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7-1 Final Project: Submission OL-211 Many businesses and organizations large enough to require human resource management (HRM) will need someone that not o

7-1 Final Project: Submission OL-211 Many businesses and organizations large enough to require human resource management (HRM) will need someone that not o

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7-1 Final Project: Submission OL-211 Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human resource (HR) responsibilities, but also understands the vision and mission of the organization. 

To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of the organization in the Moller-Maersk case study located in the Harvard Business Review Coursepack. Be creative in assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan. 

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.

 This assessment addresses the following course outcomes: 

 Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization 

 Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business 

 Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan 

 Explain modern human resource concepts and principles that are essential in a changing work environment 

Prompt 

In this assessment, you will review the human resource management (HRM) of the organization within the case study. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission. 

I. HRM Functions and Practices A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan. [OL-211-03] B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations. [OL-211-01] 

II. Staffing A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study. [OL-211- 02] B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method of recruitment would be most beneficial to this organization. [OL-211-01]

 III. Training A. Describe the components of a needs assessment used to determine the training requirements of the organization. [OL-211-01] B. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning from this course. [OL-211-03] C. Illustrate the value of a training needs assessment in an organization. Support your response. [OL-211-01] D. Describe the importance of creating SMART objectives for a training plan. [OL-211-02] 

IV. Evaluation A. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic plan? [OL-211-03] B. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable. [OL-211-02] C. How do you identify best-suited appraisals for employee job duties? Support your response with an example. [OL-211-04] D. Identify a variety of performance rating scales that can be used in organizations that includes graphical scales, letter scales, and numeric scales. Describe each scale. [OL-211-02] 

V. Compensation A. Describe the compensation philosophy. How does the market influence this philosophy? [OL-211-04] B. Determine the value of salary surveys and describe the advantages of discretionary benefits. [OL-211-04]

 Milestones

 Milestone One: Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing In Module Two, you will write a short paper that addresses Sections I and II of the Final Project document. This milestone will be graded with the Milestone One Rubric. 

Milestone Two: Employee Development Processes In Module Three, you will write a short paper that addresses Section III of the Final Project document. This milestone will be graded with the Milestone Two Rubric. 

Milestone Three: Performance Management In Module Four, you will write a short paper that addresses Section IV of the Final Project document. This milestone will be graded with the Milestone Three Rubric. 

Milestone Four: Compensation In Module Five, you will write a short paper that addresses Section V of the Final Project document. This milestone will be graded with the Milestone Four Rubric. 

Final Submission: Human Resources Management review In Module Seven, you will finalize and submit a paper that is comprised of all the milestone submissions with edits based on instructor feedback. 

 Guidelines for Submission: Submit your human resource management review adhering to the following guidelines: minimum of 7 pages, double-spaced, using 12-point Times New Roman font and following APA 6th edition format. Submit journal assignment as a Word document. OL 211 Final Project Guidelines and Rubric

Overview
Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human
resource (HR) responsibilities, but also understands the vision and mission of the organization.

To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of the organization in the Moller-Maersk case study
located in the Harvard Business Review Coursepack. Be creative in assembling each of the individual components or HR tools to the HRM review so that they
would be consistent with and add value to the organization. Complete the HRM review that illustrates how each of the HR tools plays a role in an organization’s
overall strategic plan.

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.

This assessment addresses the following course outcomes:

 Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization

 Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business

 Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan
 Explain modern human resource concepts and principles that are essential in a changing work environment

Prompt
In this assessment, you will review the human resource management (HRM) of the organization within the case study. This case study will give you the
opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the
ability to develop and implement processes that align with a company’s strategic plan and mission.

I. HRM Functions and Practices
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan. [OL-211-03]
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations. [OL-211-01]

II. Staffing

A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study. [OL-211-
02]

B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human

Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method
of recruitment would be most beneficial to this organization. [OL-211-01]

III. Training
A. Describe the components of a needs assessment used to determine the training requirements of the organization. [OL-211-01]
B. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning

from this course. [OL-211-03]
C. Illustrate the value of a training needs assessment in an organization. Support your response. [OL-211-01]
D. Describe the importance of creating SMART objectives for a training plan. [OL-211-02]

IV. Evaluation

A. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic
plan? [OL-211-03]

B. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable. [OL-211-02]
C. How do you identify best-suited appraisals for employee job duties? Support your response with an example. [OL-211-04]
D. Identify a variety of performance rating scales that can be used in organizations that includes graphical scales, letter scales, and numeric scales.

Describe each scale. [OL-211-02]

V. Compensation
A. Describe the compensation philosophy. How does the market influence this philosophy? [OL-211-04]
B. Determine the value of salary surveys and describe the advantages of discretionary benefits. [OL-211-04]

Milestones
Milestone One: Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing
In Module Two, you will write a short paper that addresses Sections I and II of the Final Project document. This milestone will be graded with the Milestone One
Rubric.

Milestone Two: Employee Development Processes
In Module Three, you will write a short paper that addresses Section III of the Final Project document. This milestone will be graded with the Milestone Two
Rubric.

Milestone Three: Performance Management
In Module Four, you will write a short paper that addresses Section IV of the Final Project document. This milestone will be graded with the Milestone Three
Rubric.

Milestone Four: Compensation
In Module Five, you will write a short paper that addresses Section V of the Final Project document. This milestone will be graded with the Milestone Four
Rubric.

Final Submission: Human Resources Management review
In Module Seven, you will finalize and submit a paper that is comprised of all the milestone submissions with edits based on instructor feedback. This milestone
will be graded with the Final Project Rubric below.

Deliverables
Milestone Deliverable Module

Due
Grading

1 Evaluating Strategic Talent Management
Initiatives—Functions and Practices/Staffing

Two Graded separately; Milestone One Rubric

2 Employee Development Processes Three Graded separately; Milestone Two Rubric

3 Performance Management Four Graded separately; Milestone Three Rubric

4 Compensation Five Graded separately; Milestone Four Rubric

Final Submission: HRM review Seven Graded separately; Final Project Rubric
(below)

Final Project Rubric
Guidelines for Submission: Submit your human resource management review adhering to the following guidelines: minimum of 7 pages, double-spaced, using
12-point Times New Roman font and following APA 6th edition format. Submit journal assignment as a Word document.

Instructor Feedback: This activity uses an integrated rubric in Brightspace. Students can view instructor feedback in the Grade Center.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

HRM Functions and
Practices: Function

Meets “Proficient” criteria and
explanation is supported with
evidence

Explains why the human resource
function should be aligned with
an organization’s strategic plan

Explains why the human resource
function should be aligned with
an organization’s strategic plan,
but explanation is cursory or
inaccurate

Does not explain why the human
resource function should be
aligned with an organization’s
strategic plan

8

HRM Functions and
Practices: Global

Conditions

Meets “Proficient” criteria and
explanation is clear and detailed

Explains how current global
conditions in the industry impact
human resource management
practices within organizations

Explains how current global
conditions in the industry impact
human resource management
practices within organizations,
but explanation is cursory or has
gaps in accuracy

Does not explain how current
global conditions impact human
resource management practices
within organizations

6

Staffing: Recruiting

Meets “Proficient” criteria and
description demonstrates a
nuanced understanding of the
relationship between recruiting
and the organization’s vision and
goals

Describes a process to recruit and
select new employees who are
aligned with the organization’s
vision and goals

Describes a process to recruit and
select new employees who are
aligned with the organization’s
vision and goals, but description is
cursory or inaccurate

Does not describe a process to
recruit and select new employees
who are aligned with the
organization’s vision and goals

6

Staffing: Candidates

Meets “Proficient” criteria and
establishes which method would
be more beneficial for an
organization based on the
research

Compares and contrasts
recruitment and selection of
internal versus external
candidates using the Society for
Human Resource Management
website as resource

Compares and contrasts
recruitment and selection of
internal versus external
candidates but does not utilize
the Society for Human Resource
Management website as resource

Does not compare and contrast
recruitment and selection of
internal versus external
candidates using the Society for
Human Resource Management
website as resource

6

Training: Needs
Assessment

Meets “Proficient” criteria and
description is clear and detailed

Describes the components of a
needs assessment used to
determine the training
requirements of the organization

Describes the components of a
needs assessment used to
determine the training
requirements of the organization,
but description is cursory or
inaccurate

Does not describe the
components of a needs
assessment used to determine
the training requirements of the
organization

6

Training: Learning

Activities

Meets “Proficient” criteria and
exhibits keen insight into the
needs of adult learners

Explains the importance of
developing learning activities, and
incorporates adult learning
principles and methods of
experiential learning

Explains the importance of
developing learning activities, but
does not incorporate adult
learning principles and methods
of experiential learning

Does not explain the importance
of developing learning activities

8

Training: Training
Needs Assessment

Meets “Proficient” criteria and
uses scholarly research to
contextualize claims

Illustrates the value of a training
needs assessment in an
organization, and supports
response

Illustrates the value of a training
needs assessment in an
organization, but does not
support response

Does not illustrate the value of a
training needs assessment

6

Training: SMART

Meets “Proficient” criteria and
description is clear and detailed

Describes the importance of
creating SMART objectives for a
training plan

Describes the importance of
creating SMART objectives for a
training plan, but description is
cursory or inaccurate

Does not describe the importance
of creating SMART objectives for
a training plan

6

Evaluation:
Performance
Management

Meets “Proficient” criteria and
description is well supported and
plausible

Determines HRM’s role in the
performance management
process including how the process
aligns with the organization’s
strategic plan

Determines HRM’s role in the
performance management
process, but does not include how
the process aligns with the
organization’s strategic plan

Does not determine HRM’s role in
the performance management
process

8

Evaluation:
Performance

Appraisal

Meets “Proficient” criteria and
example is well supported and
contextualized

Differentiates between the trait,
behavioral, and results-based
performance appraisal systems,
and provides an example where
each would be most applicable

Differentiates between the trait,
behavioral, and results-based
performance appraisal systems,
but does not provide an example
where each would be most
applicable

Does not differentiate between
the trait, behavioral, and results-
based performance appraisal
systems

6

Evaluation:
Best-Suited
Appraisals

Meets “Proficient” criteria and
uses scholarly research to
substantiate claims

Determines how to identify best-
suited appraisals for employee
job duties, and supports response
with an example

Determines how to identify best-
suited appraisals for employee
job duties, but does not support
response with an example

Does not determine how to
identify best-suited appraisals for
employee job duties

8

Evaluation:
Performance Rating

Scales

Meets “Proficient” criteria and
description is clear and
contextualized

Identifies a variety of
performance scales that can be
used in organizations and
describes each

Identifies a variety of
performance scales that can be
used in organizations, but does
not describe each scale

Does not identify a variety of
performance scales that can be
used in organizations

6

Compensation:
Compensation

Meets “Proficient” criteria and
description is clear and detailed

Describes the compensation
philosophy and describes how the
market influences this philosophy

Describes the compensation
philosophy and describes how the
market influences this philosophy,
but description is cursory or
inaccurate

Does not describe compensation
philosophy

8

Compensation:
Salary Surveys

Meets “Proficient” criteria and
uses evidence to substantiate
claims

Determines the value of salary
surveys, and describes the
advantages of discretionary
benefits

Determines the value of salary
surveys but does not describe the
advantages of discretionary
benefits

Does not determine the value of
salary surveys

8

Articulation of

Response

Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format

Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas

Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas

4

Earned Total 100%

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