Running Head Employee Compensation1Employee compensation5.docx

Running Head: Employee Compensation 1
Employee compensation 5
Employee Compensation
Name:
Institution Affiliation
Course Title
Professor
Date
Employee compensation covers various things. Amongst
the things that are part of it are conception philosophies, salary
surveys, and discretionary benefits. These three are inevitable
when it comes to employee compensation. In this paper, we
shall expound more on these three contents.
The compensation philosophy of a company contains the
guiding principles that are useful when making decisions
regarding compensation (Services, 2003). It expresses the need
to hire and retain the best talent. It also explains why the
organization compensates employees the way it does. The
compensation philosophy of Maersk Company covers various
areas. Maersk has taken a lot of measures towards ensuring their
talent management efficient. Maersk Company compensates

employees according to their skills and how well they perform
their jobs. The company has over the years used its resources to
train underperforming employees. It has also rewarded
employees who have achieved a lot in their jobs.
Salary surveys, which are carried out by employers, collect data
about employee compensation (wages and employee benefits).
They are of great value to every organization that conducts
them. It is necessary that an organization conducts these
surveys twice or thrice yearly. One advantage of the
organization is that data from the survey can be obtained at
discounted rates. For this to happen, the Human Resource
Department has to allocate enough time for them to partake in
these surveys and complete them. Salary surveys prevent the HR
professionals from overpaying individuals working in similar
positions. They determine whether employees are being
compensated fairly and competitively. Offering competitive
wages is key when trying to hire the best talent. They also avail
the HR professionals with the most recent data concerning the
market they are in so that they can compare their employees’
salaries to those of the local employment market. This
maintains the competitive advantage of the organization in the
market.
Information obtained from these surveys can be used when
benchmarking. Information is also used to set levels of
compensation for employees within various organizations.
Salary surveys are useful when getting reviews periodically
concerning the various compensation plans. The conducting of
salary surveys by large companies gives them an advantage over
small companies when it comes to the hiring of highly-qualified
candidates. The information availed by salary surveys cannot be
obtained anywhere else. When it comes to the access of such
information, those who dedicated their time towards
participating in the surveys are given priority. Salary surveys
are important for an organization that is still in its initial stages
of the establishment. Salary surveys make work easier for
compensation managers, since the most current survey data is at

their disposal hence making it easy for them to come up with
efficient employee compensation plans that are in line with the
current market.
Discretionary benefits could prove to be very advantageous to
the Maersk company. Such benefits can be categorized into
protection programs, paid time-off, and services. Protection
programs protect employees against certain hazards, such as
illness, disability, and unemployment. Paid time-off ensures
that employees are, in certain situations, being paid even when
they are not working. They cater for paid vacations, sick leaves,
and holidays. Paid vacations are important for compensation.
They avail time for an employee to rest, thus helping them to
become more energetic and productive afterward (Voluntary or
Discretionary Benefits). Sick leaves are offered to each
employee yearly for a certain number of days. Health benefits
such as dental and vision care are offered to employees.
Security benefits comprise of retirement plans that can be used
by employees who have attained old age. They also comprise of
unemployment benefits.
Retirement plans avail income for employees who have retired
after reaching a certain age or after having offered their
services to the organization for a certain period (Voluntary or
Discretionary Benefits). Disability protection protects
employees from illnesses or possible accidents that may occur
at their lines of duty. These benefits, which are included in the
employment contract, may or may not be taxable, and their
economic value is not defined. Life insurance protects the
families of employees, for example upon the death of these
employees (Voluntary or Discretionary Benefits). Severance
packages protect the newly unemployed and the employees that
have retired or those that have been relieved of their duties.
Services cater for the environment of an employee, be it at work
or elsewhere. These services include relocation benefits,
subsidized cafeterias, subsidized child care and financial
services. Relocation benefits comprise of shipment of
employees’ household goods. Subsidized cafeterias offer

inexpensive lunches. Financial services make it easier for
employees to buy various insurance policies. Subsidized
childcare reduces the costs of child care for the employees’
children. Health insurance has reduced cases of absenteeism in
workplaces.
In conclusion, we learn that discretionary benefits are a relevant
part of employee compensation. It is also evident that salary
surveys are beneficial to any organization, as it eases the jobs
of compensation managers in one way or another. We also see
that a consumption philosophy poses as a guideline for any
organization’s employee compensation.
REFERENCES
Services, G. D. (2003). DHS Compensation philosophy.
Georgia: DHS.
Voluntary or Discretionary Benefits. (n.d.). Retrieved 08 12,
2015, from What is Human Resource:
http://www.whatishumanresource.com/voluntary-or-
discretionary-benefits
Running Head: Performance Management Systems 1
Performance Management Systems 5
Performance Management
Name:

Course Title
Professor
Date
Performance management systems are essential for the
successful running and performance of an organization. In this
paper, we shall try and establish the roles played by the Human
Resource Management in these systems. We shall also discuss
the various types of performance appraisals as well as the
performance rating skills. We shall try and suggest a suitable
type of performance appraisal for the Maersk Customer Service-
CARE Business Partner.
It is undeniable that HRM plays several roles in the
performance management process. Since the Human Resource
Management is best positioned to provide all the necessary
information about an organization’s employees, they offer their
assistance to performance appraisers when assessing employees
(Pulakos, 2004). HR managers also offer general support to the
appraisal process to ensure efficiency in the process. They also
inform the employees whose performance is being appraised of
what they should expect from the process (Pulakos, 2004). HR
managers use the performance management process to establish
the needs of the employees of an organization. They also use
the results of this process to develop employees by helping
them grow through learning from their mistakes. These
managers use the performance management process to determine
the abilities and skills of each employee, and they use this
information to train and motivate employees. The aligning of
the performance management process with the strategic plans of
an organization can be summarized in various steps. First,

appraisers should review the performance management that is
already in place, as well as the strategic plan of then
organization involved. Then, appraisers should establish the
achievements of the various organization units that identify
with the plans of the organization (Aligning Performance Plans
with Organizational Goal: Eight-Step Process, 2005).
Afterward, the appraisers evaluate the achievements of the
employees working in the various organizational units, and
determine whether these achievements are in line with
organizational goals. Appraisers then try to come up with a
performance plan and to determine what part of the plan should
be of priority. Next, appraisers establish performance
measurement measures to be conducted on the various
organization units and employees based on the new performance
plan. The appraisers then come up with standards that are
expected to be met by employees and organization units. The
standards may be classified as ‘Fully Successful’ or as
‘unacceptable’. The appraiser then creates ways of collecting
information on the performance of an organization, and the
ways of conveying feedback to those being appraised. The final
step is polishing up on the new performance plan by
determining whether the standards are achievable. If the plan
will be easily comprehended by the organization and its
employees and whether the standards can be applied in the
strategic plans of the organization involved (Aligning
Performance Plans with Organizational Goal: Eight-Step
Process, 2005).
There are various types of performance appraisal
systems, namely trait appraisal, behavioral appraisal and
results-based appraisal. Trait appraisal involves using an
individual’s characteristics (for example, leadership skills,
appearance, and loyalty) to evaluate on his/her performance. An
example of this is when Maersk Company expects its employees
to be well dressed at all times. This shows that the company is
interested in the appearance of its employees. It is applicable
when maintaining the appearance of an organization. Behavioral

appraisal involves using an individual’s behavior/actions (for
example, persistence and cooperation to judge his/her
performance. For example, a Human Resources Manager may
require employees to be cooperative when training them. It is
applicable when trying to promote teamwork and coordination
amongst within an organization. A results-based appraisal is the
use of the final results (and not the behavior or the
characteristics of employees) to evaluate performance. The most
suitable appraisal for the Maersk Customer Service-CARE
Business Partner is the behavioral appraisal. As this type of
appraisal uses the actions of employees to rate their
performance, good relations amongst employees within an
organization and also between consumers and the staff will be
guaranteed after this form of appraisal is implemented in the
performance management system.
A variety of performance rating scales can be used in
performance management systems in organizations. These
include graphical scales, letter (alphabetic) scales, numerical
scales, narrative scales and behaviorally anchored rating scales
(BARS). Behaviorally anchored rating scale comprises of
behaviors that are used to grade the performance of employees
as well as rating them. Numeric scales rate employees using
numeric figures between 1 and 10. Letter (alphabetic) scale
involves the use of letters to show the levels of achievement of
different employees. Graphical scales involve using Likert
scales to rate how employees have portrayed the characteristics
that are required of them at their workplaces.
In conclusion, we can verify that performance appraisal is
the best way of determining how an employee and an
organization have been doing. It gives a clear view of the
direction which the organization is taking, thus showing
whether the organization is in line with its objectives. We can
also see that the HRM is of significance to the performance
management systems.

REFERENCES
(2005, 09). Retrieved 08 04, 2015, from Aligning Performance
Plans with Organizational Goal: Eight-Step Process:
http://www.opm.gov/perform/wppdf/2002/handbook.pdf
Pulakos, E. D. (2004). Performance Management. United States
of America: SHRM Foundation.
Running Head: Needs Assessment and Experiential Education 1
Needs Assessment and Experiential Education 4
Needs Assessment and Experiential Education
Name:
Course Title
Professor
Date
A needs assessment is a necessary tool in the growth
and development of an organization of its employees.
Experiential and Adult education is also necessary for shaping
the staff of an organization so that the organization moves
towards the right direction. In this paper, we shall try and

support the relevance of these two tools using the example of
the Maersk Customer Service – CARE Business Partner
Training program.
A needs assessment is of importance to an organization.
The process has proven to be critical for the training and
development of employees. This process helps the management
to have an overview of how the organization is. It groups the
organization into large units that are then used to determine
who to train and what to teach them (Silberman, 2013). The
assessment gives a prediction on how the members of an
organization will handle the train and whether they believe that
training will be beneficial to them. If they are not enthusiastic
about the course, then it may be pointless to engage them in it.
After knowing, who to train and what to teach them, the
management can formulate a plan for the completion of the
learning needs. The formulation of this plan is converted into a
goal that the organization intends to achieve (Silberman, 2013).
This goal will help them know the requirements for the training
process. The needs assessment also helps an organization to
evaluate the strengths and weaknesses of the units you had
earlier on created to help you identify the training needs of the
organization. These strengths and weaknesses will help in
determining the timing of the units and strategizing on the
fulfillment of goals (Silberman, 2013).The needs assessment to
be used at the Maersk Customer Service – CARE Business
Partner Training program should have three levels, which are
task analysis, organizational analysis, and individual analysis.
The organizational analysis addresses various issues such as
political trends (such as sexual harassment and violence in a
workplace), the goals of the organization, the state of the
economy and workplace demographics. Task analysis provides
information regarding a job or jobs and specifies the abilities
required to achieve good performance. Individual analysis gives
a summary of the performance of an employee at his/her job.
The needs assessment should consist of recommendations for
developing and designing programs (colleges, 2009). It should

also contain an estimated size of the organization’s market,
basic information about potential competitors and employer, and
industry needs (colleges, 2009).
The creation of Specific, Measurable, Achievable,
Realistic and Time-oriented (SMART) objectives for a training
plan is vital. The formulation of specific objectives enables the
training committee to focus on a particular objective that can be
acted upon and one that with the help of certain guidelines can
be yield positive results to the organization. SMART helps in
ensuring that objectives are realistic, in that they are not
impossible to achieve. SMART also helps in ensuring the
timeliness of the objectives. Enough time is allocated to each
objective, and everyone is informed about the deadlines set by
the management. This boosts the efficiency of the training plan.
The time allocated for the achievement of the objectives should
be adequate so that people will be encouraged to take their time
so as to avoid making mistakes.
Learning activities could prove to be essential for the
Maersk Customer Service – CARE Business Partner Training
program. Learning activities help in retaining staff as well as
cutting on costs (Jwood, 2013). If loyal employees are
motivated and are always taught to be competent and relevant to
an organization, they will retain their positions the organization
as valuable employees. Learning also boosts the morale of
employees, as it shows them that they are being valued. When
employees feel that they are being valued, they will feel
motivated to devote themselves wholly to their jobs (Jwood,
2013). Learning activities help employees to appreciate what
they already have, preventing them from thinking destructive
thoughts, for example, thoughts of going on strike for one
reason or another. A learning culture helps organizational
members to identify problems with the services they offer or the
products they produce, and come up with a plan on how to
correct them. It is important to learn at a faster rate than
change, so as to keep up with trends in the economy and to gain
competitive advantage. Learning activities also helps employees

to get a clear picture of the goals of their organizations, thus
giving the organization a sense of direction (Jwood, 2013).
Experiential learning has been considered by many as the
most effective form of learning, as it involves learning through
personal experiences and involvements. This form of learning is
controlled by the individual so as to enable them to nurture
themselves from the inside. It has significantly aided in adult
education. Incorporation of adult learning principles and
methods of experiential learning into the Maersk Customer
Service – CARE Business Partner training program can be done
in four ways. The program could focus on individual
development. This is done by encouraging individuals to claim
responsibility for their self-improvement and self-learning. The
program can focus on social change by making individuals
aware of dynamics in the socio-cultural world today. They are
taught to bring change to society not only by changing
themselves but also by improving the social aspect of the
society as well. The program may also use experiential learning
to challenge educational schools and programs. This can be
done by helping individuals to look back at their personal
experiences to unleash their inner hidden potential. The
program could also acknowledge what individuals have learned
from personal experiences.
In conclusion, we see that needs assessment is
necessary for an organization to keep its objectives and
achievements in check. Experiential and Adult Learning helps
in airing out the issues that are affecting an organization and
coming up with solutions for them.
REFERENCES
colleges, p. C. (2009). Why Do A Needs Assessment. AACC
American association.
Jwood. (2013, 03 11). Motivated and Competent. Retrieved 08
03, 2015, from 10 reasons why a 'learning culture' is crucial to
your organization: http://www.motivated-and-
competent.com/latest-updates/10-reasons-why-a-learning-
culture-is-crucial-to-your-organization/

Silberman, J. (2013, 03 06). Retrieved 08 03, 2015, from
Importance of Organizational Training Needs Assessment:
http://trainingstation.walkme.com/the-importance-of-an-
organizational-training-needs-assessment/
5
Human Resource Talent Management
Human Resource Talent Management
Name:
Course Title
Professor
Date
SECTION ONE
The Human Resource department is the most important
department since it plays a vital role in an organization’s
strategic planning; hence its function should align with an
organization’s strategic plan. One of the reasons for this is that

the Human Resource department handles training of employees
(The Role of HR in Strategic Planning, 2004). Training is
necessary to ensure that employees are ready to take on any
tasks set before them, sharpening their skills and capabilities.
Research studies show that most employees currently lack the
skills that will be required of them ten years from now. Another
reason is the Human Resource department is well-informed
about all the happenings within an organization (The Role of
HR in Strategic Planning, 2004). Since strategic planning
mainly involves the implementation of changes, this department
makes it easier for employees to understand individually and
embrace such changes. Thirdly, it is this department handles
selecting the employees for hire. (The Role of HR in Strategic
Planning, 2004).Since this department is well-informed about
the goals of the respective organization, they are in the best
position to find and recruit the right people for the available job
vacancies. It is the job of the Human Resource Department
always to be on the lookout for fresh talent. The department
also ensures that the policies established by the management are
realistic and achievable on the part of the employees.
Certain global conditions have impacted negatively on
the human resource function. The no rehire policy prevented the
hiring of talented people to organizations (Boris Groysberg,
2013). This is because organizations often preferred to re-hire
an employee since he/she is already familiar with the culture
and the goals of the organization. Increased competition in the
labor market had become a trend that caused employees to go
hunting for better job opportunities. This was experienced at
Maersk Group, where several employees are reported to have
left the group to seek employment elsewhere (Boris Groysberg,
2013).
SECTION TWO
Internal recruitment is a process that involves the
searching of potential candidates internally (within an
organization), while external recruitment is the searching of
candidates externally (outside the organization). Internal

recruitment takes a longer time than external recruitment.
However, external recruitment is costlier. The external
recruitment is costlier because costs are often incurred when
searching for candidates externally in various areas. With
external recruitment, there is a wider variety of potential
candidates to choose from as compared to internal recruitment
where the search is restricted to within the organization.
External recruitment promotes the addition of raw talent to an
organization, while internal recruitment does not. With internal
recruitment, the staff is motivated to work harder due to the
probability of them being promoted to higher ranks within the
organization. External recruitment discourages employees
within an organization since they feel that they are not skilled
enough, or that they are not being valued as much as the
external candidates are.
In the Pre-2003 era, Maersk Group had begun to change
from a Danish company under family ownership (Boris
Groysberg, 2013). These changes brought with them the need
for the recruitment of fresh talent. Talent became increasingly
mobile. During this era, Maersk group was mainly set on hiring
the youth and training the, regardless of their inexperience.
Individuals who had just cleared high school were being hired
too. The company provided a training program for these
individuals. The program took place for two years and included
coursework as well as training while on their jobs. Those who
completed their training programs were assured of overseas
placement. However, managers were not quick to dismiss
employees who displayed dismal performance. The success of
employees was measured by their ability and their willingness
to help others. Between 2003 and 2008, Maersk had begun to
show impressive growth. Their recruitment and training became
business-line. Performance measurement standards were
improved, as managers started to let go of underperforming
employees with ease. Between 2008 and 2012, the talent
management process under Allen’s leadership was summarized
under five components, that is, attraction, identification,

development, deployment and scenario planning (Boris
Groysberg, 2013). The use of formalized benchmarks was used
as a performance measurement strategy.
The recruitment process that was in use between 2008
and 2012 proved to be very effective. Attraction ensured that
only the right people were drawn towards the company’s
activities and goals. Development ensured that only experienced
employees received training and were rewarded accordingly.
Deployment helped in determining who among the experienced
employees were qualified and willing enough to be employed –
were they willing to forego their personal commitments so as to
offer their services unconditionally to Maersk Group. I would
recommend a few strategies to improve the recruiting/hiring
process as well as the retention of employees. The Group may
first ensure that the process is consistent throughout, meaning
that each undergoes the same process so as to prevent bias.
Also, those partaking in the recruitment process should not shy
from testing candidates for technical skills. The recruitment
panel could also hear the opinions of, for example, the CEO or
the Manager. Their opinions may come in handy when trying to
ascertain who is most qualified for a particular job. The
recruitment panel could also assure potential employees of an
opportunity to be nurtured and to grow in their occupations.
In conclusion, the recruitment process is a very crucial
part of strategic planning. The Human Resource Department
plays various vital roles in the recruitment process since it picks
employees who determine the future of the organization.
However, some changes can be made to improve this process.

References
Boris Groysberg, S. L. (2013). A.P. Moller - Maersk Group:
Evaluating Strategic Talent Management Initiatives. Harvard
Business School.
The Role of HR in Strategic Planning. (2004, 02 26). Retrieved
07 25, 2015, from Management Issues: http://www.management-
issues.com/opinion/1137/the-role-of-hr-in-strategic-planning/
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 an
organization in a case study. 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 environment
Prompt
In this assessment, you will review the human resource
management (HRM) in an organization through a 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.
B. Explain how current global conditions in this industry
impact human resource management (HRM) practices within
organizations.
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.
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.
III. Training
A. Describe the components of a needs assessment used to
determine the training requirements of the organization.
B. Explain the importance of developing learning activities.
Be sure to incorporate adult learning principles and methods of
experiential learning from this course.
C. Illustrate the value of a training needs assessment in an
organization. Support your response. D. Describe the
importance of creating SMART objectives for a training plan.
IV. Compensation
A. Describe the compensation philosophy. How does the
market influence this philosophy?
B. Determine the value of salary surveys and describe the
advantages of discretionary benefits.
V. 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?
B. Differentiate between various performance appraisal
systems. Provide an example where one would be more
applicable. C. How do you identify best-suited appraisals for

employee job duties? Support your response with an example.
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.
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 V 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 IV 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.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information, review these instructions.
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
Meets “Proficient” criteria and 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
but does not utilize the Society for Human Resource
Management website as resource
Does not compare and contrast

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
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
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
performance scales that can be used in organizations, but does
not describe each scale
Does not identify a variety of
performance scales that can be used in organizations
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
that negatively impact readability and articulation of main ideas
Submission has critical errors
that prevent understanding of ideas
4
Earned Total
100%

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