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Report: Code Org & P Copy 3
Code Org & P Copy 3

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Code Org & P Copy 3

Organizations and People
Table of Contents
Introduction 3
Organization Overview 3
McKinsey's 7S model as a structure 3
HRM Strategy 3
Organizational Structure 4
Management & Leadership Style 5
Employee Skills, Training & Development 5
ICT and other Systems 6
Employee reward, relations 8
Culture or Shared Values 8
Strengths and weaknesses 9
Strengths 9
Weaknesses 10
Critical reflection 10
Conclusion 10
References 12
Introduction
Recruitment, rewards, and employee motivation are just a few of the
workplace-related problems that human resource management handles. It is a
system that deals with recurring problems inside a business. Her HRM has the

potential to impact an organization's work culture. Hiring the right people for
the proper tasks and safeguarding the business from potential issues are the
two main objectives of human resources management (HRM), which is to keep
an organization operating smoothly (Bush, 2020). The roles that make up
human resource management (HRM) can be classified as managerial or
1
operational. All HRM functions must be carried out correctly in order to boost
sales.
Organization Overview
Xiaomi Corporation, also referred to as Xiaomi and registered as Xiaomi Inc., is
a Chinese producer and designer of consumer electronics, consumer hardware,
and related software. The business is the world's second-largest producer of
smartphones, behind Samsung, and the majority of them are powered by the
Android operating system and the MIUI user interface. The company is the
youngest on the Fortune Global 500 list, coming in at 338th place. In 2010, the
2
now millionaire Lei Jun, along with six top workers, started Xiaomi in Beijing.
Ray used his Kingsoft, which he sold to Amazon in 2004 for a $75 million profit,
to start Joyo.com. After releasing its debut smartphone in August 2011, Xiaomi
went on to become the market leader in China for smartphone sales in 2014. At
3
first, the business solely offered its goods for sale online. But afterwards, a real
store opened. The business produced a broad variety of consumer electronics
goods by 2015. The company sold 146.3 million smartphones in 2020, and more
than 500 million people used its mobile user interface (MIUI) each month. With
a market share of about 12%, Counterpoint projects Xiaomi to be the third-
largest global seller of smartphones in 2023. Some refer to Xiaomi as the
"Apple of China" because of its existence.
McKinsey's 7S model as a structure
HRM Strategy

Human resource management enhances businesses through hiring, staffing,

productivity, planning, task assessment, and other areas. Finding a company's
most valuable assets, connecting them with opportunities, and communicating
a strategic advantage are all part of strategic HRM. Strategic HRM has been
shown in recent studies to enhance organizational performance (Garcia-
Carbonell et al., 2014). HRM is growing more strategic due to factors including
globalization, recruiting and career changes, and current technologies.
Hard and Soft HRM
At Hard HRM, our priorities are openness, reduced pay, and fostering a positive
workplace atmosphere. It additionally gives conventional leadership a sense of
importance. Conversely, soft HRM concentrates on motivating employees,
rewarding them for their efforts, and providing other means of improving
performance. This is a result of Soft HRM's belief that human resources are an
important asset. Xiaomi utilizes soft HRM and values its workforce highly
(Druker et al., 2020). The PSP concept and feedback system from Xiaomi
4
demonstrate the company's deep concern for both staff satisfaction and brand
image. By putting its employees' trust and motivation to grow into better
performers, Xiaomi gains the trust of its clients; thus, when its clients are
happy, so are its employees. It is evident from the foregoing analysis of Xiaomi's
HR policies and initiatives that the company values giving its workers the
5
freedom to make decisions and the best possible work environment. In order to
guarantee employee happiness, Xiaomi places a high value on its staff
members and their dedication.
6
Work-force planning
The process of assessing, projecting, organizing, and managing the supply and
7
demand of labor in order to guarantee that a business has the necessary
personnel on hand at the appropriate moment to fulfill its objectives and

strategic goals is known as workforce planning. the process of locating

personnel and putting in place focused talent retention policies. Additionally,
workforce planning guarantees that companies have the right people in the
right roles at the right times to carry out their mission and strategic aims
(Bulger, 2020). When implemented properly, employee training aids businesses
in understanding their operations, motivations, and ways that their staff
8
members can use their newfound knowledge to their everyday tasks.
Additionally, when the position becomes a workforce, it's a good idea to acquire
a feel for the candidate till it's evident who to recruit, what skills and traits to
search for, and whether they're the greatest fit. It will undoubtedly be crucial to
preparation.
Organizational Structure
The matrix structure serves as the foundation for Xiaomi Technology's
organizational structure. This indicates that there are several tiers of
management, with distinct responsibilities at each tier. Lower management is
in charge of certain tasks or projects, whereas upper management is in charge
of the overarching strategy and direction (Puranam and Maciejovsky, 2020). A
clear line of command and a high degree of flexibility and adaptability are made
possible by this arrangement. One can categorize Xiaomi's organizational
structure as a matrix. Specifically, Xiaomi has a decentralized organizational
structure, meaning that various business divisions are run separately. With
operations in 70 countries and over 18,000 workers, the company is large, but
in comparison to other businesses of a comparable size, the management
quality is poor.
Management & Leadership Style
The management and leadership approach of Xiaomi Technology is centered on
9
creativity and innovation.Lei Jun, the company's founder and CEO, is well-

known for his "hustler" mentality and dedication to fostering an innovative

culture within the organization (Busch, 2020). Xiaomi is now among the most
well-known and prosperous smartphone manufacturers worldwide as a result
of this. Being one of China's top smartphone businesses, Xiaomi was able to
create a distinctive and profitable business strategy under Jun's direction. The
founder, chairman, and CEO of Xiaomi Technology, a Beijing-based private
Chinese electronics business, is Lei Jun. He invests as both an angel and
10
venture capitalist. Lei Jun was referred to as a "knocker" who succeeded by
11
perseverance and hard effort. He is a manager that is very active in the day-to-
day operations of Xiaomi. He is highly passionate about his work and has a
clear vision for the organization (Kim et al., 2019). Lei Jun is a rigorous manager
who demands that his staff members put in a lot of effort and be committed to
their work. His "no excuses" approach is well-known, and he chastises staff
members for even the tiniest errors. He does, however, have a reputation for
being a highly supportive team player and for giving him another chance when
the team demonstrates sincere regret for their errors.
Employee Skills, Training & Development
Systematic training
12
A number of industry organizations' specialists work together with trainers to
create the SAT. Supervisors, administrators, and organizational specialists are
all crucial in putting an organized approach into practice in the classroom.
Trained and seasoned instructors teach the SAT approach and process.
13
Just in time training
When it comes to pupils with restricted computer time, this tactic can be
helpful. This teaching strategy will help field scientists, construction workers,
and sales managers. This is consistent with entities that are connected

14
(Armstrong, 2018). To assess JIT strategy, put the appropriate learners,
techniques, and culture together.
Bite-sized training
Bite-sized learning entails dividing complex concepts into manageable
portions. Suitable for people who can multitask and have short attention
spans. Studies back up these assertions. When compared to a full day of
instruction, the information transfer from bite-sized eLearning lessons is
improved by 17%, leading to better comprehension, implementation, and
15
retention. Xiaomi Technology has put in place a number of initiatives and
programs to make sure that its workers succeed. The Xiaomi Technology
Development Program is one such initiative that aims to provide staff members
with the abilities and information required to excel in their positions. In
addition to offering a range of training courses and modules, the program gives
staff members the chance to take part in internships and research projects.
The Xiaomi Technology Employee Training and Development Fund is another
noteworthy project that offers financial support to staff members so they can
take part in training and development initiatives. The tuition, books, and other
program-related expenses are paid for with this money (Armstrong, 2018).
Xiaomi Technology offers its employees a variety of learning and skill-building
opportunities in addition to these programs. Conferences, seminars, and
workshops fall under this category.
ICT and other Systems
As of March 2021, 16,532 people work at Xiaomi Technology. The corporation
sells about 80 million products a month and carries over 200 million retail
16
products. Xiaomi declared in March 2021 that it had submitted an application
17 18
for a Hong Kong IPO in order to raise up to $10 billion.
Products

Smartphones: Xiaomi provides smartphones at various price points. His MI

series is the company's flagship smartphone line. Many other smartphone
businesses, including Meizu, Black Shark, and Redmi, have also received
investments from Xiaomi (Maftuchach et al., 2022).
TabletsXiaomi offers a wide range of other goods under the MI Ecosystem
ecosystem brand in addition to tablets. Smartphones, computers, consumer
goods, food delivery, and other services are some examples of these products.
Huawei and Meizu are just two of the numerous tablet firms in which Xiaomi
has made investments (Lu, 2017).
Laptops: Xiaomi offers a wide range of other goods under the MI Ecosystem
19
ecosystem brand in addition to laptops. Tablets, cellphones, household
appliances, food delivery, and other services are some examples of these
products. Additionally, Xiaomi has made investments in numerous other laptop
manufacturers, including Meizu and Huawei.
Home appliances: Xiaomi provides a selection of home appliance prices. The
company sells rice cookers, vacuum cleaners, water and air purifiers, and rice
cookers (Lu, 2017).
Food delivery: MI Eats is the name of Xiaomi's food delivery service. MI Eats
provides breakfast, lunch, and supper delivery options in addition to other meal
options.
Other products: Xiaomi offers several other goods under the MI Ecosystem
ecosystem brand in addition to those on the above list. Drones, robotics,
clothing, and other items are among these products.
Employee's recruitment
20
In order to draw in top talent, Xiaomi must establish a strong employer brand.
Employers can achieve this by telling prospective employees about their own
culture, beliefs, and mission. Xiaomi must make use of online employment

boards and social media to connect with a variety of possible candidates. We

may share corporate information and job openings on social media sites like
Facebook, Twitter, and LinkedIn. Xiaomi may locate qualified applicants
through employee referral systems (Hapsari et al., 2022). The organization can
encourage current staff members to suggest relatives and acquaintances who
would be qualified for available jobs. Open days and job fairs are excellent
venues for Xiaomi to interact directly with prospective employees. These
gatherings can also be utilized to simultaneously market to a sizable audience
21
and its job openings. Headhunters and recruitment companies can assist in
22
locating qualified applicants for available roles. In order to find and choose
applicants who fit the needs of the business, Xiaomi might collaborate with
these organizations.
Employee retention
23
Xiaomi Technology has a number of significant options for enhancing staff
24
retention. Company might start by concentrating on establishing a cheerful and
encouraging workplace. This entails giving our staff members the impression
that they are appreciated and valued as well as providing them with chances to
25
advance within the organization. Second, according to (Bais ,2020), Xiaomi
26 27
Technology is able to provide competitive pay and benefit plans. By giving
workers the impression that they are being adequately compensated for their
28
talents and expertise, this helps recruit and retain top talent. Lastly,
businesses can fund staff training and development initiatives. This assists
staff members in staying up to date with industry developments and
demonstrates the company's dedication to fostering their professional growth.
Employee reward, relations
Reward management

Every time a business brings on a new hire, it loses money on recruiting and
onboarding expenses that could be used for other purposes in the organization.
Companies should have a strong incentive program in place to make sure that
29
workers are happy in their positions, want to grow in their careers, and
contribute to the business. Employee incentives like vacation money and civic
recognition motivate them to put forth more effort. (Kinman, 2019) asserts that
incentive systems fall into essentially two kinds.
Intrinsic rewards
Psychological incentives refer to the non-tangible rewards that employees
30
obtain for successfully completing significant tasks. By effectively
accomplishing their jobs, employees can obtain various rewards (Panidi, 2020).
Because they are unique to the task at hand and take a lot of initiative to
achieve, they are considered to be a part of the work itself.
They are necessary for long-term behavioral change in people.
Inventiveness, problem-solving, and improvisation are how people are made.
Another strategy for building a workforce is to motivate employees to take on
additional responsibility and provide value to their work.
Extrinsic rewards
Giving a person or employee a genuine, measurable reward for their efforts is
an example of an extrinsic reward. It typically has a monetary value, like a
public recognition, reward, promotion, or raise. Relationships and employee
recognition are highly valued at Xiaomi Technology. Our goal is to establish a
welcoming workplace where staff members feel appreciated and valued. The
company provides free food, lodging, and transportation, among other perks
and incentives, to its workers. Additionally, Xiaomi offers training and
development opportunities with an emphasis on staff growth. Xiaomi
Technologies provides a range of employee recognition and incentive initiatives

31 32
in an effort to attract and retain excellent personnel. Employees that reach or
surpass performance targets are eligible for cash bonuses, stock options, and
other incentives from the company. Furthermore, Xiaomi Technology
consistently plans social and team-building activities to foster a healthy work
atmosphere and high team morale.
Culture or Shared Values
Deliverables are concrete, outside manifestations of Xiaomi's corporate
33
culture. Deliverables include things like an office layout, an open door policy,
and an official dress code for staff members. The cultural relics of Xiaomi are
hard to understand but readily identifiable to the outside world. Fundamental
principles are not always obvious. Common objectives, beliefs, and standards
are key to Xiaomi's identity. These fundamental principles include
accountability, honesty, leadership, passion, diversity, and excellence. The
management of Xiaomi is aware of how crucial it is to share company values
with all staff members so that they will accept them and adjust their conduct
accordingly. Understanding corporate culture is crucial in today's cutthroat
business climate since it is essential to obtaining a competitive edge. The
organizational culture of Xiaomi makes sure that every worker works toward a
single target and that this goal is in line with the larger business goals. Through
the alignment of actions, goals, and deeply ingrained principles, Xiaomi
34
personnel are able to achieve high performance, ensure strong loyalty to the
35
firm, and guide their efforts in the proper way.
The organizational culture of Xiaomi is driven from within as opposed to from
the outside. Top management is clear about how important it is to take an
ethical stand while meeting market demands, even as they react swiftly to
shifting client needs. Integrity and ethics are core values that we will never
waiver from in our business dealings. Organizations that have an internally

36
managed organizational culture are able to leverage their ethical brand image
as a tactic to obtain a significant competitive edge over their competitors.
Strengths and weaknesses
Strengths
The ability of Xiaomi Technology to uphold a high degree of transparency with
its employees is the company's key differentiator when it comes to employee
engagement. This fosters a sense of trust among staff members and gives them
a say in how decisions are made within the organization.
Employees at Xiaomi Technology are extremely driven and committed, and they
take great pride in their work. High levels of innovation, productivity, and
dedication to the company's success result from this. In terms of staff
engagement, Xiaomi Technology excels.
The first is that our corporate culture is extremely precise and unambiguous.
This indicates that staff members are aware of their responsibilities and are
37
able to support the company's principles. The excellent communication Xiaomi
Technology has with its staff is another asset. As a result, staff members are
likely to be more engaged and productive since they will feel empowered and
knowledgeable.
Weaknesses
The rather flat organizational structure of Xiaomi Technologies, however, may
make it difficult to communicate and obscure who has the last say in decisions.
Moreover, organizations experiencing rapid expansion are frequently
understaffed and overworked, which can lead to anxious and overburdened
employees.
As the business expands, one of Xiaomi Technology's problems is maintaining
employee engagement. It may become more challenging for each employee to
feel invested in the company's success as its size grows. Furthermore, it's

critical to sustain staff engagement when a business enters new areas in order
38
to preserve the company culture everywhere (Setijadi and Wijaya, 2021).
Xiaomi Technology does, however, also have to deal with certain issues with
39
worker engagement.One is that it could not have the same degree of experience
or knowledge as more seasoned rivals because it is a relatively young business
(Sutermeister, 2021). Because of this, it may be challenging to interact with
staff members since they don't feel committed to the business. Furthermore,
because Xiaomi Technology is a multinational corporation, interacting and
communicating with staff members who are spread out across different
nations may be challenging.
Critical reflection
My understanding of management, leadership, and resources to increase
40
employee engagement has changed in a number of ways as a result of finishing
this project. I learned how crucial it is for managers and staff to communicate
41
effectively in order to boost employee engagement and push people to continue
being motivated and involved in their work. It also underlined how important it
is for managers to give staff members the tools and assistance they require to
carry out their jobs and establish an engaged work atmosphere. In general, this
42
assignment will assist you in developing your own grasp of these subjects as
well as strengthening and deepening your comprehension of important ideas
and concepts linked to management, leadership, and resource allocation to
increase employee engagement. It offered a priceless chance for introspection.
Conclusion
Every theory put up at various stages throughout the mission indicates that
Xiaomi's hiring practices are deficient in numerous ways. Xiaomi regularly polls
43
its workforce each year, in spite of the company's extremely low employee

44
turnover rate. According to these research, the company's poor pay standards,
unfavorable work atmosphere, and excessive workload all make it difficult for
employees to strike a healthy work-life balance. Even if the business provides
excellent rewards for the work completed, the work is quite physically
demanding, the boss is unaccommodating, and the working hours are set in
45
stone. Such shortcomings persist in spite of my best efforts to identify and put
into action the most efficient solutions to deal with them.
References
Armstrong, M.B. (2018a). Gamification of employee training and development.
International Journal of Training and Development, 22(2), pp
46
Bais, Dr.Santosh.S. (2020). Employee Retention Management:some Issues.
International Journal of Scientific Research, 1(4), pp.22–24
Bulger, R.J. (2020). Creative Solutions To Work-force Planning Dilemmas. Health
Affairs, 12(4), pp.257–258.
Bush, R. (2020). Effective Nonprofit Management: The Leadership Factor.
Nonprofit Management and Leadership, 12(3), pp.327–333
Day, D.L. (2020). Shared values and shared interfaces: The role of culture in the
47
globalisation of human-computer systems. Interacting with Computers, 9(3),
pp.269–274.
Druker, J., White, G., Hegewisch, A. and Mayne, L. (2020). Between hard and
soft HRM: human resource management in the construction industry.
Construction Management and Economics, 14(5), pp.405–416.
Garcia-Carbonell, N., Martin-Alcazar, F. and Sanchez-Gardey, G. (2014).
Understanding the HRM-Performance Link: A Literature Review on the HRM
Strategy Formulation Process. International Journal of Business
Administration, 5(2).

Greene, D. and Lepper, M.R. (1974). Effects of Extrinsic Rewards on Children's

Subsequent Intrinsic Interest. Child Development, 45(4), p.1141.
Grohmann, A. and Kauffeld, S. (2020). Evaluating training programs:
development and correlates of the Questionnaire for Professional Training
Evaluation. International Journal of Training and Development, 17(2), pp.135–
155.
Hapsari, I.D., Qomariah, N., Putu Martini, iNi N. and Nursaid, N. (2022).
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Recruitment and Competence: It's Influence on Employee Performance through
Employee Placement. JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT
STUDIES, 05(11).
Jung, S.C. (2018). Comparative Analysis of Strategies Samsung vs. Xiaomi
(Focused on Industrial Attractiveness and VRIO Analysis). The SIJ Transactions
on Advances in Space Research & Earth Exploration, 6(2), pp.1–4
Kim, Y.-W., Park, H. and Moon, B.-J. (2019). A Study on the Entrepreneurship
and Management Strategies of the Founder CEO of Xiaomi, Lei Jun. Korea
Business Review, 23(4), pp.33–
Kinman, G. (2019). Effort-reward imbalance in academic employees: Examining
different reward systems. International Journal of Stress Management, 26(2),
pp.184–192.
Lu, L.-T. (2017). Strategic Planning for Xiaomi: Smart Phones, Crisis, Turning
Point. International Business Research, 10(8), p.149.
Maftuchach, V., Rachman, A., Gunawan, A. and Sutar, S. (2022). The influence
of product, price, promotion, and place on the purchase decision of Xiaomi
smartphones in STIE Muhammadiyah Jakarta students. Journal of Economics
and Business Letters, 2(4), pp.14–19.
49
Panidi, K. (2020). Why Do External Rewards Crowd Out Intrinsic Motivation
50
While SelfRewards Do Not? SSRN Electronic Journal.

Puranam, P. and Maciejovsky, B. (2020). Organizational Structure and

Organizational Learning. SSRN Electronic Journal
Setijadi, S. and Wijaya, W.S.K. (2021). PENGARUH MEREK, HARGA, FITUR
PRODUK DAN GAYA HIDUP TERHADAP KEPUTUSAN PEMBELIAN SMARTPHONE
XIAOMI DI TOKO CENDANA CELL BANJARNEGARA. Medikonis, 12(2), pp.67–79.
Sutermeister, R.A. (2021). Employee Performance and Employee Need
Satisfaction—Which Comes First? California Management Review, 13(4),
pp.43–47.

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2. now millionaire → now-millionaire Misspelled words Correctness
3. afterwards → afterward Mixed dialects of English Correctness
4. demonstrate → demonstrates Faulty subject-verb Correctness

agreement
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8. to → in Wrong or missing Correctness

prepositions
9. . Lei Improper formatting Correctness
10. a venture Determiner use Correctness

(a/an/the/this, etc.)
11. that is → who is Pronoun use Correctness
12. A number of → Several, Some, Many Wordy sentences Clarity
13. Just in time → Just-in-time Misspelled words Correctness
14. the JIT Determiner use Correctness

15. a number of → several, some, many Wordy sentences Clarity
16. applied Wordy sentences Clarity
18. up Wordy sentences Clarity
19. cellphones → cell phones Confused words Correctness

21. its Pronoun use Correctness
24. The company, or A company Determiner use Correctness

25. Bais , Improper formatting Correctness
26. is able to → can Wordy sentences Clarity
27. By giving Wrong or missing Correctness

prepositions
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29. careers, Comma misuse within Correctness

clauses
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31. in an effort to → to Wordy sentences Clarity
32. that reach → who reach Pronoun use Correctness
33. open door → open-door Misspelled words Correctness
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35. properly guide their efforts, Wordy sentences Clarity

correctly guide their efforts,
appropriately guide their efforts

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43. in spite of → despite Wordy sentences Clarity
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46. : some Improper formatting Correctness
47. globalisation → globalization Mixed dialects of English Correctness
48. It's → Its Confused words Correctness
49. Panidi → Panini Misspelled words Correctness
50. SelfRewards → Self Rewards Misspelled words Correctness

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Report: Code Org & P Copy 3

Code Org & P Copy 3

Score Writing Issues

This text scores better than 85%

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 1 of 20

Unique Words 31%

Rare Words 38%

Word Length 5.3

Sentence Length 13.8

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 2 of 20

Code Org & P Copy 3

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 3 of 20

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 4 of 20

Human resource management enhances businesses through hiring, staffing,

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 5 of 20

strategic goals is known as workforce planning. the process of locating

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 6 of 20

known for his "hustler" mentality and dedication to fostering an innovative

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Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 8 of 20

Smartphones: Xiaomi provides smartphones at various price points. His MI

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boards and social media to connect with a variety of possible candidates. We

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Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 11 of 20

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Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 15 of 20

Greene, D. and Lepper, M.R. (1974). Effects of Extrinsic Rewards on Children's

Report was generated on Thursday, Dec 14, 2023, 07:20 PM Page 16 of 20

Puranam, P. and Maciejovsky, B. (2020). Organizational Structure and

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1. in order to → to Wordy sentences Clarity

2. now millionaire → now-millionaire Misspelled words Correctness

3. afterwards → afterward Mixed dialects of English Correctness

4. demonstrate → demonstrates Faulty subject-verb Correctness

5. In order to → To Wordy sentences Clarity

6. Work-force → Workforce Confused words Correctness

7. in order to → to Wordy sentences Clarity

8. to → in Wrong or missing Correctness

9. . Lei Improper formatting Correctness

10. a venture Determiner use Correctness

11. that is → who is Pronoun use Correctness

12. A number of → Several, Some, Many Wordy sentences Clarity

13. Just in time → Just-in-time Misspelled words Correctness

14. the JIT Determiner use Correctness

15. a number of → several, some, many Wordy sentences Clarity

16. applied Wordy sentences Clarity

17. in order to → to Wordy sentences Clarity

18. up Wordy sentences Clarity

19. cellphones → cell phones Confused words Correctness

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20. In order to → To Wordy sentences Clarity

21. its Pronoun use Correctness

22. In order to → To Wordy sentences Clarity

23. a number of → several, some, many Wordy sentences Clarity

24. The company, or A company Determiner use Correctness

25. Bais , Improper formatting Correctness

26. is able to → can Wordy sentences Clarity

27. By giving Wrong or missing Correctness

28. this helps Pronoun use Correctness

29. careers, Comma misuse within Correctness