Final Project HR Plan

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1 9-1 Final Project Submission: Strategic HR Plan Rachelle Robinson Southern New Hampshire University OL-600: Strategic Human Resource Management Dr. Kathy Rocker February 2024

2 People: Talent Acquisition To be successful, human resource managers and professionals need to attract the best employees possible to fill open positions within their organizations. In order to do so, companies need to utilize strategies that showcase their competitive edge against other organizations within the same industry, since well qualified employees have a large variety of choices when seeking employment. Examples of talent acquisition strategies include employer branding, networking, employee referral programs, and continuous learning and development programs. An example of another talent acquisition strategy that worked well for the technology company Microsoft is offering internships that can convert to full time employment. “Microsoft’s LEAP Program is a 16-week paid apprenticeship program designed to bolster the company’s engineering workforce. Among the program graduates, two-thirds go on to full time employment at Microsoft and 98% end up in jobs in the tech industry” (Henry, 2022). This strategy not only gives Microsoft a way to brand themselves as a company but also provides growth and learning opportunities to those individuals who may still be learning and new to the industry, which combats the issue of talent shortages as well. People: Employee Engagement and Retention Employee engagement and retention strategies are also vital to the success of an organization. Keeping employees engaged in their work and interested in their job responsibilities as well as the mission of the company. Retention is important as well because encouraging employees to remain in the organization as long as possible ensures that the organization will survive and lower employee turnover rates. A high turnover rate implies that

3 the company lacks sufficient retention strategies to function effectively (Bussin, p. 4, 2018). A disengaged employee is more likely to leave an organization compared to one that is engaged. Human resource managers need to identify what it means to keep employees fully engaged in the organization, as well as innovative retention strategies. Offering competitive salaries, quarterly bonus potential versus annual, providing flexible work schedules and remote work options, and promoting work-life balance are all effective retention strategies that have resulted in organizations keeping their employees longer and greater job satisfaction. People: Learning and Development Learning and development opportunities help increase employee engagement and retention as well as the previously mentioned strategies. The amount of time and resources that an organization dedicates to employee learning and development shows employees that they are valued, and their growth and career goals are a priority for the organization. Examples of learning and development strategies that human resources can tap into include professional development programs, mentoring and coaching programs, tuition and education assistance, and in-house training and workshops. An example of an organization that provides tuition and education assistance to its employees is Starbucks. “SCAP pays 100% of tuition costs for Starbucks employees who want to earn a four-year, online bachelor’s degree from Arizona State University. The coffee chain created the program in 2014 to help its workers overcome the cost of college. Starbucks has committed to helping 25,000 of its employees graduate by 2025” (Skillings & Ware, 2023). Starbucks also covers 100% of tuition and fees, as long as they continue to work at Starbucks, they can graduate from ASU with zero student loan debt, which is a huge incentive for employees as well as the organization to increase retention.

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4 People: Total Rewards Total rewards strategies are implemented by an organization and provide both monetary and beneficial rewards to its employees who can achieve a specific set of business goals. Combining total compensation and benefits with personal and employment growth opportunities, an employee can and will become more motivated to achieve more within the organization (Monte, 2019). Total rewards can differ from organization to organization as well as the industry. Some employers have found that offering benefits such as unlimited PTO, built in mental health days, and employer paid gym memberships have been beneficial in reducing burnout and encouraging employees to engage in self-care. Overall, employees need to feel they are well compensated and that an annual review is not their only opportunity for advancement. Organization: Employee Discipline Employers may need to utilize employee discipline if they are faced with a situation where an employee has violated a regulation or displays behavior that goes against the organization’s code of conduct. When considering the type of employee discipline that is best to use, human resource professionals have a few options of how to approach the situation. Although supervisors are typically responsible for identifying employees who have not been conducting themselves appropriately or are continuously failing to meet their job standards, human resource professionals are expected to provide support when it comes to disciplinary actions. There are two main ways to approach employee discipline, punitive and non-punitive, and both are geared towards making sure the employee is going in the right direction regarding

5 their performance concerns. The most common employee problems come from incompetence or misconduct but are usually not intentional. Punitive employee discipline is the more “old school” or traditional method of handling performance concerns. It can include things such as taking away privileges or docking pay. According to Campbell et al, (2015), supervisors can possibly face apathy, hostility, reduced output along with an uncomfortable work environment, so this method may not be recommended. It can also cause an “us versus them” mentality amongst employees and upper management, or a hostile work environment, which is counterproductive and does not always solve the issue at hand. Non-punitive employee discipline is an approach that offers a more realistic, positive way of reinforcing good conduct and encourages employee accountability. For non-punitive discipline to be effective, the system needs to be linked with a consistent manner that is set with the human resource management programs (Campbell et al, 2015). Meetings should be held with the employee to identify where they have gone wrong and what are the reasonable standards needed to correct the issue at hand. Rather than focusing on punishing the employee, this method focuses on constructive feedback the employee’s responsibility to correct their actions moving forward. Any conversations or meetings held with the employee should be properly documented, as this documentation will also be needed in the case that the employee does not correct their actions and provide justification for termination. Organization: Performance Management Performance management is the way that employers can track manage behavior and results of their employees over time. “Performance management systems have three parts: defining, performance, measuring performance, and feeding back performance information” (Noe, et al., p. 330, 2023). There are six purposes of performance management, which include

6 strategic, administrative, developmental, communication, organizational maintenance, and documentation (Noe, et al., 2023). Effective employee performance management is an ongoing process and requires a process be followed in order to ensure the best outcomes. Performance feedback can also be tied to incentives such as merit increases and bonuses. The first step in successful performance management is to clearly define goals for the desirable outcomes, and procedures that should be followed to achieve those outcomes. Performance should be evaluated at regular intervals throughout the time the employee is working with the organization, identifying areas for continued improvement and where improvement has occurred. Rather than treating it as another task to check off once a year, HR professionals should ensure that this process is ongoing and interactive. If an employee continues to not meet goals set forth by the improvement plan, disciplinary action must escalate. It is critical for organizations to utilize talent management to identify strengths and weaknesses and drive employee engagement with consistent and frequent training and development opportunities (Noe, et al., 2023). Ideally, goals for the employee should be SMART- specific, measurable, achievable, realistic, and tangible. Organization: Employee and Labor Relations The purpose of labor unions is to protect employee rights by negotiating for better pay and benefits, as well as ensuring that employers adhere to the applicable labor laws. Employees who are part of a union must file their grievances by following the process outlined in the agreement between the organization and the union. The grievance should be submitted in writing, and it will then undergo a formal review process, and the issue will be addressed accordingly. If a grievance cannot be resolved at the company level, then an arbitration could be the final step, at this time an arbiter will be selected to hear the case at hand, issues can range

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7 from dissatisfaction with work assignments to unfair treatment within the workplace (Mayhew, 2019). Organizations want to avoid going to arbitration, so they will do all they can to resolve the issue on a company level in most all situations. For employees who are non-union members, the policy for filing grievances is simpler and more streamlined. An employee has the option to meet with their supervisor, or their human resource staff member to address their concern. If their issue cannot be successfully resolved on a company level, a nonunion member can choose to file a complaint with a federal agency such as U. S. Equal Employment Opportunity Commission (EEOC) or a state fair employment agency. (Mayhew, 2019). In these situations, employees can also choose to hire legal representation to ensure that their employee rights are not in violation by the organization. In order to improve this process, grievances should be addressed and an attempt at a resolution should be made quickly, rather than allowing the situation to become worse over time. There should also be a neutral third-party present to witness any conversations between employee and their supervisor and/or their HR representative. Workplace: Diversity and Inclusion One of the biggest challenges in the world of human resources is an ever-changing, evolving world and workplace. In the past, many organizations were not faced with the same challenges we face today, due to lack of diversity or cultural awareness in the workplace. In today’s political and social climate, diversity and inclusion are often at the forefront of people’s minds, and this applies to all areas including human resources. The varying ages, ethnicities, and cultures amongst employees encourage human resource managers to examine how these differences impact departments and teams across the board. Generational differences between employees of Generation X and Generation Z, from the Baby Boomers to Millennials, mean that

8 there are differences in technical abilities, adaptability and flexibility to change, and communication. There are several strategies to help manage a diverse workforce that human resource managers and employees can utilize in their roles, to both strengthen the company and its employees. One way is to review internal policies and best practices to see if the current structure supports inclusion and to identify existing issues that may need to be addressed and what improvements can be made (Gonzales, 2023). A solid strategic plan will embrace these diversities and benefit from all the generations in the workplace. Benefiting from the expertise of an older person and a younger person can have a positive impact on an organization. “Reverse or reciprocal mentoring programs, which pair younger workers with seasoned executives to work on specific business objectives usually involving technology, are increasingly prevalent in many offices” (Knight, 2014, p.3). The tenured employee can share their knowledge around the organization while a younger individual can educate them around the impact social media can play on driving business results. This takes the emphasis away from their differences and allows these generations to share their unique skills. Another strategy is to effectively communicate with employees and hear their point of view, as well as feedback on where things can be changed for the better. Constantly communicating with the workforce by giving feedback, coaching, and training will be beneficial because management is building your bench strength, aligning to the same goals, and giving the employees the knowledge of where they could be making the greatest impact within the organization (Blakemore & Newell, 2017). Consistent feedback and addressing employee’s concerns will lead to a more inclusive and aware work environment within the organization. Workplace: Risk Management

9 Within each organization, there are risks that should be identified and assessed, while developing strategies to help mitigate risks and protect the company as well as its employees. Human resource personnel are one of the parties responsible for assessing where the risks lie and prioritize which ones are the most serious. The three main categories of risk are preventable risks, strategy risks, and external risks. Regardless of the department, there will always be risks associated with noncompliance, poor decision making, or other issues and the human resource department should be well prepared for these types of risks to arise. An example of a time where the strength of many organization’s risk management capabilities, especially in the healthcare sector, was during the COVID-19 pandemic. “The outbreak of the coronavirus disease 2019 (COVID-19) pandemic has forced organizations to confront unforeseen risks and caused numerous troubles for business operations” all while dealing with new and emerging risks brought on by the pandemic (Zhong, et al., 2021). This example further drives home the fact that without a contingency plan and solid understanding of the risks an organization is facing, human resource professionals and organizational leaders will be behind the curve on any unforeseen risks that may arise. There will always be risks in an organization and it is up to management to work with HR to create a plan to prevent any future damage from the possible risks. The plan needs to prioritize the risks by assessing the impact each can have. Workplace: Corporate Social Responsibility Corporate Social Responsibility is defined as a self-regulating business model that helps a company be socially accountable to itself, its stakeholders, and the public (Fernando, 2023). Human resources play an important role in creating a culture of social responsibility within an organization and its community, whether it be encouraging employees to volunteer or show how

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10 the organization supports philanthropic efforts in the community. The various types of corporate social responsibility include environmental, ethical, philanthropic, and economic (Stobierski, 2021). Corporate social responsibility, or CSR, is important from an HR standpoint because it can help to drive employee engagement and satisfaction because it plays to employee’s sense of moral obligation to do good or give back. It can even help as a talent acquisition strategy because organizations can attract employees whose moral convictions match that of the company’s (Stobierski, 2021). Strategically, it is important for human resource employees and managers to know where their organization stands on social and environmental issues and how this may impact a current or future employee of the organization. If there is room to “market” how the organization is practicing CSR, that should be taken advantage of to help deliver value to the employees and their customers. Workplace: HR in the Global Context Businesses are rapidly becoming more globalized, expanding overseas and competing on a global scale with other organizations for international markets. “Companies are seeking to gain a competitive advantage which can be provided through international expansion by entering markets with large numbers of potential new consumers which leads to increasing sales profits and building production facilities in other countries to take advantage of low labor costs for relatively unskilled work” (Noe, et al., p. 206, 2023). Due to this change in the economic landscape and increase in globalization, many organizations are now sending employees on expatriate assignments, where they are sent to manage operations in another country. “Expatriate managers must have technical competence in

11 their area of operations; otherwise, they will be unable to earn the respect of subordinates” and it is important to also possess other skills to be successful in these assignments as well (Noe, et al., p. 696, 2023). The expatriate manager also needs to be culturally aware of the differences between their home country and their assignment location, as well as have the capability to be flexible to new cultural norms, and strong enough to not be deterred by the initial culture shock of being relocated. The HR professional should make sure that whoever is selected for an expatriate assignment possesses the necessary adaptive characteristics, which are categorized into three dimensions: the self dimension, the relationship dimension, and the perception dimension (Noe, et al., 2023). These individuals should also receive proper training and preparation so they can behave appropriately and be able to communicate successfully in their new environment. Human resource professionals should ensure that the expatriate employee is being compensated properly to accommodate their travel and other expenses, as well as having a plan to reacclimate the employee once they return to their home country following their assignment. Behavioral Competencies: Business Cluster The three business domains within human resources include business acumen, consultation, and analytical aptitude. Within each of these domains, individuals may find strengths and weaknesses that can determine whether they will be proficient in these areas. “While HR executives, for instance, may not be specifically proficient in certain transactional tasks required of early-career HR professionals, they should nonetheless understand the concepts behind those tasks, recognize their strategic importance, and be able to mentor junior employees in developing the behaviors to implement them” (SRHM Body of Knowledge, 2018).

12 An outstanding human resource manager or employee would be someone who possesses the qualifications and skill set to be proficient and excel in each of the three domains. The goal of this strategic direction is to retain exceptional talent, build on the employees they must meet the needs of the company and to stay in front of the competition. A company should employ a compensation system and benefit packages that appeal to this level of first-class employees. The business acumen is most suited for the people technical competency. “Business Acumen is defined as the knowledge, skills, abilities, and other characteristics (KSAOs) needed to understand the organization’s operations, functions, and external environment, and to apply business tools and analyses that inform HR initiatives and operations consistent with the overall strategic direction of the organization” (SHRM, 2018, p.26). Companies can operate at the ideal level for the organization to meet their goals while developing, improving, and expanding with its personnel. Behavioral Competencies: Leadership Cluster Leadership skills are imperative to those who are working or wish to work in human resources. “There are two behavioral competencies in the leadership cluster: Leadership & Navigation and Ethical Practice” (SHRM, 2018, p.11). These essential elements of leadership will guide human resource personnel to support HR initiatives and management of people within the organization. Strategies can involve ways to improve changes within the organization and the culture associated within that company, and HR initiatives that support the organization technical competency are ones that promote cultural progression. Ethical practice is the behavioral competency that would be appropriate for any change around company culture. “Ethical Practice is defined as the knowledge, skills, abilities, and other characteristics (KSAOs) needed to maintain high levels of personal and professional

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13 integrity, and to act as an ethical agent who promotes core values, integrity, and accountability throughout the organization.” (SHRM, 2018, p.14). One of the crucial components for the company is to understand the variations among its employees around their personal beliefs versus their cultural beliefs. There is a distinction that needs to be made are around how all work personnel are unalike, and a strong work culture should be embraced. HR should have plans in place for times when personal beliefs conflict with organizational values, as this allows for conversation to take place in the event of a conflict and ethical decisions can be made. “The HR professional maintains appropriate levels of transparency for HR programs, practices and policies” (SHRM, 2018, p. 15) Behavioral Competencies: Interpersonal Cluster The interpersonal domain is one of the behavioral competencies within the interpersonal cluster which is divided by three clusters: relationship management, global and cultural effectiveness, and communication. “These competencies describe the behaviors, attributes and underlying knowledge necessary for HR professionals to perform the collaborative and interpersonal aspects of their jobs” (SHRM, 2018, p.17). Building successful relationships within the organization and its stakeholders is one of the most important aspects of the interpersonal cluster. If conflict arises between employees or supervisors and subordinates, the HR representative must handle the situation tactfully and sensitively. “The most effective HR practitioner recognizes the cultural diversity that exists among the organization’s employees—even one with domestic only operations—and leverages that diversity for lasting competitive advantage” (SHRM, 2018, p.22). Organizations need to ensure they are using proper language and being sensitive to all parties involved, to be both inclusive and culturally sensitive.

14 Behavioral Competencies: HR Initiatives In today’s workplace, concerns have been raised and changes have been made surrounding heath equality, ethical matters, and inclusion. HR professionals are being tasked with making changes around these. HR initiatives ought to include specific elements in its employee handbook or website, so employees know what the expectations are from day one. Initiatives should include cultural conversations at companywide all staff meetings with interactive participation so there is clear understanding of the information. Time for questions and answers must be provided so that employees have clear understanding of their expectations. Additional training should be available annually and on a needed basis for these cultural conversations and there must be a detailed description of the disciplinary action if an employee goes against any of these policies, which employees will be made aware of upon hiring.

15 References Blakemore, Kirsten, and Mattson Newell. “3 Tips for Boosting and Managing Diversity in the Workplace.” Inc.com, Inc., 26 Oct. 2017, www.inc.com/partners-in-leadership/3-tips-for- boosting-managing-diversity-in-workplace.html Bussin, M. (2018). Retention Strategies: The Key to Attracting and Retaining Excellent Employees. KR Publishing. Campbell, D. N., Fleming, R. L., & Grote, R. C. (1985). Discipline without punishment--at last. Harvard Business Review, 63(4), 162. Retrieved from: https://eds-b-ebscohost- com.ezproxy.snhu.edu/eds/pdfviewer/pdfviewer?vid=2&sid=1ad61ed5-11ab-4ed5-8e91- d588dd4596c4%40pdc-v-sessmgr01 Fernando, J. (2023, April 23). Corporate Social Responsibility (CSR) explained with examples. Investopedia. https://www.investopedia.com/terms/c/corp-social-responsibility.asp Gonzales, M. (2023, December 21). 10 tips for improving workplace inclusion. Welcome to SHRM. https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/10-tips-for- inclusion Henry, J. (2022, March 14). Four ways companies can find the ‘hidden talent’. Industry Dive. Retrieved from https://www.hrdive.com/news/four-ways-companies-can-find-the-hidden- talent/619632/ Knight, R. (2014). Managing People from 5 Generations. Harvard Business Review Digital Articles, 2–5

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16 Mayhew, R. (2019). Difference Between a Unionized Vs. a Nonunionized Workforce. Retrieved from: https://smallbusiness.chron.com/difference-between-unionized-vs- nonunionized- workforce-22350.html Monte, J. (2019, April 09). Talent Acquisition Strategies. Retrieved from EDSI: https://www.edsisolutions.com/blog/5-key-talent-acquisition-strategies-for-hiring-better- talent-than-your-competitors Noe, R. A., Hollenback, J. R., Gerhart, B., & Wright, P. M. (2023). Human Resource Management: Gaining A Competitive Advantage (13th ed.). McGraw Hill, LLC. Skillings, Z., & Ware, V. (2023a, July 19). How to get Starbucks tuition reimbursement. Scholarships360. https://scholarships360.org/scholarships/starbucks-tuition- reimbursement/ Stobierski, T. (2021, April 8). What is Corporate Social Responsibility? 4 types: HBS Online. Business Insights Blog. https://online.hbs.edu/blog/post/types-of-corporate- social- responsibility The SHRM Body of Competency and Knowledge™. (2018). Retrieved December 14, 2023, from https://www.shrm.org/certification/documents/shrm-bock-final.pdf Zhong, Yifan, Yameng Li, Jian Ding, and Yiyi Liao. 2021. "Risk Management: Exploring Emerging Human Resource Issues during the COVID-19 Pandemic" Journal of Risk and Financial Management 14, no. 5: 228. https://doi.org/10.3390/jrfm14050228

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