Strategic Human Resource Management
Southern New Hampshire University
OL 600 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a strategic HR plan. The final product represents an authentic demonstration of competency because it is important for HR professionals to gain management support and buy-in for HR involvement from a strategic perspective in the achievement of organizational goals. This assignment will involve creating a strategic plan that focuses on achieving goals that have influence across the organization. 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
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:
I. People: In this section, you will develop strategic HR initiatives around acquiring and retaining qualified talent for an organization. Provide specific examples.
A. Talent Acquisition: Determine appropriate strategies for acquiring qualified talent, and explain how the strategies support organizational goals. B. Employee Engagement and Retention: Determine appropriate employee engagement strategies and explain how this approach will increase
retention.
C. Learning and Development: Determine learning and development opportunities aimed toward attracting and retaining qualified talent within the organization.
D. Total Rewards: Identify appropriate total rewards strategies to increase employee retention, and explain how these strategies support the goals of the organization.
II. Organization: In this section, you will analyze employee and labor relations that positively impact organizational effectiveness. Provide specific examples.
A. Employee Discipline: Analyze punitive and nonpunitive disciplinary approaches, and explain their impacts on employee relations.
B. Performance Management: Determine the elements of an effective performance management system, and explain how well the employer’s system meets organizational needs.
C. Employee and Labor Relations: Determine the differences between union grievance procedures and nonunion complaint processes, and describe improvements that could be made to a nonunion complaint process.
III. Workplace: In this section, you will analyze external factors that influence organizational effectiveness while mitigating risk. Provide specific examples.
A. Diversity and Inclusion: Explain generational differences within the workplace, and describe appropriate strategies for managing a diverse workforce.
B. Risk Management: Determine appropriate proactive HR activities and policies for mitigating risk, and explain how these strategies can be used within the organization.
C. Corporate Social Responsibility: Describe HR’s role in creating a culture of social responsibility within the organization and the organization’s
community.
D. HR in the Global Context: Determine appropriate strategies for properly preparing employees for an expatriate assignment, and explain how these approaches ensure ongoing engagement.
IV. Behavioral Competencies: In this section, you will determine strategic HR initiatives that support people, organization, and workplace under the
technical competency while selecting the most appropriate behavioral competencies. You must select at least one behavioral competency in addressing each domain (i.e., business, leadership, or interpersonal).
A. Determine HR initiatives that support the people technical competency and explain which behavioral competencies within the business domain
are the most appropriate.
B. Determine HR initiatives that support the organization technical competency and explain which behavioral competencies within the leadership domain are the most appropriate.
C. Determine HR initiatives that support the workplace technical competency and explain which behavioral competencies within the interpersonal domain are the most appropriate.
D. Recommend strategic HR initiatives across the organization that utilize a combination of behavioral competencies, and explain why this is the most appropriate approach.
Milestone One: Employee Engagement and Retention
Milestones
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 element 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. This submission will be graded with the Final Project Rubric.
Deliverables
| Milestone | Deliverable | Module Due | Grading |
| One | Employee Engagement and Retention | Three | Graded separately; Final Project Milestone One Rubric |
| Two | Performance Management: Employee and Labor Relations | Five | Graded separately; Final Project Milestone Two Rubric |
| Three | Global HR, Diversity, Risk Management, and Social Responsibility | Seven | Graded separately; Final Project Milestone Three Rubric |
| Final Submission: Strategic HR Plan | Nine | Graded separately; Final Project Rubric (this document) |
Final Project Rubric
Guidelines for Submission: Your strategic HR plan must be 12 to 15 pages in length (plus a cover page and references). Use double spacing, 12-point Times New
Roman font, and one-inch margins. You should use current APA style guidelines for your citations and reference list.
| Critical Elements | Exemplary (100%) | Proficient (90%) | Needs Improvement (70%) | Not Evident (0%) | Value |
| People: Talent | Meets “Proficient” criteria and examples demonstrate a complex grasp of how strategies for acquiring qualified talent support organizational goals | Determines appropriate | Determines appropriate | Does not determine appropriate strategies for acquiring qualified talent | 6 |
| Acquisition | strategies for acquiring qualified talent and explains how these strategies support organizational goals, using specific examples | strategies for acquiring qualified talent and explains how these strategies support organizational goals, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | |||
| People: Employee | Meets “Proficient” criteria and examples demonstrate a complex grasp of how employee engagement strategies will increase retention | Determines appropriate | Determines appropriate | Does not determine appropriate employee engagement strategies | 6 |
| Engagement and | employee engagement | employee engagement | |||
| Retention | strategies and explains how these approaches will increase retention, using specific examples | strategies and explains how these approaches will increase retention, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | |||
| People: Learning and | Meets “Proficient” criteria and examples demonstrate a complex grasp of learning and development opportunities aimed toward attracting and retaining qualified talent | Determines learning and development opportunities aimed toward attracting and retaining qualified talent within the organization, using specific examples | Determines learning and development opportunities aimed toward attracting and retaining qualified talent within the organization, using specific examples, but examples are inappropriate | Does not determine learning and development opportunities aimed toward attracting and retaining qualified talent | 6 |
| Development | |||||
| People: Total | Meets “Proficient” criteria and examples demonstrate a complex grasp of how total rewards strategies support the goals of an organization | Identifies appropriate total rewards strategies to increase employee retention and explains how these strategies support the goals of an organization, using specific examples | Identifies appropriate total rewards strategies to increase employee retention and explains how these strategies support the goals of an organization, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | Does not identify appropriate total rewards strategies to increase employee retention | 6 |
| Rewards |
4
| Organization: | Meets “Proficient” criteria and examples demonstrate a complex grasp of how punitive and nonpunitive disciplinary approaches impact employee relations | Analyzes punitive and nonpunitive disciplinary approaches and explains their impacts on employee relations, using specific examples | Analyzes punitive and nonpunitive disciplinary approaches and explains their impacts on employee relations, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | Does not analyze punitive and nonpunitive disciplinary approaches | 8 |
| Employee Discipline | |||||
| Organization: | Meets “Proficient” criteria and examples demonstrate a complex grasp of how elements of an effective performance management system meet organizational needs | Determines the elements of an effective performance management system and explains how well the employer’s system meets organizational needs, using specific examples | Determines the elements of an effective performance management system and explains how well the employer’s system meets organizational needs, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | Does not determine the elements of an effective performance management system | 8 |
| Performance | |||||
| Management | |||||
| Organization: | Meets “Proficient” criteria and examples demonstrate a complex grasp of improvements that could be made to a nonunion complaint process | Determines the differences between union grievance procedures and nonunion complaint processes and describes improvements that could be made to a nonunion complaint process, using specific examples | Determines the differences between union grievance procedures and nonunion complaint processes and describes improvements that could be made to a nonunion complaint process, using specific examples, but description is cursory or contains inaccuracies, or examples are inappropriate | Does not determine the differences between union grievance procedures and nonunion complaint processes | 8 |
| Employee and Labor Relations | |||||
| Workplace: Diversity | Meets “Proficient” criteria and examples provided demonstrate a complex grasp of appropriate strategies for managing a diverse workforce | Explains generational | Explains generational | Does not explain generational differences within the workplace | 6 |
| and Inclusion | differences within the workplace and describes appropriate strategies for managing a diverse workforce, using specific examples | differences within the workplace and describes appropriate strategies for managing a diverse workforce, using specific examples, but description is cursory or contains inaccuracies, or examples are inappropriate |
5
| Workplace: Risk | Meets “Proficient” criteria and examples provided demonstrate a complex grasp of how HR activities and policies can be used within the organization to mitigate risk | Determines appropriate | Determines appropriate | Does not determine appropriate proactive HR activities and policies for mitigating risk | 6 |
| Management | proactive HR activities and policies for mitigating risk and explains how these can be used within the organization, using specific examples | proactive HR activities and policies for mitigating risk and explains how these can be used within the organization, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | |||
| Workplace: | Meets “Proficient” criteria and examples demonstrate a complex grasp of HR’s role in creating a culture of social responsibility within the organization and the organization’s community | Describes HR’s role in creating a culture of social responsibility within the organization and the organization’s community, using specific examples | Describes HR’s role in creating a culture of social responsibility within the organization and the organization’s community, using specific examples, but description is cursory or contains inaccuracies, or examples are inappropriate | Does not describe HR’s role in creating a culture of social responsibility within the organization and the organization’s community | 6 |
| Corporate Social | |||||
| Responsibility | |||||
| Workplace: HR in | Meets “Proficient” criteria and examples provided demonstrate a complex grasp of how proper employee preparation approaches ensure ongoing engagement | Determines appropriate | Determines appropriate | Does not determine appropriate strategies for properly preparing employees for an expatriate assignment | 6 |
| the Global Context | strategies for properly preparing employees for an expatriate assignment and explains how these approaches ensure ongoing engagement, using specific examples | strategies for properly preparing employees for an expatriate assignment and explains how these approaches ensure ongoing engagement, using specific examples, but explanation is cursory or contains inaccuracies, or examples are inappropriate | |||
| Behavioral | Meets “Proficient” criteria and explanation provided demonstrates a complex grasp of which behavioral competencies within the business domain are the most appropriate for supporting the people technical competency | Determines HR initiatives that support the people technical competency and explains which behavioral competencies within the business domain are the most appropriate | Determines HR initiatives that support people technical competency and explains which behavioral competencies within the business domain are the most appropriate, but explanation is cursory or contains inaccuracies | Does not determine HR initiatives that support the people technical competency | 6 |
| Competencies: | |||||
| Business Domain |
6
| Behavioral Competencies: Leadership Domain | Meets “Proficient” criteria and explanation provided demonstrates a complex grasp of which behavioral competencies within the leadership domain are the most appropriate for supporting the organization technical competency | Determines HR initiatives that support the organization technical competency and explains which behavioral competencies within the leadership domain are the most appropriate | Determines HR initiatives that support the organization technical competency and explains which behavioral competencies within the leadership domain are the most appropriate, but explanation is cursory or contains inaccuracies | Does not determine HR initiatives that support the organization technical competency | 6 |
| Behavioral Competencies: Interpersonal Domain | Meets “Proficient” criteria and explanation provided demonstrates a complex grasp of which behavioral competencies within the interpersonal domain are the most appropriate for supporting the workplace technical competency | Determines HR initiatives that support the workplace technical competency and explains which behavioral competencies within the interpersonal domain are the most appropriate | Determines HR initiatives that support the workplace technical competency and explains which behavioral competencies within the interpersonal domain are the most appropriate, but explanation is cursory or contains inaccuracies | Does not determine HR initiatives that support the workplace technical competency | 6 |
| Behavioral Competencies: HR Initiatives | Meets “Proficient” criteria and explanation demonstrates a complex grasp of appropriate behavioral competencies for supporting recommended strategic HR initiatives | Recommends strategic HR initiatives across the organization that utilize a combination of behavioral competencies and explains why this is the most appropriate approach | Recommends strategic HR initiatives across the organization that utilize a combination of behavioral competencies and explains why this is the most appropriate approach, but explanation is cursory or illogical | Does not recommend strategic HR initiatives across the organization | 6 |
| 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 |
| Total | 100% | ||||
