Summer 2018 Guidelines for Graduate Papers HRM Courses Facil.docx

Summer 2018 Guidelines for Graduate Papers
HRM Courses Facilitated By:
Dr. Gary Lorenzo Wash
PREPARING FOR YOUR PAPER ASSIGNMENTS
**PLEASE READ**
If you basically understand and adhere to the information in this
document, you will probably do a good
job with your paper submissions. It is extremely important that
you know we are not here to address
what you previously did with papers in previous courses. We
are here to establish the guidelines for this
course and they are provided below in this document.
APA Style – What does this mean for faculty and students?
Strayer University adheres to APA style guidelines as published
in the 6th edition of the APA style guide. The
University subscribes to APA style to provide a consistent set
of writing and formatting standards that can
be used in all written assignments. APA also ensures that
students have a consistent way to provide
documentation for all sources used in assignments.
However, it is also important to note that not all aspects of APA
style are applicable to all classes and/
or assignments. Just follow the lead of the instructor for the
current course you are in, NOT previous
courses.

What is required?
While each assignment is different, there are some components
that are universal to all. These include:
1. Double-space all lines of information in the paper. Spacing
beyond double is not permitted.
2. Indent the first line of every paragraph ½ inch. Page-long
paragraphs are not permitted.
3. Align the text to the left margin, leaving the right margin
“ragged”.
4. The document must have a title page that has a running head
with the first page number. There
must also be on the page (centered) the paper title, student’s
name, school name, and date of
assignment as minimum information. A sample paper template
will be provided and is highly
recommended to use as a source for writting effective papers.
5. Reference lists begin after the last page of text. A reference
list is used at the end of the paper to
accurately document all sources cited. The reference list is
organized alphabetically, is double-
spaced, and uses a hanging indent paragraph style. NOTE – The
reference format will differ
depending on the source (i.e. book, journal article, newspaper,
and website). Please refer to the
APA style guide to provide correct documentation and the
sample reference list for our course.
6. Headings will be used for all required sections of the paper.

In other words, for each criteria
statement for the assignment a heading will determined. The
heading should not be a copied and
pasted criteria statement. Instead, student should revise the
statement and come up with a
“less-wordy” version for the heading (see sample paper
template).
7. In-text citations are used to summarize, paraphrase, or quote;
it is important to provide credit when
using others ideas, thoughts, or work. Citations allow the reader
to easily find the source document.
Citations for ALL assignments are required and there must be at
least one for every reference
listed on the reference page. All citations in this course must
have 3 parts: (1) Author or source, (2)
year, and (3) page or paragraph number (depending on the type
of reference).
Specifics from the Instructor (Very Important)
In order to ensure the least amount of points reduced when
grading your papers, the following
actions must strictly be followed:
1. First and foremost, follow the above APA requirements from
the Purdue Owl link provided.
2. Do not submit papers filled exclusively or overwhelmingly
with researched information from
others work. With any sourced information, you must also
provide your own perspectives and
thoughts. You may decide how you balance the researched
information with your own thoughts.
3. Citations to show the work of others must be placed in

appropriate places within the paper, which
is either directly before or immediately after the quoted or
paraphrased information. If a citation
is placed at the end of a paragraph and there is no way to
determine what information it covers,
points will be lost for improper placement of the citation.
4. **VERY IMPORTANT** Information and discussions in the
paper must directly cover what the
criteria instructions (statements) outline from the
syllabus/course guide. Sometimes a single
criterion directs that you address more than one area, so ensure
that you cover everything. Avoid
addressing things with no relation to the overall topics for the
paper.
5. **PLAGIARISM** Everyone should know that plagiarism is
absolutely not permitted. I cannot
express more the seriousness surrounding this point. For this
course, there is no such thing as
“allowable percentage of plagiarism”. An assignment will be
considered “flagged” for plagiarism if 3
or more "sections of words" (sentences, paragraphs, etc.) are
determined to be from other
sources for which credit has not been given. The paper will then
receive a score of “0”
Here’s how plagiarized information in papers will be treated in
this course:
o For any assignment that is flagged for plagiarism for the first
time, if it is reasonably
determined that a student UNINTENTIONALY plagiarized
information, they will receive a
written warning (usually in paper assignment feedback) and a
score of "0" from the

professor. The assignment may then be resubmitted for up to
80%credit and must be
resubmitted within 15 days following receipt of the written
warning. It should be also
noted that the 15-day period to resubmit the paper does not
extend grace periods to
any other assignment due for the course.
o If it is reasonably determined that a student INTENTIONALY
plagiarized words in the paper, a
"0" grade is given and the student will be allowed to resubmit
for up to 50% credit and must
resubmit within 7 days following receipt of the written warning.
It should be also noted that
the 7-day period to resubmit does not extend grace periods to
any other assignment due for
the course.
o All additional assignments for the course found to be
quantitatively plagiarized (see number
5 above) will receive a grade of “0” with absolutely no
exceptions and no resubmits. Also, as
a matter of record and compliance, intentional and/or a second
plagiarism offense will be
reported to Strayer University’s Office of Student Affairs.
6. All papers will be reviewed utilizing both SafeAssign and
Grammarly plagiarism software.
7. The student center in Blackboard will have more documents
available to you to assist with ensuring
your papers are well-written and APA-focused. I will also
provide additional lecture on the topic of

paper writing.
Note: All assignemnt papers for this course are required to have
an Introduction and a Conclusion section.
These items are clearly shown on the sample paper template
provided for this course and are mandatory for
all papers. Each section is worth 5 total points and these points
will be deducted if the sections are missing
from the papers.
STEP 1: ANALYZE AND ASSESS The first activity involved in
developing a total rewards program is to get a clear
understanding of the existing situation. This involves defining
the current state, inventorying current rewards, assessing the
current total rewards mix in terms of both people and dollars,
and listening to what current and potential employees regard as
important. Collectively, this data provides critical clues that
will help identify the type of rewards that best suit an
organization and how to use a total rewards program to full
competitive advantage. Why Conduct an Assessment? While a
natural reaction is to jump in and get started, it is important to
systematically create a total rewards program that supports an
organization’s current and emerging business strategy. Why
conduct an assessment? Avoid incomplete information. Moving
too rapidly, forming assumptions too quickly, or shortchanging
the process could be dangerous. Succumbing to temptations
without sufficient time and effort could result in a total rewards
program with limited or no long-term business strategy.
Substantiate your position. An assessment provides the reasons
why a total rewards program should be implemented and
provides a framework for building a total rewards program.
Increase credibility with management. Backup data provide the

ammunition needed to sell the total rewards program.
Assessments also are useful when making changes or
introducing new programs because they provide a starting point
for comparing the evaluation phase of the process.
Improvements can be documented. Assure compliance with the
law. Certain laws require recordkeeping and statistical analysis
in defense of charges against the company. It is important to not
lose sight of this as decisions are made about a total rewards
program. How to Conduct an Assessment An assessment
provides a reality check about an organization’s current
practices and values. It forces organizations to think about
“what is” and “what should be.” The gap defines the elements to
be addressed in the actual design phase of the project. So how is
an assessment conducted? Essentially, an assessment requires
the effective collection, organization, and analysis of data.
What exists needs to be documented. Glean readily available
internal and external data. Internal Data. Employee
demographics (age, gender, ethnicity, geographic location,
lifestyle), employee opinion surveys, performance objectives,
salary structures, benefit options, employee contributions.
External Data. Government statistics (Bureau of Labor
Statistics, Chamber of Commerce), salary survey data, cost-of-
living data, employment data from competitors, industry
surveys, vendor reports from outsourced functions, court case
law, data from professional associations. Benchmark the
organization’s strategies, policies, and practices against top-
performing companies. This will help gain a more in-depth
understanding of how specific reward elements are used and
integrated, and will provide a picture of how successful
organizations use reward elements to support key values,
changes, and results. For example, Fortune magazine conducts
an annual survey identifying the “100 Best Companies to Work
For” in America. Using benchmark information from these
organizations may provide data to assist in attraction,
motivation, and retention issues. Collect additional data, both
formal and informal. Questions can be posed to senior

management via individual interviews. Input from line managers
can be gathered using focus groups or through conversations
with various key leaders, depending on the organization’s size
and complexity. Information from employees can be obtained
through focus groups, opinion surveys, or other questionnaires.
It is helpful to ask what management most wants employees to
know, do, and care about. That is what the rewards system
should reinforce. It is helpful to ask employees what they value
and how they perceive their current rewards package. Sample
questions could include: What is the level of employee
satisfaction with pay and benefits? What makes employees
satisfied in their jobs? Do employees plan to stay with the
company? If not, when do they plan to leave? What factors are
influencing their decisions to stay or go? Synthesize business
data from various sources into an accurate and thematic
summary. Is the company perceived to be a high, moderate, or
low paying employer? Are employees generally satisfied with
pay levels? Is there a strong nonmonetary recognition and
rewards practice in place? To what extent is the current focus
understood and valued by employees? Is there a statement of the
desired culture regarding employee involvement? Assess your
current practice in light of the goal to create a total rewards
program. What are the critical aspects of culture that should be
reinforced by the total rewards structure/strategy? What values
should total rewards reinforce? Would employees be receptive
to a total rewards approach? What factors could limit success?
Define improvement opportunities and goals. The analysis
should conclude with relevant implications and specific
recommendations for change, including future intentions and
needs wherever possible. What to Consider in an Assessment
After learning the lay of the land, look at several other
considerations that could significantly impact the total rewards
program. Organizational Culture. Understand the challenges
facing the organization. What are the company’s internal and
external strengths, weaknesses, opportunities, and threats? Does
your organization have a bureaucratic or highly entrepreneurial

leadership style? Is management directive or participative? Is
the company viewed as a great place to work? Does the
organization have the talent it needs to be successful in the
future? Does it have the leadership strength to be successful?
Does the company create an engaging environment for
employees? Role of Human Resources. Look closely at how HR
is viewed in the organization. Is it perceived as: A business
partner? An enabler to attracting and retaining top talent?
Providing effective support systems to employees? Efficient and
effective with regard to processes and transactions? Helping
meet the needs of external customers? Being supported by
company leadership to create an environment that encourages
integration and shared vision? Improving efficiency through the
use of technology? A propagator of competitive plans and
programs? Cost-effective? Employer Needs. Know from the
outset what the company wants to accomplish and how a total
rewards program will get you there. For example, is the
organization moving from a domestic to a global business?
From manual to automated production? From a knowledge- to
technology-based company? Process map the organization’s way
of doing business. Each company is in a different stage of
development, and each has different needs and resources. Also,
consider whether current employees’ competencies and skills
mesh with current and future organizational needs. HR
professionals need to balance the current state with the desired
state. Employer desires could include: Improve recruitment.
Retain and motivate. Manage cost effectively. Increase
competencies. Improve organizational performance. Support
organizational change. Align behaviors with business strategy.
Employee Needs. Determine why people join and remain with
the organization. Retention plans fail when they are too
complicated or the rewards are not meaningful to the intended
group. Investigate what people value, what they enjoy, and what
gets them excited. Explore employees’ “motivational buttons”
and learn how to push them. Employee wants and needs could
include: Stock options or opportunities. More competitive

salary. Positive work environment. Lower health care costs.
Rewards and recognition. Increased flexibility. Career
opportunities. Budgetary Concerns. Conduct a cost analysis to
examine the company’s current investment in total rewards
programs. Can costs be eliminated or combined? What did it
cost other organizations to implement total rewards programs?
Are benchmark data on total rewards available from other
companies in the industry, or does a benchmark investigation
need to be conducted? Administrative Process. Consider the
current process for administering rewards programs. What kind
of structure is in place to support a total rewards program?
What changes might have to be made? A program that is too
complex or labor-intensive may threaten success. Likewise, a
program could be destined for failure if the proper resources are
not available to successfully maintain the plan. Are the
financial and human resources available to administer the
program? If not, are they obtainable? Readiness for Change.
Finally, assess the organization’s readiness to implement a new
total rewards program. Timing is everything. Does the
capability or capacity for change exist? Would the proposed
program align with organizational and cultural shifts? Is a
paradigm shift required? Are managers, who may be asked to
increase their involvement in a given process, willing and able
to make the adjustment? Know the odds of creating a winning
program before venturing out the starting gate. Can the
organization afford not to consider a total rewards approach?
STEP 2: DESIGN A design process starts with the corporate
mission, vision, and business strategy. The HR philosophy
flows from this and serves as a guiding light in the design of all
HR programs. Total rewards philosophy and strategy are
incorporated within the HR philosophy and strategy. From this,
strategies and practices/programs are developed within the five
facets of total rewards. Establishing a total rewards strategy
helps ensure that rewards become a strategic driving force in

the accomplishment of organizational goals. It also helps to
align the rewards system with the organization’s culture and
change efforts. Define the Corporate Mission and Vision The
corporate mission is an organization’s reason for existence or
purpose for being. Some conglomerates have more than one
mission to reflect different missions for different industry
sectors. Knowing “what business you are really in” is key to an
organization’s survival and growth. For example, railroads
stopped growing because they defined themselves in the train
business instead of in the transportation business. To create
success, an organization needs to define itself in terms of the
market and the customer, rather than the products or services it
offers. The corporate vision delineates the organization’s
aspirations and goals. While the mission concentrates on what
the organization needs to do in the immediate future for growth
and success, the vision provides a blueprint for the
organization’s long-term viability. It’s how you see the
organization 3, 5, even 10 years from now. The corporate vision
keeps you on course as you make decisions and plans that affect
the company’s future. Define the Business Strategy Business
strategy is a company’s plan for competitively positioning its
products or services with the intent to accomplish or support
corporate mission and vision goals. Business strategy drives HR
philosophy and total rewards design. Business strategy elements
include: Pricing. Quality. Product innovation. Service
excellence. Market responsiveness. Required rate of return.
Cost structure. Target market. Marketing and sales. Production.
Finance. Product design. Differentiation from competitors.
Distribution. Define the HR Philosophy and Strategy The HR
philosophy consists of management’s values and beliefs about
its approach to the employee relationship. Both HR philosophy
and business strategy are key components to the development of
an HR strategy. HR strategy consists of the organization’s
overall plan for recruitment, retention, and talent management
of employees. The total rewards strategy follows from the HR
strategy. It consists of the plans that will be used to support the

organization’s HR strategy. Define the Total Rewards
Philosophy Statement The total rewards philosophy statement
expresses management’s values and beliefs about total rewards.
The process of developing a statement unifies management’s
thoughts about total rewards programs. The total rewards
philosophy statement serves many purposes: Communicate
commitment and expectations to employees. Facilitate HR plan
design. Serve as a reference point to measure the success of
total rewards programs. Reinforce company culture and goals. A
starting point to develop a total rewards philosophy statement is
to ask broad questions about current rewards programs, the
organization, its culture, and its employees. Answering these
questions thoroughly and systematically can generate the
essential elements of the philosophy statement. What is the
company culture and environment? What needs to be done to
attract, motivate, retain, and engage employees? What are your
objectives? (In employment? Retention?) What is the role of
HR? (Attracting employees? Retaining employees? Increasing
employee satisfaction? Achieving the organization’s
performance goals?) What are the company’s performance
goals? What cost constraints on the total rewards program can
be defined in terms of profit or revenue and expense? Once
these questions are answered, it’s time to begin putting together
the total rewards philosophy statement. Components of that
generally include: Program objectives. Desired competitive
position in the labor market (often stated as a percentile of the
market). Values regarding factors that should be considered in
maintaining internal equity (identification of compensable job
factors, the relationship of pay and performance and the
relationship between pay and tenure). Values regarding total
rewards communication (open versus secretive). Values
regarding benefits cost sharing. Desired mix of total rewards
elements. The total rewards philosophy statement should be
communicated widely and regularly. Employees should
understand the statement. They should have the opportunity to
discuss the philosophy, ask questions about it, and give

management feedback. Define Your Total Rewards Strategy The
total rewards strategy determines detail beyond that provided in
the total rewards philosophy. It narrows the HR strategy to the
specific plan with regard to the total rewards mix that supports
the HR philosophy and strategy. The total rewards strategy
identifies: The optimal mix of total rewards elements for each
employee group. The mix may be high in some elements and
low in others. For example, more organizations are moving
toward placing a higher emphasis on work-life. In addition, the
life cycle of the business can affect the mix. In a high-tech
startup, there may be a cash shortage, so wages and benefits
may be low, but stock options and work-life may be high. The
manner in which each element will be earned and allocated
(performance versus entitlement, individual versus group
incentives, fixed versus flexible benefits). Appropriate labor
market segments for each employee group in which the market
is identified according to industry, size, geographic location, or
performance. Desired competitive position in the marketplace
for each employee group. Many companies want to offer a
rewards program targeted at the 50th percentile in the market.
However, the average in one market may be considered high or
low in another. Therefore, it is important to define the
marketplace in which the organization operates. Without a sense
of vision and overall strategic direction, people don’t feel as
invested in what they’re doing. Therefore, as the total rewards
strategy is defined, it is important to remember how it will be
viewed and embraced by key players, both within and outside of
your organization. (Chapter 3 elaborated on the critical
formulation of a total rewards strategy.) Key stakeholders
include: Senior management/board of directors. This group
needs to approve and be willing to support the philosophy and
strategy. They also are important for buy-in and ownership. HR
leadership. This group articulates the HR philosophy and
strategy, while its staff facilitates the process. Employees.
Internal, external, or exit surveys may provide guidance in
identifying the relative importance of total rewards elements to

various employee groups. Outside consultants. If outside
consultants are used, they should work closely with HR to
facilitate the process.
STEP 3: DEVELOP Developing a total rewards program is both
a science and an art. The steps shown constitute the general
steps followed in the development process. Organizations may
want to add steps. The key is to have a basic process and adjust
it to the organization’s culture, objectives, and specific needs.
In general, program design involves the determination of:
Purpose and objectives of the program. Eligibility of individual
participants in specific aspects of the program. Baseline for
measurement and goals. Funding of program initiatives. Plan
selection and structure. Course of action and timeline. Program
Purpose/Objectives Rewards systems represent both a major
cost to the organization and a critical means of linking
employees to business performance. As such, total rewards
programs should be strategically designed for the purpose they
are intended to plan and the results they are trying to drive.
Your purpose statement should communicate why the program
is being developed and how the company plans to gain a
competitive advantage. The purpose statement normally
identifies critical organizational objectives and their link to the
program. For example: To enhance recruitment and retention.
To reduce the fixed compensation element of the total rewards
opportunity. To help develop people so they can make greater
contributions to the organization. To celebrate individual effort
or group cooperation. To reward innovation and creativity. To
reinforce performance improvements. Guiding principles
describe the program’s key attributes. For example: Changes in
the rewards system will support business objectives and the
desired culture. Anticipated support from managers and
participants will be considered and factored into the program
design. The program objectives give a clear description of what
the company wants to achieve. It is recommended that the
number of objectives be limited to three or less (no more than
five). Characteristics of objectives include: Link to corporate

mission, vision, business strategy, and total rewards philosophy.
Identify specific performance areas and outcomes of program
targets. Complementary to objectives of other plans. Clear and
easily understood. Measurable. Acceptable to stakeholders.
Eligibility A key advantage to a total rewards program is its
flexibility. In designing the program’s structure, decisions need
to be made about which employees or organizational units will
benefit from different elements of the program mix. Determine
program criteria. Define who will be offered what and what the
eligibility criteria will be. Consider the implications of
exclusionary programs. For employees not included, will morale
be affected (“haves” versus “have nots”)? Look at competitive
practices. Do competitors offer similar rewards to their
employees? Does your rewards mix truly reflect a competitive
advantage? Baseline for Measurement Two critical questions in
program design involve how to define improvement and how to
measure it. What is improvement? There is no one correct
answer. The definition varies by organization and the baselines
established. How can improvements be measured? Once defined,
management must identify appropriate measures to collect
improvement data. Good measurement tools tend to have six
characteristics in common: Reflect objectives. Send the
appropriate message to employees reinforcing business unit
objectives. Tangible, visible, complete measures that are clear
and unambiguous. Credible to all parties, free of undue
influence by outside factors. Verifiable and accurate.
Understandable to eligible participants. Affected by participants
(line of sight). In designing the measurement process, consider
the metrics and targets by which management will judge
performance, the ease of administration in evaluating the
program, and the credibility that the measures will carry with
the organization and its employees. The three most common
types of measurements are financial, business process, and
customer. Also, decisions need to be made about what will be
measured (retention, employee satisfaction, performance) and
how that data will be reported. Establishing a plan baseline for

measurement varies significantly from organization to
organization. There are several options available depending
upon how performance history is defined. Baselines and targets
generally are set using: Historical averages. Recent experience.
Projected future performance. Internal reference points (e.g.,
equity in salary ranges and midpoints). External reference
points (e.g., competitors). Funding Funding will come from a
combination of costs incurred and savings derived from the five
elements of total rewards. For example, productivity
improvements can be converted to financial savings based on
increased production and reduced labor per unit produced.
Develop an initial cost estimate. Estimate a worst-case scenario.
Set realistic budget constraints. Adequate funding of a new total
rewards program should consider the allocation and reallocation
of dollars among the components. Assign a price tag to each
initiative. Keep an eye out for pesky hidden costs. For example,
if you are considering a telework program, calculate what it
would cost to purchase equipment supplies for a home office.
Determine appropriateness. Assess whether improvement, no
matter how technically proficient, is cost justified and value
added. Sometimes a change may be needed, but could be too
costly to make. Evaluate legal and tax implications. There may
be a legal necessity to change something, even though costs
may be excessive. Determine available alternatives to meet
program goals and budget constraints. The Concept of Present
Value When projecting the program’s long-term cost, remember
the concept of present value. A dollar is worth more today than
it is in the future due to inflation and opportunity costs. Be sure
to equate any capital expenses back to today’s dollars. Selection
of Rewards Elements and Structure Now, down to the nitty-
gritty. Which elements will be offered in the total rewards
program, and how will it be structured? Generally, the total
rewards equation should: Embrace the full range of things that
employees value in their work, so there’s a sufficiently
compelling proposition for people to join and stay with a
company. Link with business objectives, so employees get the

right signals about desired actions and behaviors and deliver the
necessary return on investment for the organization. Track with
projected shifts in demographics and labor market patterns so
the company can position itself to become an employer of
choice for the types of people who are critical to its future
success. Creating the Rewards Mix Which rewards would most
help to bring about the desired behaviors in your organization?
Identify the behaviors desired by the organization. Link rewards
to these behaviors. Identify where overlaps and gaps exist in
your current programs. Do the programs conflict with one
another? Do they all support the same philosophy and desired
outcome? Explore various mixes. Map the interrelationships of
the components. Determine the appropriate mix to offer. The
final mix should be the one with the greatest cost-benefit ratio
for the individual and the organization. Involve employees in
the design and administration. Test progress along the way to
ensure the program is understood and on the right track. Global
Considerations Most employers can no longer view rewards
programs solely through U.S. glasses. They need to offer
rewards that are meaningful and valued across cultures. When
developing a multinational total rewards program, remember:
Be sensitive to cultural issues. Weigh rewards in the context of
the employees’ social, cultural, and geographic backgrounds.
What motivates U.S. employees may not work for their
counterparts in Latin America, Asia, or Europe. Worse, the
same action might be inappropriate or produce negative
reactions. For example, individual versus team incentives,
communication methods, and recognition styles all vary greatly
from culture to culture. Know the laws. Each country has its
own set of regulations, policies, and customs. Balance external
competitivenesss (based on market standards for geographic
locale; e.g., the same country or region) with internal equity,
such as equal rewards for equal work regardless of geography.
Don’t swerve too far off the map. The design should have broad
commonality around the company’s global strategy and values.
Course of Action/Timeline What is your planned course of

action? Consider what the company is capable of managing.
Some organizations move slowly, implementing changes over
time. Others take a progressive approach and revamp their
programs at one time. Develop a reasonable timeline. Include
time for management approval, pretesting the program, and
production of communication materials. Decide which
individuals and departments will be in charge of which areas
and responsibilities. Plan to continue tracking, monitoring, and
assessing the program periodically to ensure that its measures
and structure are still relevant.
STEP 4: IMPLEMENT The implementation process is the
“action” part of the plan. It’s where the rubber meets the road.
Obtain Senior Management Approval You’ve done your
homework. Now it’s time for the test. A convincing case for
total rewards needs to be built, and it should be accepted and
supported by management. Identify and communicate to
management the following elements: The strategic need for total
rewards. What the competition is doing. Total rewards
philosophy. The new program’s purpose/objectives. Proposed
design (What are the changes to the current program? How
much will the program cost?). Competitive market trends.
Implementation schedule and timing of rollout. Key
participants. (Who are the key players? Will you require a top
management sponsor? Will you have a multifunctional team
lead the effort? Who is the project coordinator?) Level of
employee involvement (How much time will be required for
program design and administration?). Communication plan to
introduce the program. Evaluation plan. When making a
presentation to senior management, remember to talk their
language. Executives have their own agenda and will support a
proposal for their reasons, not yours. While a proposal may be
great for the company, it won’t go anywhere unless the key
decision makers accept your reasons as valid. A few tips to
ensure the presentation is successful include: Do some
prospecting. Find out what the needs are, then provide the
appropriate solutions. Get to know the system and the “whys”

behind company policies and practices. Develop a rapport with
key decision makers. These can include not only top executives,
but well-respected middle managers or other “swing” people
who are influential in the organization. Understand the power
structure and how decisions get made. Sketch a framework for
the decision-making process. Identify the ultimate decision
maker (it may not be the chief executive officer [CEO]) and
who influences that person. Identify the reasons why various
players would support or oppose the program. Understand why
the program may (or may not) be personally beneficial for each
player. Weigh your credibility. Players who view the HR
professional as highly credible will tend to accept
recommendations more quickly. Assure management that there
is a plan to follow up with periodic reports highlighting the new
program’s impact. Form an Implementation Team To avoid
having the program tagged as strictly another “HR program,”
involve other employees in the implementation process. Don’t
be a stage hog; share the spotlight. Convening a task team of
employees to help with design and implementation of the new
program sets you up for success. Anytime someone is asked to
accept a new program or policy change—even if it is for the
good—that person is really being asked to change. The
possibility that the recommendation could be viewed as
threatening always exists. But when key players are involved in
the design and implementation, most employees will look
forward to new programs. When forming a team: Choose
members with broad-based representation (including key
functional groups and top management sponsor[s]). Define the
team’s role and support mechanisms (expectations/deliverables,
resources/budget, authority and nature of supervisors/degree of
autonomy). Provide training on what to do and how to do it.
Define the role of HR. Finally, it is advisable to conduct a pilot
test of the total rewards program with a small group of
employees before going public. Are they receptive to the total
rewards concept? What are their concerns? What do they like
best about the program? Do they see the new program as a gain

or a loss? What would they change? What suggestions do they
have for communicating about total rewards? It is critical to
check the organization’s pulse before proceeding. Remember:
Employees hold the five components of total rewards near and
dear. Know what the problematic issues are before introducing
the program.
STEP 5: COMMUNICATE Once a total rewards program is
developed, it needs to be effectively communicated. Many
aspects of HR are not well understood by employees—from how
pay is determined to why a company conducts salary surveys or
provides certain benefits. Educating management and employees
on the plan, its objectives, link to the business strategy, its
payout, and what each employee can do to affect the
performance measures is critical to the plan’s effectiveness. In
essence, an effective communication program is important
because it: Provides an opportunity for management to share
information with employees. Helps set expectations of the total
rewards program. Helps employees understand the total value of
their compensation package. Conveys commitment to
employees. Lets employees know the opportunities available in
their organization. Is required by law (although most
communication is voluntary, some is government mandated).
How organizations communicate with employees plays a key
role in creating a high-performance organization, a status
sought by most business leaders. To achieve this goal, they are
focused on finding ways to instill employees with a high level
of commitment—a business term for passion. There’s a strong
belief that employees who have passion for their work—
especially employees who do cerebral work—will outperform
employees who lack it. A key element in creating passion in a
business or personal relationship is trust. Where there is little
trust, there will be little passion. If the organization intends to
have an honest, straightforward approach in communicating
with employees, but sends out empty slogans that generate more
questions than answers, it is saying one thing and doing
another. Flunking the say/do test is a trustbuster. Without trust,

there’s no passion and no high-performance organization.
Communicating and selling total rewards programs require the
utmost integrity. This responsibility is important to total
rewards professionals, not only in established relationships with
peers and management, but also with employees. Integrity is
telling the truth, establishing trusting relationships, being
honest and conveying written or verbal reports that contain no
slanting or puffery.

Summer 2018 Guidelines for Graduate Papers HRM Courses Facil.docx

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