OL 600 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a case study analysis.
In today’s global economy, both small and large multinational organizations and government entities are experiencing formidable changes in the business
environment that demand strategic management of the talent within the organization. Strategic leadership of human resources is not solely a human resources
departmental function; all organizational leaders must understand how the company’s most competitive advantage, its people, provides creative solutions to
sustain and grow the business.
The purpose of this assessment is to foster the importance of the interrelationship between human resources, business knowledge, and management, and
develop appropriate skills to help navigate between these three aspects of business.
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 Three, Five, Six, and Seven. The final submission is due in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Interpret internal and external data to ensure the alignment of organizational policies and ethics with the mission, vision, values, and strategic plan of the
organization
Evaluate the implementation of organizational workforce plans and organizational exit strategies essential to ensure they meet organizational goals
Develop performance management programs that enable the workforce to meet individual and organizational needs
Analyze compensation and benefit programs for their effectiveness in supporting the organizational goals for all employees
Create employee and labor relations programs for ensuring that the needs of the employee and the needs of the employer are met and align with the
objectives of the organization
Evaluate risk management programs and procedures for the purpose of providing a safe and secure working environment that is protected against
potential legal liabilities
Evaluate organizational change efforts for developing a competitive organizational advantage
Prompt
In this assignment, you will analyze a company (WeaveTech) within a case study (WeaveTech: High Performance Change) in order to develop a proposal. You will
have to consider the important aspects of the company within the case study when formulating the proposal. This includes the type of business, the number of
employees, any current plans for acquisitions, the administrative functions of the human resources profession, and more. When developing your proposal,
ensure that all elements align with the mission, vision, and goals of the organization. Be sure to support your proposal with appropriate scholarly sources.
Specifically, the following critical elements must be addressed:
I. Strategic and Workforce Plan: In this part of the assessment, you will devise a three-year human resources plan for this organization.
A. Develop business metrics that will be used to measure the achievement of the organization’s strategic goals and objectives. Examples are key
performance indicators or scorecards.
B. Develop your workforce plan, considering the organizational approach to human resources operations. You could consider including the
following: sourcing, recruitment, hiring, orientation, talent management, succession planning, retention, and organizational exit strategies.
C. Provide examples from the case study of the internal and external information related to organizational operations you used to develop the
organization’s workforce plan.
D. Evaluate how your developed workforce plan complies with federal laws and regulations. In other words, are there any concerns about
compliance issues?
II. Performance Management Systems and Total Rewards: In this part of the assessment, you will develop a performance management system and total
rewards plan for this organization.
A. Develop a performance management system designed to enhance the organization’s strategic mission of quality support for employees.
B. Evaluate how your developed performance management system complies with federal laws and regulations. In other words, are there any
concerns about compliance issues?
C. Evaluate how your developed performance management system enables the workforce of the company to meet individual and organizational
needs now and in the future.
D. Determine appropriate performance appraisal methods that could be applicable to this organization. In other words what method do you
propose, how does it relate to compensation, and so on.
E. Develop a total reward system that encourages proper behavior and rewards appropriate employees.
F. Develop compensation and benefit strategies, including job evaluation strategies, pay programs (variable or merit), and benefit programs.
G. Explain how you would communicate to appropriate stakeholders issues regarding self-service technologies as they relates to benefit programs.
In other words, how would you write a memorandum or other appropriate message to stakeholders on issues regarding self-service
technologies as they relate to benefit programs?
III. Employee and Labor Relations: In this part of the assessment, you will develop an employee and labor relations program.
A. Create a complaint procedure that allows staff issues to be heard and also protects and supports the rights of management.
B. Create a discipline process that responds to situations appropriately under the circumstances and the type of infraction.
C. Create a conflict resolution procedure that provides conflict resolution training for supervisory personnel.
IV. Risk Management and Organizational Change: In this part of the assessment, you will evaluate the risk management programs and procedures in this
organization. You will also evaluate organizational change efforts in providing a competitive organizational advantage. Be sure to focus on how
organizational change will impact the personnel of the organization.
A. Evaluate the risks that should be mitigated in a merger with another organization, the acquisition of another organization, or downsizing an
organization.
B. Evaluate how the organization will protect employee and organizational data and safeguard against potential legal liabilities.
C. Explain the types of policies that should be developed for this organization to address potential risks. For example, you could address policies
regarding privacy policies, social media, and so on.
D. Describe the appropriate due diligence activities related to mergers and acquisitions that would be relevant for this organization.
E. Explain the change management that would occur in a merger with another organization, acquisition of another organization, or in downsizing
an organization.
F. Evaluate a change model used by the organization for its potential effectiveness. Your evaluation should take into account both the technical
and behavioral changes the organization will face now and in the future.
G. Develop a strategy for organizational change that aligns with the needs of the organization and its employees.
Milestones
Milestone One: Strategic and Workforce Plan (Section I)
In Module Three, you will submit a draft of your strategic and workforce plan. Develop a three-year human resources plan for WeaveTech that includes business
metrics that will be used to measure the achievement of the organization’s strategic goals and objectives and a workforce plan. Use the following guiding
questions while analyzing WeaveTech before thoroughly covering each critical element listed in Section I:
1. What are the strategic challenges and opportunities facing WeaveTech?
2. What are the strategic objectives set by WeaveTech’s leadership?
3. What performance metrics should be used to track the success of organizational goals and initiatives?
4. Based on the strategic objectives identified, what workforce plans are needed at WeaveTech?
5. What internal and external information did you use to develop your plan?
6. What legal and regulatory issues might impact your workforce plan?
7. How can the legal risks associated your plan be mitigated?
This milestone is graded with the Milestone One Rubric.
Milestone Two: Performance Management and Total Rewards (Section II)
In Module Five, you will submit a draft of your performance management and total rewards plan for WeaveTech. You must consider individual employee and
organizational needs as well as federal laws and regulations in the development of your performance management plan. In addition to the performance
management plan, you will devise a total rewards system and compensation and benefit strategies that are appropriate for the organization. Prepare a message
to stakeholders on issues regarding self-service technologies as they relate to benefit programs. Use the following guiding questions while analyzing WeaveTech
before thoroughly covering each critical element listed in Section II:
1. Based on the data presented in Exhibit 5 in the WeaveTech case study, what are some of the potential flaws with the performance management system
at WeaveTech?
2. How would you change the performance management system to enhance the organization’s strategy, mission, and support for employees?
3. How can the performance management system best enable the workforce to meet individual and organizational goals?
4. What performance appraisal methods could be applicable to this organization?
5. What are some of the legal and regulatory issues to consider in regard to the performance management methods?
6. How can WeaveTech use its Total Rewards programs to encourage proper behavior and reward employees?
7. How can self-service technologies be used by WeaveTech to communicate to stakeholders and enhance the strategic focus of human resources?
This milestone is graded with the Milestone Two Rubric.
Milestone Three: Employee and Labor Relations Program (Section III)
In Module Six, you will submit a draft of your employee and labor relations program. Your program should include a complaint procedure, a discipline process,
and a conflict resolution procedure. Consider staff, management, and the organization during the development of your program. Use the following guiding
questions while analyzing WeaveTech before thoroughly covering each critical element listed in Section III:
1. What type of employee relations issues might WeaveTech anticipate during a workforce reduction?
2. How might downsizing affect employee engagement and retention?
3. What method would you use to implement an immediate downsizing?
4. How does downsizing conflict with the psychological contract that previously existed at WeaveTech?
5. Describe a complaint management procedure that ensures that employee issues are heard by management.
6. Describe a supervisory training program on conflict resolution that would be applicable to WeaveTech.
7. What approach to employee discipline should be used at WeaveTech?
This milestone is graded with the Milestone Three Rubric.
Milestone Four: Risk Management and Organizational Change (Section IV)
In Module Seven, you will submit a draft of your organizational change strategy. You will be required to evaluate the risk management programs and procedures
implemented at WeaveTech in order to develop your strategy. Your strategy must consider risks and due diligence activities associated with mergers and
acquisitions that would be relevant for this organization. Your evaluation and strategy should take into account both the technical and behavioral changes the
organization will face now and in the future. Be sure to focus on how organizational change will impact the personnel of the organization. Use the following
guiding questions while analyzing WeaveTech before thoroughly covering each critical element listed in Section IV:
1. What are the potential legal risks associated with the downsizing situation facing WeaveTech?
2. How are these risks similar to or different from those in a merger or acquisition?
3. What policies should be developed to mitigate these risks?
4. What due diligence would occur during a downsizing, merger, or acquisition?
5. Describe the change management issues that would occur during a downsizing, merger, or acquisition.
6. What change management model would be most effective for WeaveTech to utilize? Why?
This milestone is graded with the Milestone Four Rubric.
Final Submission: Case Study Analysis
In Module Nine, you will submit the completed case study analysis. It should be a complete, polished artifact containing all of the critical elements of the final
project. It should reflect the incorporation of feedback gained throughout the course. You can read more details in the rubric below regarding how to obtain an
“Exemplary” rating for the critical elements in this project. The resources that support this project include, but are not necessarily limited to, the WeaveTech case
study, the course textbook, and other articles from the CoursePack. This submission will be graded using the Final Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
1 Strategic and Workforce Plan Three Graded separately; Milestone One Rubric
2 Performance Management and Total
Rewards
Five Graded separately; Milestone Two Rubric
3 Employee and Labor Relations Six Graded separately; Milestone Three Rubric
4 Risk Management and Organizational
Change
Seven Graded separately; Milestone Four Rubric
Final Submission: Case Study Analysis Nine Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your case study analysis should be 12 to 15 pages in length (plus a cover page and references) and must be written in APA format. Use
double spacing, 12-point Times New Roman font, and one-inch margins. Include at least eight references cited in APA 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 (90%) Needs Improvement (70%) Not Evident (0%) Value
Strategic and
Workforce Plan:
Business Metrics
Meets “Proficient” criteria and
developed metrics demonstrate
keen insight into how to
measure the achievement of
organizational goals and
objectives
Develops business metrics that
will be used to measure the
achievement of the
organization’s goals and
objectives
Develops business metrics that
will be used to measure the
achievement of the
organization’s goals and
objectives but developed
metrics are cursory
Does not develop business
metrics that will be used to
measure the achievement of the
organization’s goals and
objectives
4.66
Strategic and
Workforce Plan:
Workforce Plan
Meets “Proficient” criteria and
developed workforce plan
comprehensively covers
sourcing, recruitment, hiring,
orientation, talent management,
succession planning, retention,
and organizational exit
strategies
Develops a workforce plan for
the organization considering the
organizational approach to
human resources operations
Develops a workforce plan for
the organization considering the
organizational approach to
human resources operations but
developed plan is cursory
Does not develop a workforce
plan for the organization
considering the organizational
approach to human resources
operations
4.66
Strategic and
Workforce Plan:
Organizational
Operations
Meets “Proficient” criteria and
demonstrates keen insight into
how the internal and external
information was used to
develop the workforce plan
Provides examples from the
case study of internal and
external information related to
organizational operations used
to develop the workforce plan
Provides examples from the
case study of internal and
external information related to
organizational operations used
to develop the workforce plan
but provided examples are
inaccurate or inappropriate
Does not provide examples from
the case study of internal and
external information related to
organizational operations used
to develop the workforce plan
4.66
Strategic and
Workforce Plan:
Federal Laws and
Regulations
Meets “Proficient” criteria and
evaluation demonstrates a
nuanced understanding of the
federal laws and regulations
Evaluates how the developed
workforce plan complies with
federal laws and regulations
Evaluates how the developed
workforce plan complies with
federal laws and regulations but
evaluation is cursory or contains
inaccuracies
Does not evaluate how the
developed workforce plan
complies with federal laws and
regulations
4.66
Performance
Management and
Total Rewards:
Performance
Management
Meets “Proficient” criteria and
developed system demonstrates
keen insight into how to
enhance the organization’s
strategic mission and support
for employees
Develops a performance
management system designed
to enhance the organization’s
strategic mission and support
for employees
Develops a performance
management system but
developed system is cursory or
inappropriate
Does not develop a
performance management
system
4.66
Performance
Management and
Total Rewards:
Federal Laws and
Regulations
Meets “Proficient” criteria and
evaluation demonstrates a
nuanced understanding of the
federal laws and regulations
Evaluates how the developed
performance management
system complies with federal
laws and regulations
Evaluates how the developed
performance management
system complies with federal
laws and regulations but
evaluation is cursory or contains
inaccuracies
Does not evaluate how the
developed performance
management system complies
with federal laws and
regulations
4.66
Performance
Management and
Total Rewards:
Individual and
Organizational Needs
Meets “Proficient” criteria and
evaluation demonstrates keen
insight into how to best enable
the workforce to meet
individual and organizational
goals
Evaluates how the developed
performance management
system enables the workforce of
the company to meet individual
and organizational needs now
and in the future
Evaluates how the developed
performance management
system enables the workforce of
the company to meet individual
and organizational needs now
and in the future but evaluation
is cursory or inappropriate
Does not evaluate how the
developed performance
management system enables
the workforce of the company
to meet individual and
organizational needs now and in
the future
4.66
Performance
Management and
Total Rewards:
Performance
Appraisal Methods
Meets “Proficient” criteria and
determination demonstrates a
nuanced understanding of the
appropriate performance
appraisal methods for this
organization
Determines appropriate
performance appraisal methods
that could be applicable to this
organization
Determines performance
appraisal methods that could be
applicable to this organization
but determination is
inappropriate
Does not determine appropriate
performance appraisal methods
that could be applicable to this
organization
4.66
Performance
Management and
Total Rewards: Total
Rewards
Meets “Proficient” criteria and
developed system demonstrates
keen insight into how to
encourage proper behavior and
reward employees
Develops a total reward system
that encourages proper
behavior and rewards
appropriate employees
Develops a total reward system
but developed system is cursory
or inappropriate
Does not develop a total reward
system
4.66
Performance
Management and
Total Rewards:
Compensation and
Benefit
Meets “Proficient” criteria and
developed strategy
demonstrates a nuanced
understanding of the important
elements in compensation and
benefit strategies
Develops compensation and
benefit strategies to include job
evaluation strategies, pay
programs, and benefit programs
Develops compensation and
benefit strategies to include job
evaluation strategies, pay
programs, and benefit
programs, but developed
strategy is cursory
Does not develop compensation
and benefit strategies to include
job evaluation strategies, pay
programs, and benefit programs
4.66
Performance
Management and
Total Rewards:
Communicate
Meets “Proficient” criteria and
explanation demonstrates keen
insight into how to
appropriately communicate to
stakeholders regarding selfservice technologies
Explains how to communicate to
appropriate stakeholders issues
regarding self-service
technologies related to benefit
programs
Explains how to communicate to
appropriate stakeholders issues
regarding self-service
technologies related to benefit
programs but explanation is
cursory or inappropriate
Does not explain how to
communicate to appropriate
stakeholders issues regarding
self-service technologies related
to benefit programs
4.66
Employee and Labor
Relations: Complaint
Procedure
Meets “Proficient” criteria and
created complaint procedure
demonstrates keen insight into
how to ensure staff issues are
heard and how to support the
rights of management
Creates a complaint procedure
that allows staff issues to be
heard and supports the rights of
management
Creates a complaint procedure
that allows staff issues to be
heard and supports the rights of
management but created
procedure is cursory or
inappropriate
Does not create a complaint
procedure
4.66
Employee and Labor
Relations: Discipline
Process
Meets “Proficient” criteria and
created discipline process
demonstrates keen insight into
how to respond to situations
appropriately under the
circumstances and type of
infraction
Creates a discipline process that
responds to situations
appropriately under the
circumstances and the type of
infraction
Creates a discipline process that
responds to situations under the
circumstances and the type of
infraction but created process is
cursory or inappropriate
Does not create a discipline
process that responds to
situations under the
circumstances and the type of
infraction
4.66
Employee and Labor
Relations: Conflict
Resolution
Meets “Proficient” criteria and
created conflict resolution
procedure demonstrates keen
insight into how provide conflict
resolution training for
supervisory personnel
Creates a conflict resolution
procedure that provides conflict
resolution training for
supervisory personnel
Creates a conflict resolution
procedure that provides conflict
resolution training for
supervisory personnel but
created procedure is cursory or
inappropriate
Does not create a conflict
resolution procedure that
provides conflict resolution
training for supervisory
personnel
4.66
Risk Management
and Organizational
Change: Risks
Meets “Proficient” criteria and
evaluation demonstrates a
nuanced understanding of the
potential risk factors associated
with acquisitions or mergers
Evaluates the risks that should
be mitigated in a merger with
another organization or the
acquisition of another
organization
Evaluates the risks that should
be mitigated in a merger with
another organization or the
acquisition of another
organization but evaluation is
cursory or inappropriate
Does not evaluate the risks that
should be mitigated in a merger
with another organization or the
acquisition of another
organization
4.66
Risk Management
and Organizational
Change: Employee
and Organizational
Data
Meets “Proficient” criteria and
evaluation demonstrates keen
insight into how to protect
employee and organizational
data and safeguard against
potential legal liabilities
Evaluates how the organization
will protect employee and
organizational data and
safeguard against potential legal
liabilities
Evaluates how the organization
will protect employee and
organizational data and
safeguard against potential legal
liabilities but evaluation is
cursory or inappropriate
Does not evaluate how the
organization will protect
employee and organizational
data and safeguard against
potential legal liabilities
4.66
Risk Management
and Organizational
Change: Types of
Policies
Meets “Proficient” criteria and
explanation demonstrates a
nuanced understanding of the
applicable types of policies for
this organization to address risks
Explains the types of policies
that should be developed for
this organization to address
potential risks
Explains the types of policies
that should be developed for
this organization to address
potential risks, but explanation
is cursory or inappropriate
Does not explain the types of
policies that should be
developed for this organization
to address potential risks
4.66
Risk Management
and Organizational
Change: Due
Diligence Activities
Meets “Proficient” criteria and
description demonstrates a
nuanced understanding of the
appropriate due diligence
activities
Describes the appropriate due
diligence activities related to
mergers and acquisitions that
would be relevant for this
organization
Describes the due diligence
activities related to mergers and
acquisitions that would be
relevant for this organization but
description is cursory or
inappropriate
Does not describe the due
diligence activities related to
mergers and acquisitions that
would be relevant for this
organization
4.66
Risk Management
and Organizational
Change: Change
Management
Meets “Proficient” criteria and
explanation demonstrates a
nuanced understanding of the
change management that would
occur with regard to acquisitions
or mergers
Explains the change
management that would occur
in a merger with another
organization or the acquisition
of another organization
Explains the change
management that would occur
in a merger with another
organization or the acquisition
of another organization but
explanation is cursory or
inaccurate
Does not explain the change
management that would occur
in a merger with another
organization or the acquisition
of another organization
4.66
Risk Management
and Organizational
Change: Change
Model
Meets “Proficient” criteria and
evaluation demonstrates keen
insight into how a change model
used by the organization would
or would not be effective
Evaluates a change model used
by this organization for its
potential effectiveness
Evaluates a change model used
by this organization for its
potential effectiveness but
evaluation is cursory or
inappropriate
Does not evaluate a change
model used by this organization
for its potential effectiveness
4.66
Risk Management
and Organizational
Change:
Organizational
Change
Meets “Proficient” criteria and
developed strategy
demonstrates a nuanced
understanding of organizational
change and how it best aligns
with the needs of the
organization and its employees
Develops a strategy for
organizational change that
aligns with the needs of the
organization and its employees
Develops a strategy for
organizational change that
aligns with the needs of the
organization and its employees
but strategy is cursory or
inappropriate
Does not develop a strategy for
organizational change that
aligns with the needs of the
organization and its employees
4.66
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
2.14
Earned Total 100%
Looking for a Similar Assignment? Order now and Get 10% Discount! Use Coupon Code "Newclient"
