1 compensating employeeschinasnhu02072021

1
Compensating Employees
China
SNHU
02/07/2021
Compensating Employees
Many companies are reported to have compensation
strategies that are not tied to company performance. According
to the previous International Labor Organization report, more
than 20 percent of manufacturing and service industries
underpay their employees. According to the report, many
organizations have collapsed due to low compensation strategies
Bonache & Stirpe, 2012). The report also indicated that many
companies pay executive employees lucrative salaries even
when the company performance falls below stakeholders’
expectations. The report further indicated that there is an
increasing pay gap between the executive and non-executive
employees. Here, we are going to describe the compensation
philosophy of Maersk and also determine how the market
influences the company’s philosophy. Further, this paper will
determine the value of salary surveys to the organization and
the advantages of discretion benefits to Maersk.
Compensation philosophy
Compensating executive employees
Maersk compensates its executive employees following the

direction issued by the company’s director. The professional
compensation director is a consultant in the company. The
compensation director forms a team with the company’s
compensation committee to perform an objective analysis of its
executive pay package (Carlock & Ward, 2005). In Maersk,
executive employees are those who earn an annual pay of more
than 200,000 dollars.
Executive compensation package
Mark's executive compensation package is mainly based on
long term rewards over short term rewards. The company’s
executive compensation package components are equity
agreement, current core compensation, employee benefits,
clawback provision, and separation agreement. The components
of current core pay include base pay and bonuses. Base pay is
the total money executive employees receive annually. The
company issues its employees with bonuses when they exceed
their goals.
Compensation for contingent workers
Contingent workers in Maersk include ob-call employees,
temporary workers, part-time workers, contractors and leased
employees. Contingent employees work less than 35 hours a
week. the company’s contingent workers are both voluntary and
involuntary employees. The company has many contingent
employees as a strategy to minimize labor costs and allow its
employees to advance their careers (Carlock & Ward, 2005).
Maersk has also employed contingent workers who are unable to
find full-time employment in other companies. The benefits that
contingent employees are entitled to in Maersk are calculated
based on the number of hours the employees work. the
employee benefits for contingent employees include patient
protection, affordable care, paying insurance premiums,
overtime, minimum wages and nondiscriminatory compensation
How market influences the compensation philosophy
External and internal factors such as level f income,
employment rate, inflation, and government policy influence its
compensation strategy. Areas with a high demand for labor

make the company increase its compensation rate (Torstensson
& Sonesson, 2010). Those with a high supply of laborers make
the company spend less money in compensating its employees.
Also, the lower the unemployment rate, the higher the company
pays its employees, and the higher the unemployment rate, the
lower the company compensates its employees.
Value of salary surveys to an organization
The company engages in a salary survey to focus on
geographic regions, job titles, employer sizes, and industries.
The survey data comprises quantifiable aspects of compensation
such as merit increase, base salaries, salary ranges, incentives,
starting salary, allowances, benefits, working hours, and
increase percentages. The company engages in salary surveys
for benchmarking purposes, enables them to design a total
reward compensation package, and also helps it to keep up with
compensation trends. Salary survey also provides data on the
turnover and retention rate in the organization.
Advantages of discretionary benefits to Maersk
Maersk provides its employees with additional benefits
that are not determined by the law. These benefits include
mental health, physical health, prescription drugs, substance
abuse, dental and vision insurance for workers and their
families, a pension plan, life insurance, payment for childcare,
and tuition assistance. The company pays part of the cost of the
benefit plan for its employees. Through the provision of these
benefits, the company builds a positive relationship with its
employees (Torstensson & Sonesson, 2010). Besides, the
company also provides these benefits to match competitor’s
benefits. Finally, the company gives these benefits to boost
productivity and offer choices to its employees.
In conclusion, this paper has described Maersk’s
compensation philosophy by identifying executive and
nonexecutive employees’ compensation packages and the
benefits of survey data and discretion benefits.

References
Bonache, J., & Stirpe, L. (2012). Compensating global
employees. In Handbook of Research in International Human
Resource Management, Second Edition. Edward Elgar
Publishing.
Carlock, R. S., & Ward, J. L. (2005). Assuring a healthy
business. In Family Business (pp. 17-30). Palgrave Macmillan,
London.
Torstensson, P., & Sonesson, L. (2010). Supply Services to
Arctic Offshore Operations; Macro-environment, Market
Demand, and Business Potentials–The Case of Maersk Supply
Service.
1
Managing and Appraising Employee Performance
China Brown
SNHU
01/27/2021
Managing and Appraising Employee Performance
Performance management is one of the vital roles of HR
managers. It is usually done to align an organization's
objectives with the agreed measures of employees, development
plans, skills, competency requirements, and the delivery of
results. Organizations undertake performance management by
emphasizing learning and development, improving a high-

performance workforce, and overall business strategies. The
main aim of engaging in performance management is to drive
behaviors from employees to get outcomes. Performance
management is mainly done by motivating employees (Hee &
Jing, 2018). Many organizations have registered improved and
tremendous performance because of this approach. This paper
seeks to address important concepts of performance appraisals
by identifying the role of HR in the performance management
process and how HR ensures that the process aligns with the
organizational strategic plans.
Many reports have indicated that HR departments play a
significant role in designing and implementing performance
appraisals. According to some sources, it is the HR department's
role to ensure smooth implementation of performance appraisals
in organizations. HR departments take part in designing the
performance appraisals by making sure that the process is
simple and does not take too much time. The HR department
ensures that the performance appraisal technique is clear and
transparent. The HR department also sits with the reviewing
authority to ensure the appraisals are completed in time and
only the deserving employee’s benefit from the process (Tanti,
Puspasari & Triandi, 2018). HR's role aligns the process to the
organizational strategic plan by ensuring that the process
enhances the fulfillment at the workplace s by improving
employees' morale and motivating employees to work hard
because they ensure that only the deserving employees benefit
from the plan. This will motivate employees to work hard and
meet their targets, and as a result, the organization will realize a
significant increase in profit.
Behavior, trait, and result-based appraisal methods are
different methods of measuring employee performance. The trait
is an appraisal method that is attached to innate characteristics.
Behavior is associated with employee actions. In trait appraisal,
the manager is interested in how an employee exhibits a given
trait about the job. On the other hand, the behavioral appraisal
looks at particular actions related to the job. Behavioral

appraisal is normally used when an employer wants to motivate
employees on specific actions related to the job (Tanti,
Puspasari & Triandi, 2018). Trait appraisal is used when an
employer wants to motivate a particular character of an
employee. For example, a manager can use trait appraisal to
measure customer care performance to determine whether she is
courteous on her job. An example of result-based appraisal is
when an employer decides to track the performance based on the
units the employee makes.
The suitable appraisal for Maersk is the 360-degree
appraisal system. 360 degrees appraisal system is handy when
seeking employees’ feedback. It helps in the collection of
feedbacks from employees, customers, peers, and seniors. The
feedback collected is used to determine the weakness and
strengths of employees. For Maersk, this appraisal system is the
best because it will help the company enhance collaboration,
leadership, and teamwork skills through their feedback. It also
helps the organization improve its profit because it creates a
conducive environment for work by motivating employees and
enhancing their skills. Collecting feedback gives a clear insight
into an employee's personality trait and attitude towards the
work assigned. The feedback from employees will also help the
organization understand employees and their work approach
better and help them grow. The advantage of this system is that
it is cost-effective, and it will give the company a clear picture
of employee’s performance.
Performance management involves rating employees using
various rating scales such as linear numeric scale, Likert,
multiple rating matrix, frequency scale, and forced ranking
scales. Rating scales involve asking employees to rate abstract
concepts such as satisfaction, education level, age, or machines
owned in work. On the numerical scale, employees provide
numeric responses to some questions such as satisfaction, brand
favorability, ease, or feature importance. The Likert scale has
employees agree or disagree with multiple statements (Wang,
Zhu, Mayson & Chen, 2019). Multiple rating matrix present

questions to employees and can be used to display many
questions or statements. For example, when having employees
or customers rating their brand attitude, it will need a matrix to
rate the employees. Frequency scales are used to rate how
employees perform or think they perform.
References
Hee, O. C., & Jing, K. R. (2018). The Influence of human
resource management practices on employee performance in the
manufacturing sector in Malaysia. Internatio nal Journal of
Human Resource Studies, 8(2), 129.
Tanti, L., Puspasari, R., & Triandi, B. (2018, August).
Employee performance assessment with profile matching
method. In 2018 6th International Conference on Cyber and IT
Service Management (CITSM) (pp. 1-6). IEEE.
Wang, M., Zhu, C. J., Mayson, S., & Chen, W. (2019).
Contextualizing performance appraisal practices in Chinese
public sector organizations: the importance of context and areas
for future study. The International Journal of Human Resource
Management, 30(5), 902-919.
3

Training Need Assessment
China Brown
SNHU
01/23/2021
Training Need Assessment
Many reports have revealed that organizations enjoy
several benefits through training need assessment. The previous
survey conducted by International Labor Organization
established that 80% of the top-performing companies such as
Apple, Samsung, Wal-Mart, Caterpillar, and Amazon have
succeeded in creating a sound Human Resource Framework that
allows the organizations to conduct training need assessment
before hiring employees (Kusmiatun, Suyitno & Basuki, 2017).
Other reports have also shown that the HR strategies' alignment
with organizational strategies helps organizations understand
the need for education and training among employees. This
paper will focus on discussing the benefits that Caterpillar
enjoys through conducting training assessment need.
There are many benefits that organizations enjoy through
conducting training need assessment. Caterpillar is one of the
companies that have succeeded through its Human Resource
activities. In 2015, Caterpillar was awarded a center of
excellence for effective customer service and human resource
activities. The report established that conducting training need
assessment has helped the company save time and prevents the
wastage of funds through training the wrong people or engaging
in inaccurate training content (Mazhisham et al., 2018). Further,
the report showed that the company often develops the right
employees who require training, which has prevented it from
wastage of resources. The New York Times also reported that

having a training strategy can help the company obtain a
competitive advantage. With the increasing competition and
depleting resources, many sources have shown that having a
training strategy can help companies identify areas requiring
improvement in a company and focus on enhancing such areas
instead of subjecting all employees to training without
considering the need. There are also reports that training
assessment is the best strategy that organizations can adopt to
determine the need, focus scale, and target group for training
and align them with the organizational strategies. Training
assessment helps companies identify problems that can be fixed
and the skills required for specific jobs. Also, it provides
organizations with information regarding expertise required
when determining future developing goals.
Components of need assessment
The need assessment components used to determine
training requirements include organizational analysis, task
analysis, and personal analysis. During organizational analysis,
Maersk HR professional collaborates with the representative
department to identify and ascertain training requirements and
priorities that align the HR strategies with organizatio nal
strategies. The organizational analysis also involves comparing
the desired outcome with the desired skills and the
organization's requirements to achieve the outcomes. During
organizational analysis, the existing obstacles are identified and
minimized or removed when there is a need (Sahoo & Mishra,
2019). The organizational analysis is reflected in the partner job
posting of the CARE Business. Task analysis involves dividing
tasks into components, which are then used to establish a task
list for the job and the necessary skills or expertise it requires.
The personal analysis involves determining the best candidate
for a given position after training.
Importance of SMART Objectives
The goals set by organizations play a significant role in
determining their future success. Goals lead the organizations in
their operations, and through the goals, the organization can

achieve its mission and vision. Internal determination of
training needs requires proper objectives, which may involve
expanding the workforce, training the workforce, and employee
motivation. The development of training assessment should be
based on the SMART analysis. The SMART analysis provides a
clear focus for the organizational management and employees
by describing priorities employees and management can comply
with when planning projects. Goal settings also help to increase
morale and determine employees’ motivation strategies.
Another advantage of this organizational tool is that it helps
improve the cohesion of the group.
Importance of developing learning activities
Developing learning activities has been identified to have
many benefits to organizations. The report issued by the HR
department for Apple revealed that learning activities help
increase employees' motivation to advance their skills,
knowledge, and adjust their confidence and morale. For
Caterpillar, its representatives are customer advocates who are
keen on ensuring that employees and customers' wellbeing are
achieved. The company’s representatives are determined to
enhance the relationship between employees and customers.
According to Sahoo & Mishra, (2019) building a strong
relationship between customers and employees in the
organization involves identifying customer needs by considering
market trends. For Caterpillar to equip its employees with the
knowledge they require to complete the tasks, the company
should design its activities to allow its staff to acquire specific
information, skills and use the skills they have acquired to
engage customers.
Incorporation of adult learning principles and experiential
learning methods
Adult learning is autonomous in many organizations,
making the company allow its employees to make decisions and
choices regarding their training. Adult employees should be
allowed to identify areas that require improvement and make
choices regarding their training. However, some testing

techniques allow individuals to demonstrate mastery of a
subject. For instance, monitoring programs help the employees
to set specific learning goals.
In conclusion, the company should encourage
collaborative relationships among its trainees and provide an
experienced staff or expert who can guide the trainees on areas
they need to improve or skills they require to accomplish their
tasks. It is also important to consider adult training as
significant because it improves the organizational outcome and
helps companies achieve their goals.
References
Kusmiatun, A., Hs, W., Suyitno, I., & Basuki, I. A. (2017).
Need assessment of learning materials of Indonesian for
academic purposes for speakers of other languages. Researchers
World, 8(3), 151.
Mazhisham, P. H., Khalid, M. Y., Nazli, N. N. N. N., Manap,
R., & Hussain, N. H. M. (2018). Identification of Training
needs assessment in organizational context. IJTMSS, 1(5), 20-
30.
Sahoo, M., & Mishra, S. (2019). Effects of trainee
characteristics, training attitudes and training need analysis on
motivation to transfer training. Management Research Review.

HR Final Project Milestone One
Explain why the human resource function should be aligned
with an organization’s strategic plan (use ideas from the Module
One discussion on this topic).
There are number of reasons to align human resource function
with organization strategic plan. Human resource function
should be aligned with an organization plan as it enables
organizations to achieve their vision. It enables HR department
to know future direction of the organization and to have
appropriate staff to run with it. It helps and ensures having right
peoples with right skills and abilities at the right time in the
right place (organization). Having right persons in the
organization is essential for the development and success of the
organization. It helps to know upcoming changes in the
organization to train their men for organizational development.
It keeps the organization up to date and ready to change
according to the modern world challenges and requirements.
Human resource function alignment with organization’s
strategic plan helps them to set long-term organizational goals
and way forward to achieve them. It also ensures to follow
policies, procedures and protocols in the organization. It
enables them to align all other human resource activities with
organization’s strategic plans.
Explain how current global conditions in Maersk’s industry
impact human resource management practices within this
organization (use ideas from the Module One discussion on this
topic).
Maersk is a global organization, that’s why it can be affected by
global industrial conditions. Maersk and its human resource
management department remains aware of global conditions and
its impacts toward them. Maersk has adopted flexible human
resource management practices to adjust with modernly
changing global conditions to avoid negative effects and
stagnate human resource practices. Maersk keep on changing

its human resource management practices according to the
global conditions, requirements and challenges. As they change
their recruiting practices along with passage of time to hire new
and fresh employees and train them but they changed it due to
employee turnover. Maersk randomly reevaluates its human
resource management practices to run with current global
conditions.
Compare and contrast recruitment and selection of internal
versus external candidates in general.
Each recruitment and selection of internal and external
candidates have advantages and disadvantages. However, the
both are very important and necessary. But the important point
is use of both recruitments for the benefit of the organization.
Human resource management decide when to use internal or
external recruitment and selection of candidates. As we saw in
case of Maersk. They changed their practices of recruiting and
selection of internal and external candidates for some reasons
like training, development, retention, turnover and leftover etc.
External candidates with appropriate skills and abilities are
recruited and trained for specific job which can be expensive
while recruiting internal candidates can be easier, inexpensive
and beneficial in number of ways like retention and output etc.
External recruitment can bring out new ideas, new skills, new
talent but it can take lot of time, efforts and money to train and
familiar with the organization and its human resource
management practices. While, internal recruitment may be far
away from new talent and new ideas but can save lot of time,
efforts and amount in shape of training and on job trainings and
familiarity with the organization.
Describe how Maersk has recruited and selected new employees
who were aligned with the organization’s vision and goals over
the years.
Generally, Maersk hired fresh and untrained candidates to train
them up to two years. Where it created a sincere belonging
relationship with the organization and people work like a family
atmosphere to work for long term basis. However, it also

created employee’s turnover or left-over ratios. As they found
any reasonable or better opportunity, they switch over to next
organization. That’s why, Maersk brough changes to its
recruitment policies to retain and recruit the right person.
Assess the effectiveness of its recruitment process and
determine what changes if any you would recommend to
improve employee success and retention.
Maersk recruitment process remained effective as they used to
bring some useful and effective changes to improve employee
success and retention. First of all, they brought, attraction
through bringing right persons in the organization and attracted
them to work in the organization. Secondly, identification of
accurate needs and selection of appropriate candidates or talent
with required capabilities and skills. They appointed right
persons at the right time at the right place. Research and
development are essential for effectiveness of recruitment
process and retention of the staff to achieve its goals. Scenario
planning is necessary for effective recruitment and successful
retention. Finally, measuring performance on regular basis
would bring recruitment process effectiveness and successful
retention of the staff to have a bunch of talented and
outstanding human resource.
References
Boris Groysberg and Sarah L. Abbott (2013), A.P. Møller -
Maersk Group: Evaluating Strategic Talent Management
Initiatives
Eric Krell (2015), Weighing Internal vs. External Hires.
https://www.shrm.org/hr-today/news/hr-
magazine/pages/010215-hiring.aspx
Andrea Disanferdin (2018), Human Resource Management.
http://www.ijsrp.org/research-paper-0918/ijsrp-p8126.pdf

Overall Feedback week 2 assignment
I hope you have enjoyed this course thus far. Some students
think that the final project, or comprehensive project, should be
one that includes their own thoughts and opinions. That is true:
however, your thoughts and opinions are only as strong as the
information that you include to support it. So, in your final
project, be sure to include and cite supporting information,
generally about 1-2 cites per page.
You met all the requirements of the assignment, and for that I
thank you for all the attention to detail that you committed.
Remember to have a solid thesis, keep paragraphs to 3-5
sentences, and have 1-2 citations per page (no more than 2
citations per page as we like to see more original
thought/writing than citations).
What a great week, and thanks for everything! I do try to end
the week with an inspirational thought or two: remember that
your dreams can come true, but only if you do something about
them. A dream remains a dream until you work to make your
dream become a reality. Do not just hope for the future; work
hard to make the future that you want. Thanks so much, Dean
Overall Feedback 3 assignment
China - Very well done here. The definition that, “A literature
review is a review of a subject field that supports the
identification of specific research questions...it draws on and
evaluates different types of sources including academic and
professional journal articles, books, and web-based resources”
(Rowley & Slack, 2004, p. 31), is an excellent one.
As I looked at the overall presentation, I am gratified that you
addressed these aspects of the assignment. A fine aspect to

accomplish.
In a literature review, I usually bold this sentence since
everything in the paper should reinforce/support that one
sentence. This is an outstanding way to gather the interest of
your audience and reinforces the power of information
contained within a literature review.
In your Literature Review summary, remember to choose a word
or sentence from each article and then compile those words and
phrases into the summary. The key is to identify available
research – both those that support your belief and that oppose it
– so that when you develop your own thesis or theory it is not
contradicted by available facts, statistics, theories, or research.
Thanks again for everything you have done this week: remember
that great accomplishments, and great rewards, often come from
great sacrifice. I wish you the greatest of rewards in your life.
Cheers, Dean.
Overall Feedback 4 assignment
China - A key is progress, which means that projects are
iterative. You create the based outline and milestones, and then
you add to your project, recognizing that your project will
evolve and change over time.
Be prepared to continually review your project so that you can
adapt it to the information and knowledge you gain over the
weeks of the course.
Overall, your grammar was nicely done. Note that some of the
more common grammar mistakes to avoid include not writing in
first person, avoid contractions, avoid generalizing (“everyone
does it,” “most people,” etc.), and avoid ending sentences with
a preposition. Thanks!

I wanted to add one final thought to wrap up the week: in
education, as in life, we always try to do good, and have always
believed that if we try to do good, we can make the world just a
little bit better. I wish us all the best as we try to make
something better through our time here. With that, my best to
you all! Dean
Overall Feedback Week 5 assignment
China - I appreciate your work this week. I would start our
conversation by adding that in completing your outline and
milestone, you can use the general outline and milestone above
by simply removing the verbiage after each heading and
replacing with the content from your presentation. This will
ensure you produce an outline and milestone that contains all
the key points you want to make in your presentation, along
with the presentation order.
A thought I would add here: be sure that you detail exactly what
you are trying to prove. Whether in an essay or PowerPoint, it
becomes clear that knowing exactly what you are trying to
prove. This is the area I would highlight in your presentation.
Otherwise, you are on the right track.
In this assignment, an important aspect is to answer every part
of the question. Here, I encourage you to “highlight” those
aspects of the assignment requirements that they have answered
in your response.
I wanted to say how very appreciative I am of all your time and
effort. A final thought as we end the week: though we do dream
of something better, and those dreams of a better world may be
worthwhile, they are worthless unless we do something about
them. Fortunately, we are only limited by the dream of a better
world, and our determination to make a difference. I hope we all
reach our dreams. With that, enjoy the day. Dean

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:

common in today’s global workplace for promoting shared
values throughout an organization
that align to and promote the organization’s vision, mission, and
business
ensuring alignment with the organization’s strategic plan
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
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
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
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
candidates but does not utilize
the Society for Human Resource
Management website as resource
Does not compare and contrast
candidates using the Society for
Human Resource Management
website as resource
6
Training: Needs

Assessment
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
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
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
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
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
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
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
description is clear and
contextualized
Identifies a variety of
performance scales that can be
used in organizations and
describes each
Identifies a variety of
used in organizations, but does
not describe each scale
Does not identify a variety of
used in organizations
6
Compensation:
Compensation
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
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
spelling, syntax, or organization
Submission has major errors
that negatively impact readability
and articulation of main ideas
Submission has critical errors
that prevent understanding of
ideas
4
Earned Total 100%

1 compensating employeeschinasnhu02072021

1 compensating employeeschinasnhu02072021

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