OL 211 Final Project Milestone One Guidelines And Rub 654108

Ol 211 Final Project Milestone One Guidelines And Rubric Overview

Ol 211 Final Project Milestone One Guidelines and Rubric Overview: 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.

Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper. 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.

Paper For Above instruction

The alignment of human resource management (HRM) functions with an organization’s strategic plan is paramount for achieving overall corporate success. The strategic integration ensures that HR initiatives support and drive the organization’s long-term objectives, fostering a cohesive approach to talent acquisition, development, and retention. According to Wright and McMahan (2011), strategic HRM emphasizes that effective HR practices directly contribute to organizational performance by aligning HR activities with strategic goals. This alignment enables organizations to anticipate future talent needs, adapt to environmental changes, and maintain competitive advantage. For instance, Maersk’s strategic focus on innovation and operational excellence necessitates HR practices that attract highly skilled personnel capable of supporting these goals, demonstrating the importance of HRM alignment with strategic priorities.

Global conditions significantly influence HRM practices within Maersk’s industry, particularly given the maritime shipping sector’s vulnerability to geopolitical, economic, and environmental fluctuations. As discussed by Notteboom and Rodrigue (2018), globalization has increased industry competitiveness and volatility, prompting companies like Maersk to adapt their HR strategies. Economic shifts, such as fluctuating fuel prices and trade tensions, affect manpower planning, necessitating flexible staffing models and contingency planning. Additionally, geopolitical issues like sanctions and tariffs influence talent mobility and cross-border HR policies. Environmental concerns, notably climate change and regulations on emissions, require Maersk to promote sustainable practices and recruit employees skilled in green technologies. These global dynamics demand that HR strategies be agile and responsive to external pressures while supporting organizational resilience and growth.

Recruitment and selection processes for internal and external candidates differ significantly in terms of approach, benefits, and challenges. Recruitment of internal candidates allows organizations to leverage existing employees’ knowledge of corporate culture and operations, promoting engagement and loyalty (Cascio & Boudreau, 2016). Internal recruitment reduces onboarding time and costs, and it can motivate employees through career advancement opportunities. Conversely, external recruitment broadens the talent pool, bringing fresh perspectives and specialized skills unavailable internally (Schippmann et al., 2000). However, it tends to be more costly and time-intensive, with a higher risk of misalignment with organizational culture.

Maersk has historically employed a strategic mix of internal and external recruitment to align new hires with its vision of shipping excellence and innovation. Over the years, Maersk has prioritized internal mobility to retain top talent and promote leadership from within, exemplified by its internal promotion programs and leadership development initiatives. Simultaneously, it has conducted targeted external recruiting through global talent searches and partnerships with educational institutions to acquire specialized skills in logistics, technology, and sustainability. This dual approach supports Maersk’s global expansion and technological modernization efforts, ensuring that new employees are aligned with the company’s long-term vision.

The effectiveness of Maersk’s recruitment process can be evaluated through several key metrics, including employee retention rates, time-to-fill positions, and the quality of new hires as measured by performance and cultural fit. The company’s emphasis on comprehensive onboarding and talent development programs has contributed positively to employee success and retention. However, potential improvements could involve enhancing the use of technology, such as AI-driven applicant tracking systems, to streamline recruitment and improve candidate matching. Additionally, expanding employer branding efforts worldwide could attract a broader talent pool aligned with Maersk’s values. Implementing continuous feedback mechanisms from new hires could further refine recruitment strategies, ensuring sustained organizational performance and employee satisfaction.

In conclusion, aligning HRM with strategic objectives, adapting practices to global industry conditions, and employing a balanced recruitment approach between internal and external candidates are crucial for Maersk’s success. Ongoing assessment and adaptation of recruitment processes, supported by technological advances and a focus on employer branding, will enhance employee success and organizational resilience in a rapidly changing global environment.

References

• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.
• Notteboom, T., & Rodrigue, J. (2018). The Geography of Transport Cost and the Global Containerized Cargo Flows. Growth and Change, 49(3), 379-403.
• Schippmann, J. S., et al. (2000). The Impact of Human Resource Management Practices on Organizational Performance: A Review and Research Agenda. Human Resource Management Review, 10(3), 253–274.
• 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.