OL 600 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a strategic HR plan. The project is divided into three 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 Three, Five, and Seven. The final product will be submitted in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Develop strategic human resource initiatives for supporting the  recruitment and retention of qualified talent within an organization
Formulate recommendations that support organizational effectiveness based on an analysis of internal elements
Determine the impacts of external factors that influence an organization for mitigating risks
Develop strategic approaches that incorporate relevant human  resources behavioral competencies in addressing organizational issues
Scenario

For this final project consider the following scenario: Assume the  role of a human resources director at a U.S.-based call center that is  currently based in the Midwest. The organization plans to expand their  call center locations in the states of South Carolina and Tennessee and  the country of India and needs to hire 100 employees. Your organization  has been primarily hiring “local” talent, many of whom have been  relatives of current employees. The Midwest location is union free but  does not have well-defined policies to address employee issues.  Additionally, the organization’s approach to performance management is  very traditional and may not reflect the needs of today’s workforce. As  the organization considers the talent pool in in their new locations,  the organization needs to consider the diversity of the potential new  workforce, their responsibility to new locations of their call centers,  and how to prepare Midwest managers for potential overseas work. As the  human resources director, you will create a strategic HR plan that  addresses goals related to your organization’s growth. The plan should  have an influence across the organization to be successful. 
Prompt
For the final project, you will assume the role of an HR professional  for an organization. You will apply technical and behavioral  competencies to develop strategic HR initiatives across the  organization. You will be required to support the organization’s  recommendations using data, specific examples, and detailed explanations  of how these HR initiatives address organizational goals.
Specifically, the following critical elements must be addressed:

People: In this section, you will develop strategic  HR initiatives around acquiring and retaining qualified talent for an  organization. Provide specific examples. 
Talent Acquisition: Determine appropriate strategies for  acquiring qualified talent to fill 30 call center openings in each  state. Explain how the strategies will support organizational goals.
Employee Engagement and Retention: Determine appropriate employee engagement strategies and explain how this approach will increase retention.
Learning and Development: Determine learning and development  opportunities aimed toward attracting and retaining qualified talent  within the organization.
Total Rewards: Identify appropriate total rewards strategies  to increase employee retention and explain how these strategies support  the goals of the organization.
Organization: In this section, you will complete the following. Provide specific examples.  
Employee Discipline: Compare punitive and nonpunitive disciplinary approaches and explain the impacts of the differences to employee relations.
Performance Management: Determine the elements of an  effective performance management approach and explain how an effective  approach influences organizational outcomes.
Employee and Labor Relations: Describe the differences  between union grievance procedures and nonunion complaint processes, and  identify improvements that could be made to a nonunion complaint  process.

Workplace: In this section, you will complete the following. Provide specific examples.  

Diversity and Inclusion: Explain differences within the workplace and describe appropriate strategies for managing a diverse workforce.
Risk Management: Determine appropriate proactive HR  activities and policies for mitigating risk and explain how these  strategies can be used within the organization.
Corporate Social Responsibility: Describe HR’s role in creating a culture of social responsibility within the organization and the organization’s community.

HR in the Global Context: Determine appropriate strategies  for properly preparing employees for an expatriate assignment and  explain how these approaches ensure ongoing engagement.

Behavioral Competencies: In this section, you will  determine strategic HR initiatives that support people, organization,  and workplace behavioral competencies using the SHRM model. 

Determine HR initiatives that support the people knowledge and skill  competencies and explain which behavioral competencies within the Business cluster are the most appropriate.

Determine HR initiatives that support the organization knowledge and  skill competencies and explain which behavioral competencies within the  Leadership cluster are the most appropriate.

Determine HR initiatives that support the workplace knowledge and  skill competencies and explain which behavioral competencies within the Interpersonal cluster are the most appropriate.

Recommend strategic HR initiatives across the organization  that utilize a combination of behavioral competencies and explain why  this is the most appropriate approach.

Milestones

Milestone One: Employee Engagement and Retention
In Module Three,  you will analyze HR strategic engagement initiatives for attracting,  retaining, and rewarding employees. The four critical element focus on  talent acquisition, employee engagement and retention, learning and  development, and total rewards. This milestone will be graded with the Milestone One Rubric.

Milestone Two: Performance Management: Employee and Labor Relations
In Module Five,  you will analyze HR strategic initiatives of employee and labor  relations that positively impact organizational effectiveness. The three  critical elements focus on employee discipline, performance management,  and employee and labor relations. This milestone will be graded with the Milestone Two Rubric.

Milestone Three: Global HR, Diversity, Risk Management, and Social Responsibility
In Module Seven,  you will analyze HR strategic initiatives of managing HR globally,  diversity and inclusion, risk management, and social corporate  responsibility that impact an organization’s strategic goals. This milestone will be graded with the Milestone Three Rubric.
Final Submission: Strategic HR Plan
In Module Nine,  you will submit your final project. It should address each of the four  sections of the final project (People, Organization, Workplace, and  Behavioral Competencies) that focus on HR initiatives that move across  an organization. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course.
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Milestone 2 Critical Elements
Anquan Patterson
Southern New Hampshire University
OL-600
April 1, 2024
2
Milestone 2 critical elements
Employee Discipline
A key component of organizational management, employee discipline has a direct impact
on worker morale, output, and culture as a whole. It is clear that the two types of disciplinary
approaches punitive and non-punitive have different effects on employee relations. When an
employee doesn’t fulfill performance requirements or breaks corporate regulations, they may face
written warnings, suspensions, or termination as punitive disciplinary procedures. Although
these actions could discourage misbehavior, they often cause fear and animosity among staff
members, which may prevent candid conversations and teamwork at work. Furthermore, if
punitive measures are not used consistently or are seen to be unjust by workers, they may give
rise to legal disputes.
On the other hand, non-punitive disciplinary methods place more emphasis on remedial
measures meant to address underlying problems and promote the professional development of
employees. These methods, which put more emphasis on assistance and guiding than on
punishment, can include reassignment, coaching, counseling, or training (Sitopu et al., 2021).
Non-punitive methods support a transparent and trusting culture between management and staff
by focusing on chances for development and help. When employees feel encouraged rather than
penalized, they are more inclined to accept responsibility for their behavior and make an effort to
do better.
The first stage in a fair employee punishment procedure is to conduct a comprehensive
investigation to collect all pertinent data and evidence. A transparent decision-making process
based on organizational rules and procedures, thorough documenting of the investigation’s
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results, and effective communication of the employee’s claims should all come after this one.
Discipline should be applied consistently and proportionately to the crime, and it should be
followed by continued assistance and follow-up to track the employee’s development.
Organizations may showcase their dedication to accountability, consistency, and justice by
following a fair disciplinary procedure. This fosters strong employee relations and a supportive
corporate culture.
Performance Management
An effective performance management system is essential for pinpointing areas for
improvement, identifying and rewarding high performers, and aligning worker performance with
organizational goals. To evaluate the effectiveness of an employer’s performance management
system, it is critical to assess how well it incorporates key elements of effective performance
management and fulfills organizational needs. Goal-setting, consistent feedback, official
performance evaluations, development planning, and awards and recognition are examples of
these components. Establishing goals gives workers quantifiable, unambiguous objectives that
are in line with company goals (Hristov et al., 2021). It also acts as a guide for career
advancement and performance enhancement. Regular feedback from managers helps employees
get ongoing mentoring, celebrate their successes, and promptly address areas that need
improvement. Formal performance reviews provide an in-depth analysis of an employee’s work
together with a chance for goal alignment and fruitful dialogue.
Based on their performance and potential, workers may explore chances for professional
growth and progress via development planning. Incentive and recognition programs encourage
employee engagement and motivation by recognizing and rewarding excellent achievement.
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These components may be used to evaluate the employer’s performance management system in
order to identify its advantages and disadvantages.
Organizations can think about investing in employee development programs, putting in
place formal recognition programs, training managers on performance management strategies,
and introducing continuous feedback mechanisms to increase the efficacy of the performance
management system. By giving employee development and recognition first importance,
organizations may set up a performance management system that effectively advances business
goals, boosts employee engagement, and creates a joyful and productive work environment.
Employee and Labor Relations
Relationships with employees and laborers are essential to the success of a business
because they have an effect on employee happiness, productivity, and the general stability of the
firm. In order to discover chances to enhance the organization’s approach to resolving employee
difficulties and conflicts, it is vital to have a thorough understanding of the distinctions between
the grievance procedures established by unions and the complaint processes established by
nonunions.
For the most part, formal procedures that are described in collective bargaining
agreements are what constitute union grievance procedures. These procedures are used to handle
employee grievances or disagreements. Employees who are represented by a union have the right
to representation and the ability to seek recourse to third-party arbitration if it becomes
necessary. These processes often involve stages such as submitting a grievance, conducting an
investigation, engaging in mediation or arbitration, and reaching a settlement. The complaint
procedures for nonunion organizations, on the other hand, might differ from one another based
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on the rules and practices of the organization (Li et al., 2022). These procedures often include
informal conversations between workers and managers, which are then followed by formal
mediation or inquiry, if necessary.
The improvement of nonunion complaint procedures may involve the enhancement of
openness, timeliness, and fairness, as well as the provision of training for managers and HR staff
on effective dispute resolution strategies and the organization’s complaint process. The
establishment of a good working environment, the reduction of disputes, and the demonstration
of a commitment to employee satisfaction and organizational stability are all outcomes that may
be achieved by firms that place a priority on fair and transparent employee interactions. By
making proactive steps to resolve employee issues, it is possible to avoid complaints from
becoming more severe and maybe leading to unionization attempts in the future. This, in turn,
promotes the long-term profitability and sustainability of the business.
Conclusion
In conclusion, labor and employee relations, performance management, and efficient staff
discipline are vital components of good organizational performance. Organizations may cultivate
trust, responsibility, and a healthy workplace culture by instituting equitable and open
disciplinary measures. In a same vein, robust performance management systems that prioritize
goal alignment, feedback, and recognition foster employee development and engagement.
Additionally, firms may reduce conflict, advance justice, and raise general workplace
contentment by comprehending and enhancing labor relations and employee procedures.
Organizations may foster a productive and encouraging work environment that supports longterm success and development by giving priority to these essential components.
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References
Hristov, I., Appolloni, A., Chirico, A., & Cheng, W. (2021). The role of the environmental
dimension in the performance management system: A systematic review and conceptual
framework. Journal of Cleaner Production, 293, 126075.
Li, Y., Dai, Z., & Hu, X. (2022). Impact of union practices on labor relations in China: Institutional
trust as a moderator. Frontiers in Psychology, 13, 944574.
Sitopu, Y. B., Sitinjak, K. A., & Marpaung, F. K. (2021). The influence of motivation, work
discipline, and compensation on employee performance. Golden Ratio of Human Resource
Management, 1(2), 72-83.
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OL 600 Milestone One: Employee Engagement and Retention
Anquan Patterson
Southern New Hampshire University
OL-600
April 1, 2024
2
OL 600 Milestone One: Employee Engagement and Retention.
To provide the best service and accomplish their objectives, organizations aim to hire
excellent and relevant employees. An HRM must figure out how to get applicants to apply and
work for their company, keep them, and care for their well-being. There must also be
comprehensive strategies and objectives in place. Employee development goals, disciplinary
action plans for when an employee has to be corrected, and performance management. An HRM
must be able to efficiently create, execute, and oversee specific concerns such as high staff
turnover or low employee retention, as well as having leadership own and apply various ideas.
People Talent Acquisition: Hennigan (2022) explains talent acquisition as a
comprehensive method to discovering, evaluating, and hiring new personnel for a business.
According to Hennigan (2022), the talent acquisition process has six stages: sourcing and lead
generation, recruiting prospects, interviewing and evaluating, reviewing references, final
selections, and hiring and onboarding. A corporation must have a good proposal package
designed and poised to present. This review covers the organization’s mission statement, culture,
work environment, benefits, and pay. According to Hennigan (2022), it is critical to consider
every element when selecting whether to hire a candidate from a wide pool of abilities.
Interviewers should be careful, examine references, and consider completing a preliminary
background check prior to submitting an offer. The fifth phase involves making the ultimate
decision. This procedure should not be hastened since a firm wants to hire the ideal person who
will contribute significantly to the company’s culture and productivity.
Employee Engagement & Retention: Employee engagement refers to the relationship
between employees, management, and the organization’s mission, vision, values, and goals
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(SHRM, 2014). When a workforce has an elevated sense of well-being, turnover lowers. The
company’s culture can influence employee retention. As stated by Gallup (2023), an
organization’s culture only improves performance if its employees comprehend it and know how
to embody it. Employee engagement fosters employee well-being through talks with their
management. These interactions may involve getting acquainted with the employee, reviewing in
on work projects, giving remarks regarding their day-to-day work, and doing annual or biannual
appraisals. These interactions can also assist organizations in determining their employees’ needs
and improving their service. This is essential for any company. According to Gallup (2022), 71%
of employees positively feel that their employers care about their well-being and will highly
promote their company as a place to work. Employee health and engagement are linked. They
influence each other, and each has a distinct effect on an employee’s life, combining to boost
their productivity (Gallup). Organizations strive to create a high-performing workforce
environment in which engagement, well-being, and retention educate and reinforce one another.
Learning & Development: Learning and development inside a corporation matches
organizational business objectives with personnel capabilities and skills, with the goal of closing
the gap (SHRM, 2014). Numerous companies increasingly see employee training as an aspect of
a bigger focus on ongoing development (Noe, 2017). Continuous learning is a system in which
corporations demand their employees to comprehend the roles and responsibilities of the whole
organization, acquire new skill sets, use them on the job, and integrate what they discovered with
their colleagues (Noe). An organization with a culture that devotes resources in its employees,
has a desire for them to understand much about the company, and is prepared to impart
knowledge to them will draw more individuals. There are more training sessions available, but
they demonstrate that they genuinely want their employees to learn about the sector so that they
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may perform their jobs more effectively and thrive at them. All learning and development
activities must add to and promote the business objectives (Noe 2017).
Total Rewards: According to SHRM (2014), total incentives include both direct and
indirect remuneration measures used by companies to lure, acknowledge, and keep employees.
There are numerous methods for this to happen, including base compensation, bonuses and
incentive schemes in place. These initiatives are means for employers to reward employees and
provide benefits that encourage them to achieve their company’s goals. Incentive programs are
an excellent approach to encourage good work ethic, morale, and inventiveness in the workplace
while also creating a fun and competitive atmosphere. These and many more sorts of programs
have their benefits. They foster loyalty, can help minimize turnover rates, motivate employees to
raise productivity, can assist boost the company’s culture, and so on.
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References
Gallup, I. (2022, November 11). What is employee wellbeing and why is it important? |
Gallup.com.
https://www.gallup.com/workplace/404105/importance-of-employee-
wellbeing.aspx.aspx
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining
a Competitive Advantage? New York, NY: McGraw Hill
The SHRM body of competency and knowledge – society for human resource… (2014).
https://www.shrm.org/about-shrm/press-room/pressreleases/Documents/shrm-bockfinal4.pdf

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