My Academic Experience
Strategic Talent Management
January 2026 - May 2026
Professor Shawnee Chapman
Course Overview
MGT 4370: Strategic Talent Management explored the strategic impact of talent or employee capability on organizational performance, sustainability, and long-term success. The course examined how organizations attract, develop, engage, and retain talent while aligning workforce strategy with broader business objectives, such as leadership development, talent analytics, organizational culture, succession planning, ethical decision-making, and contemporary workforce challenges.
Through team-based projects, consultative case analysis, simulations, and strategic discussions, the course emphasized real-world applications of effective and ineffective talent management practices. A major focus throughout the semester involved reflecting on personal leadership philosophy and exploring the kind of talent leader I hope to become professionally.
Reflections & Takeaways
Collectively, these projects strengthened my understanding of how human resources operates as a strategic organizational function that directly influences employee experience, organizational culture, leadership development, and long-term business performance. Through strategic case analysis, ethical reasoning, executive communication, and workforce planning projects, I developed stronger skills in organizational analysis, professional writing, collaboration, and critical thinking.
This course also challenged me to reflect more intentionally on leadership, workplace strategy, and the kind of HR professional I hope to become as I continue into graduate school and future organizational leadership roles.
Featured Projects & Analysis
Aflac Total Rewards Strategy Analysis
This case analysis evaluated how Aflac strategically uses total rewards systems to strengthen employee retention, engagement, and workforce sustainability within a competitive labor market. The project examined both traditional and non-traditional rewards systems while developing recommendations related to HR technology, employee experience, and inclusive leadership strategy.
Windsor-Essex Physician Shortage Case Analysis
This project analyzed physician shortages in the Windsor-Essex region and explored long-term workforce recruitment strategies within healthcare environments. The analysis focused on recruitment modernization, talent pipeline development, physician retention, and international credential support initiatives to address ongoing labor shortages and workforce sustainability concerns.
Ethical Reasoning in Talent Calibration
This paper explored ethical concerns related to forced ranking systems, bias in performance evaluation, and fairness within organizational decision-making. Through ethical analysis and HR-focused evaluation, the paper examined how organizational systems influence employee trust, workplace equity, and leadership responsibility.
Talent Philosophy Paper
This paper examined how talent develops through deliberate practice, organizational support, and continuous learning rather than solely through innate ability. Drawing from Geoff Colvin’s Talent Is Overrated and contemporary talent management research, the project explored how organizations can strategically develop.