SNHU AP Moller Maersk Group Human Resource Management Paper

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 environmentPromptIn 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.

1. HRM Functions and Practices
   1. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan. [OL-211-03]
   2. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations. [OL-211-01]
2. 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]

1. Training
   1. Describe the components of a needs assessment used to determine the training requirements of the organization. [OL-211-01]
   2. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learningfrom this course. [OL-211-03]
   3. Illustrate the value of a training needs assessment in an organization. Support your response. [OL-211-01]
   4. Describe the importance of creating SMART objectives for a training plan. [OL-211-02]
2. Evaluation
   1. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategicplan? [OL-211-03]
   2. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable. [OL-211-02]
   3. How do you identify best-suited appraisals for employee job duties? Support your response with an example. [OL-211-04]
   4. 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]
3. Compensation
   1. Describe the compensation philosophy. How does the market influence this philosophy? [OL-211-04]
   2. 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.

Milestone

Deliverables Deliverable Module

Due

Grading

Graded separately; Milestone One Rubric

Graded separately; Milestone Two Rubric Graded separately; Milestone Three Rubric Graded separately; Milestone Four Rubric Graded separately; Final Project Rubric (below)

1. 1 Evaluating Strategic Talent Management Two Initiatives—Functions and Practices/Staffing
2. 2 Employee Development Processes Three
3. 3 Performance Management Four
4. 4 Compensation FiveFinal Submission: HRM review Seven

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.

vhttps://www.shrm.org/resourcesandtools/tools-and-s…

https://www.maersk.com/about

This is the module where all the functions of HRM come together in alignment with the overall corporate strategy. As you have seen, HRM involves many core functions: staffing, training and development, performance management, compensation, employee relations, and more. While each of these functions involves its own practices, programs, and procedures, HR leaders know that none exist in a vacuum. As they develop and refine a program in any one of these areas, HR practitioners begin by looking at the organization’s overall mission and objectives. In addition, they consider how developments or changes will affect the other areas of HRM.

Designing HR processes that support corporate strategy and achieve their intended purpose is not easy. Miriam Ort, co-author of One Page Talent Management, is an expert at creating effective HR programs because she recognizes that HR processes must be workable and realistic for managers to implement. She realizes that “a well-administered adequate program is far superior to an excellent program poorly administered” (Harvard Business Review, 2010). But Ort’s approach delivers far more than adequate programs because she espouses three steps for designing effective HR processes:

1. Benchmark – Look to the “science” or the published research to find the facts about what has worked for others, especially the best in class.
2. Simplify – Eliminate the complexity and add value by asking if the added intricacy is worth the additional time, effort, and/or cost.
3. Build – Incorporate transparency and accountability into the process so that managers and employees will embrace the program (Harvard Business Review, 2010).

For more on Ort’s “one page talent management” process, view this video on building simpler, more effective HR processes.

– The captioned version of this video may be accessed in the following link: OL-211: Building Simpler, More Effective HR Processes (CC)

What does Ort mean by “transparency”? According to the website Young Entrepreneur, the five characteristics of a transparent workplace are communication, honesty, regular feedback, respect, and admitting wrong (McCoy, 2014). Figure 1 illustrates for HR leaders five strategies that build transparency into the workplace:

Figure 1 (Meister, 2015)

“HR is a game-changer,” says MeetTheBoss.tv (MeetTheBoss.tv, 2011). In this video, you will hear how these transparency-building concepts are reinforced as executives from the best of the best—Google, McDonald’s, Kentucky Fried Chicken, Mattel, and IBM—describe three practical HR strategies that have made significant differences in their companies.

– The captioned version of this video may be accessed in the following link: OL-211: Ten Best Practice HR Tips – Human Resource Best Practice | MeetTheBoss (CC)

References

Harvard Business Review. (2010, August 17). Building simpler, more effective HR processes. [Video file]. Retrieved from

McCoy, W. (2014). What is the meaning of transparency in the workplace? The Nest. Retrieved from http://woman.thenest.com/meaning-transparency-work…

MeetTheBoss.tv. (2011, February 21). Ten best practice HR tips – Human resource best practise. [Video file]. Retrieved from

Meister, J. (2015, February 10). Five strategies for building transparency in the workplace. Retrieved from http://www.forbes.com/sites/jeannemeister/2015/02/…