OL 211 Final Project Milestone One Guidelines And Rubric

Ol 211 Final Project Milestone One Guidelines And Rubric Overview Thi

This milestone is designed to begin a critical analysis applying knowledge gained within the course. This short paper assignment is the first step in the analysis of the company that will become your final project. For the final project, you will review the human resource management (HRM) in an organization through a real scenario. 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.

Begin by reading the first 13 pages of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to HR-Customer Initiative at Maersk), located in your Harvard Business Review Coursepack. Start your short paper by briefly answering the following questions:

1. Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).
2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the Module One discussion on this topic).

Then, using the material on recruitment strategies provided in this week’s lesson and the case study, address the following:

1. Compare and contrast recruitment and selection of internal versus external candidates in general.
2. Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years.
3. Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and retention.

Paper For Above instruction

The alignment of human resource (HR) functions with an organization’s strategic plan is fundamental to achieving long-term organizational success. The strategic integration ensures that HR initiatives support and drive the organization’s overarching goals, facilitating a coherent approach to workforce management. As discussed in Module One, when HR functions are aligned with strategic objectives, organizations can better anticipate talent needs, enhance employee engagement, improve productivity, and foster a culture that supports innovation and competitive advantage (Wright & McMahan, 2011). For instance, aligning HR strategies with business goals helps in attracting the right talent, developing critical skills, and retaining high performers, ultimately contributing to organizational resilience and agility (Barney & Wright, 1998). This strategic alignment acts as a guiding framework that synchronizes HR initiatives with the organization’s mission, fostering coherence and focused efforts across various departments (Boxall & Purcell, 2016).

Global conditions, especially within the shipping and logistics industry in which Maersk operates, significantly influence HR management practices. The industry faces rapid technological changes, fluctuating trade policies, and geopolitical uncertainties, all of which require adaptable and strategic HR responses (Friedman & Friedman, 2019). For example, the increasing automation of logistics processes demands workforce reskilling and upskilling to remain competitive (Murray, 2020). Additionally, global supply chain disruptions and economic volatility influence talent acquisition strategies, compelling organizations like Maersk to adopt more flexible and diverse recruitment practices. Moreover, the industry’s emphasis on sustainability and digital transformation necessitates attracting talent with specialized skills in green logistics, data analysis, and digital innovation, prompting HR to prioritize targeted recruitment and strategic workforce planning (Schwab, 2021). These external pressures highlight the importance of HR’s agility in aligning talent initiatives with rapid industry changes, ensuring Maersk maintains its competitive edge in a volatile global environment.

Recruitment and selection processes differ notably when choosing internal versus external candidates. Internal recruitment involves promoting or transferring existing employees, leveraging their institutional knowledge, loyalty, and proven performance (Cappelli, 2008). It fosters motivation and retention, as employees see clear career pathways within the organization. Conversely, external recruitment sources new talent from outside the organization, bringing in fresh perspectives, new skills, and diverse experiences. External candidates may be better suited to fill specialized roles or infuse innovation, but onboarding might require more time and resources (Breaugh & Starke, 2000).

Maersk has historically utilized both internal and external recruitment strategies to align talent with its vision of sustainable growth and innovation. The company has promoted from within by identifying high-potential employees and providing developmental opportunities that match organizational goals. Simultaneously, Maersk actively recruits externally through global talent acquisition campaigns targeting skilled professionals in logistics, digital technology, and management. For example, Maersk’s internships and graduate programs serve as pipelines for internal talent, while external advertisements and partnerships with universities attract new graduates and experienced professionals globally (Maersk, 2020). This dual approach ensures a pipeline of qualified candidates aligned with the company’s ambitious vision for digital transformation and sustainability.

The effectiveness of Maersk’s recruitment process can be assessed through its ability to attract and retain talent that drives innovation and supports strategic initiatives. Maersk’s rigorous screening and competency-based interviews ensure alignment with organizational values, particularly its emphasis on sustainability and digital leadership. However, there are opportunities for improvement. For example, refining its employer branding efforts to highlight its commitment to diversity and inclusion could enhance its appeal to a broader talent pool. Additionally, leveraging data analytics in recruitment could improve candidate quality prediction and streamline selection processes, reducing time-to-hire and enhancing candidate experience (Meister & Mulcahy, 2016). Implementing more robust onboarding programs and mentorship initiatives would also promote employee engagement, retention, and long-term success. These enhancements would align Maersk’s recruitment strategies more closely with its strategic goals and evolving industry demands.

References

• Barney, J., & Wright, P. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1), 31-46.
• Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26(3), 405-434.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Palgrave Macmillan.
• Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74-81.
• Friedman, T. L., & Friedman, H. (2019). Industry challenges and HR responses in global logistics. International Journal of Logistics Management, 30(2), 345-360.
• Maersk. (2020). Annual report 2020. Retrieved from https://www.maersk.com/about/annual-reports
• Murray, S. (2020). Automation and the future of logistics workforce. Supply Chain Management Review, 24(4), 22-27.
• Schwab, K. (2021). The future of work and digital transformation in global trade. World Economic Forum. Retrieved from https://www.weforum.org/reports
• Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting 'human' back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.