 10: The Decision
Slide: Approve the standard, the 60 core roles and $399,188 for year one. Notes: Repeat the request in the same words as slide one.
Slide 11: The Next Three Dates
Slide: Counsel's answers in month two. Pilot in month four. All nine covered stores live in month six. Notes: I will report to this group after each date.
Reserve Slides
Slide: The duty map from the legal review; the ten-line cost table; the weighted comparison matrix; a note that this case and its figures are coursework composites. Notes: For a five-minute version, show slides one, five and ten only. Stable scheduling has been tested in the field (Kesavan et al., 2022), and the case is laid out answer first, as Minto (2009) recommends for executive audiences. In one sentence: we can meet the ordinance, lower turnover and stop running two systems for about $399,000 in year one.
References
Choper, J., Schneider, D., & Harknett, K. (2022). Uncertain time: Precarious schedules and job turnover in the US service sector. ILR Review, 75(5), 1099-1132. https://doi.org/10.1177/00197939211048484
Kesavan, S., Lambert, S. J., Williams, J. C., & Pendem, P. K. (2022). Doing well by doing good: Improving retail store performance with responsible scheduling practices at the Gap, Inc. Management Science, 68(11), 7818-7836. https://doi.org/10.1287/mnsc.2021.4291
Minto, B. (2009). The pyramid principle: Logic in writing and thinking (3rd ed.). Pearson.
The Purdue Global HR499 Unit 10 instructions
The final capstone unit asks you to present your recommendation to the case organization's senior leaders as a slide deck with speaker notes. Put the recommendation and the decision requested on the first slide, since executives usually know the topic and want the answer. Follow with the main reasons, one per slide, each headline a full sentence a listener could dispute. Price the plan, and include a slide that names what it costs the people who will carry it out, placed before the logistics. Show the implementation path, the condition that would pause it and the options you rejected, each in a line. End by repeating the decision and listing the next dates. Speaker notes should be written to be spoken, about a minute per slide, and should anticipate the strongest objection to each point. Hold the detailed evidence in reserve slides, and mark a short path through the deck in case the meeting is cut.
Inside the HR499 Unit 10 example
Slide one states the standard, the 60 core roles and the $399,188 request, with notes previewing the order. Slides two to four carry one reason each, the ordinance at nine stores and 342 employees, turnover at 79.6 percent with Choper and colleagues cited in the notes, and the collision between the cap and the offer-hours rule. Slide five prices the plan, and a margin note explains naming benefits on the slide. Slide six names what store directors and managers give up, and the highlighted sentence explains its placement. Slides seven and eight give the phases and the stop rule. Slide nine dismisses three options in a line each and admits the tie under cost-heavy weights. Slides ten and eleven repeat the decision and list three dates. Reserve slides hold the duty map, cost table and matrix, with notes citing Kesavan and colleagues and Minto and a five-minute path.
Reading the HR499 Unit 10 grading rubric
Executive presentations in HR499 are scored on structure, persuasion and readiness for questions. Leading with the recommendation and following with reasons that each support it earns more than a chronological tour of the capstone. Headlines should be claims, not topics. Credit goes to pricing the plan plainly and to acknowledging its costs to stakeholders before being asked; a concession slide shows judgment and builds trust. Rejected options should be addressed briefly but fairly, including the conditions under which one would be preferred. Speaker notes are often graded on whether they anticipate objections and can be delivered in the time allowed. Figures must match the earlier units exactly. Reserve slides show depth without crowding the main deck. A short path for a cut meeting demonstrates practical awareness. Sources cited in the notes and a reference list in APA 7 complete the submission.
Common HR499 Unit 10 mistakes, and how to avoid them
Capstone decks lose points when they open with a title slide, an agenda and background, so the recommendation arrives near the end. Others use topic headlines, such as Cost or Timeline, that say nothing a listener could disagree with. A common gap is leaving out what the plan costs the people who must carry it out, which the operations leader in the room will raise anyway. Some presenters treat rejected options as straw men, which invites the question of what they are hiding. Notes written as paragraphs of prose are hard to speak from. Check that every number on the slides matches your cost estimate and roadmap. Mark a five-minute path through the deck. If you have a recorded presentation requirement, time your notes at about a minute per slide. Share the recommendation and the units behind it, and we can draft the slides and the spoken notes with you.
Get an HR499 Unit 10 example written to your instructions
Name the executives in your Unit 10 audience, attach your capstone's recommendation, cost figures and roadmap, along with the rubric and any slide or time limit. Within 24-48h the free first deck arrives with the recommendation on slide one, one reason per headline, a concession slide and speaker notes that answer the likeliest objection to every slide. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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HR499 Unit 10 questions, answered
Is it risky to skip the title slide?
Not for an executive audience, which usually knows the topic before the meeting starts. The first slide is the most attended, so the sample spends it on the recommendation. If your instructions require a title slide, keep it minimal and put the recommendation on slide two, stated in the same full-sentence form.
Why include a slide about what the plan costs the stores?
Because the operations leader in the room is already thinking it, and a presenter who names the cost first is trusted more on everything else. Many capstone rubrics reward trade-offs acknowledged openly. Placing the concession before the roadmap also means the implementation discussion starts from an honest picture of the burden.
How long should speaker notes be?
Long enough to speak from for the time allowed, often about a minute per slide, and written as speech rather than as prose. The sample's notes include the likely objection on each slide and a short answer. If your section grades a recording, the notes double as a script and can be timed in advance.
Where can I find a free HR499 Unit 10 sample paper?
This page carries a full HR499 Unit 10 executive case presentation for a composite craft chain, with eleven slides, speaker notes, reserve slides and margin notes.
Why does slide six come before the roadmap?
It names what store directors and managers give up, same-week flexibility and two more hours of schedule building, so the people who will carry the plan hear its cost from the presenter before they hear how it will be done.