OL 600 Final Project Guidelines and Rubric Overview

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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%

 
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