Follow Rubric: Verbatim Milestones For Employee Engagement

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Follow rubric Verbatim Milestones Milestone One : Employee Engagement and Retention In Module Three , you will analyze HR strategic engagement initiatives for attracting, retaining, and rewarding employees. The four critical element focus on talent acquisition, employee engagement and retention, learning and development, and total rewards. This milestone will be graded with the Milestone One Rubric. Milestone Two : Performance Management: Employee and Labor Relations In Module Five , you will analyze HR strategic initiatives of employee and labor relations that positively impact organizational effectiveness. The three critical elements focus on employee discipline, performance management, and employee and labor relations.

This milestone will be graded with the Milestone Two Rubric. Milestone Three : Global HR, Diversity, Risk Management, and Social Responsibility In Module Seven , you will analyze HR strategic initiatives of managing HR globally, diversity and inclusion, risk management, and social corporate responsibility that impact an organization’s strategic goals. This milestone will be graded with the Milestone Three Rubric. Final Submission : Strategic HR Plan In Module Nine , you will submit your final project. It should address each of the four sections of the final project (People, Organization, Workplace, and Behavioral Competencies) that focus on HR initiatives that move across an organization.

It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric. What to Submit Your strategic HR plan must be 8–12 pages in length (plus a cover page and references). Use double spacing, 12-point Times New Roman font, and one-inch margins. You should use current APA style guidelines for your citations and reference list.

Paper For Above instruction

The development of a strategic Human Resources (HR) plan is integral to aligning HR initiatives with organizational objectives. Throughout this course, learners progressively build comprehensive knowledge, beginning with a focus on employee engagement and retention, moving through performance management and labor relations, and culminating in global HR strategies, diversity, risk management, and social responsibility. The culmination of this learning is reflected in the final strategic HR plan, which synthesizes these elements to produce a cohesive and actionable blueprint for HR initiatives aimed at enhancing organizational effectiveness across multiple dimensions.

Milestone One: Employee Engagement and Retention

In the initial phase, HR strategies centered on talent acquisition, employee engagement, and retention are crucial. Organizations invest in initiatives designed to attract top talent through targeted recruitment and employer branding efforts. Once onboard, fostering employee engagement becomes paramount; this involves creating a motivating work environment, recognizing achievements, and providing opportunities for growth. Retention strategies include competitive compensation, benefits, career development programs, and fostering a positive organizational culture. Research indicates that organizations emphasizing employee engagement and retention experience reduced turnover and higher productivity (Kahn, 1990; Harter, Schmidt, & Hayes, 2002). Integrating feedback mechanisms and ongoing communication also enhance employee satisfaction and alignment with organizational goals.

Milestone Two: Performance Management and Employee Relations

The subsequent focus shifts to performance management and employee/labor relations. Effective performance appraisal systems aligned with organizational objectives motivate employees and clarify expectations (Aguinis, 2013). Transparent communication, continuous feedback, and goal-setting contribute to performance improvements. Employee discipline and grievance procedures are essential components supporting a fair company culture and legal compliance. Labor relations involve maintaining positive relationships with unions and handling negotiations constructively. Organizations committed to transparent practices and fair treatment foster trust and cooperation, which enhances organizational effectiveness (Miller, 2016). Instituting consistent policies and engaging in open dialogue with employees are key to managing labor relations efficiently.

Milestone Three: Global HR, Diversity, Risk Management, and Social Responsibility

As organizations expand globally, HR strategies must account for managing diverse workforces and mitigating risks associated with international operations. Cultural competence and inclusive policies are essential for fostering diversity and promoting an inclusive workplace (Cox, 1994). Additionally, organizations implement risk management protocols to address legal compliance, data security, and corporate safety. Social responsibility initiatives are increasingly integrated into HR strategies to enhance corporate reputation and stakeholder trust. These initiatives include sustainable practices, community engagement, and equitable treatment of employees across borders (Husted & Allen, 2007). By aligning global HR practices with social and environmental standards, organizations can achieve strategic goals while fulfilling corporate social responsibilities.

Final Submission: Comprehensive Strategic HR Plan

The final project synthesizes these strategic elements, focusing on four critical areas: People, Organization, Workplace, and Behavioral Competencies. The plan articulates HR initiatives tailored to each dimension, such as talent acquisition strategies, performance management frameworks, diversity policies, and social responsibility programs. It emphasizes integrating feedback and continuous improvement to ensure adaptability and sustained organizational growth (Ulrich et al., 2012). The plan also underscores the importance of data-driven decision-making, leveraging HR analytics to measure the effectiveness of initiatives and inform strategic adjustments. A well-structured, coherent HR plan serves as a foundation for organizational success and agility in a competitive environment.

References

• Aguinis, H. (2013). Performance management. Pearson.
• Cox, T. (1994). Cultural diversity in organizations: Theory, research, and practice. Berrett-Koehler Publishers.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
• Husted, B., & Allen, D. B. (2007). Corporate social responsibility in the multinational enterprise: Strategic and institutional approaches. Journal of Business Ethics, 70(4), 289-307.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
• Miller, K. (2016). Managing employee relations in the workplace. Springer Publishing.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K. W., & Younger, J. (2012). HR Competencies: Mastery at the Intersection of People and Business. Society for Human Resource Management.