OL 211 Final Project Guidelines and Rubric
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 an organization in a case study. 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
In this assessment, you will review the human resource management (HRM) in an organization through a 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.
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan.
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations.
A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study.
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.
A. Describe the components of a needs assessment used to determine the training requirements of the organization.
B. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning from this course.
C. Illustrate the value of a training needs assessment in an organization. Support your response.
D. Describe the importance of creating SMART objectives for a training plan.
A. Describe the compensation philosophy. How does the market influence this philosophy?
B. Determine the value of salary surveys and describe the advantages of discretionary benefits.
A. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic plan?
B. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable.
C. How do you identify best-suited appraisals for employee job duties? Support your response with an example.
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.
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 V 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 IV 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.
|
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) |
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.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
|
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 managementpractices 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 andgoals |
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 fora training plan, but description is cursory or inaccurate |
Does not describe the importance of creating SMART objectives for a training plan |
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 |
|
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 |
|
Articulationof 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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