Social Science Question

Throughout this course, you have explored a number of concepts, trends, and foundational theories in the field of human resources related to strategy development and organizational agility. As you compile, edit, and finalize the three main sections of your paper, identify the processes you might recommend to organizational leaders for critiquing and improving business practices.

To prepare for this Assignment, do the following:

• Use the Hoover’s Company Records database in the Walden Library to find and select an organization, or choose one with which you are familiar and about which you have enough available information and access to complete this Final Project. Important Note: A public organization will also have a 10-K form on its website that could provide you with information regarding organizational strategic plans and goals.
• Review the organization's mission and vision statements, as well as any other pertinent, publicly available information about its business strategy and direction.
• Review and complete the Gap Analysis Matrix (located in the Learning Resources for this 2-week unit) for your selected organization. You will include the completed matrix (or table) in your paper.
• Review and complete the SWOT Analysis Matrix (located in the Learning Resources for this 2-week unit) for your selected organization. You will include the completed matrix (or table) in your paper.

You will use all of the information gathered to create an HR operating plan for your selected organization.

Submit a 7 page synthesis (excluding the title page and References section) of the operating plan you have created for your selected organization. Your paper must include the following three sections and address all items contained within each section:

Business Summary (2 pages)

• Summarize the mission and vision statements and other public information about the organization and its business direction.
  • In your summary, include the organization's key business objectives and strategies.

• Explain how this information would drive and inform an HR operating plan.

SWOT Analysis and Gap Analysis (2–3 pages)

• Analyze the organization's strengths, weaknesses, opportunities, and threats.
  • Include your completed 4-cell SWOT analysis for your selected organization to accompany your narrative. (Use the template provided in the Learning Resources for this 2-week unit and insert the completed table as a figure into your paper.)
• Analyze the key organizational strategies and key HR strategies for your organization and any gaps that currently exist in the HR Department.
  • Include your completed 3-column HR gap analysis to accompany your narrative. (Use the template provided in the Learning Resources for this 2-week unit and insert the completed table as a figure into your paper.)

Strategy Development and Implementation (2–3 pages)

• Based on the results of your SWOT and gap analyses, propose 2–3 strategies you recommend the HR Department implement in the year ahead to support the organization's strategic business direction.
  • Include a minimum of 3–5 action steps for each strategy to ensure its attainment.
• Create a mini-communication plan for the implementation stage that briefly outlines the following:
  • Key information that needs to be communicated
  • Timeline for communicating that information (e.g., at what times/stages the information should be shared)
  • How you will communicate the information (i.e., through what means—verbally, via email, in groups/individually, etc.)
  • Key stakeholders and/or groups who should receive the information
  Note: You may present your plan in a table or other graphical format, as long as you include sufficient detail, or you may write about it in standard paragraph format.
• Identify potential internal and external obstacles and/or organizational pushbacks HR might expect as well as tentative steps to address those obstacles/pushbacks proactively (i.e., in anticipation of the obstacles/pushbacks rather than waiting for them to occur).

  Learning Resources

  Required Readings
• Aryankhesal, A., Sheldon, T. A., & Mannion, R. (2012). Role of pay–for–performance in a hospital performance measurement system: A multiple case study in Iran Download Role of pay–for–performance in a hospital performance measurement system: A multiple case study in Iran. Health Policy and Planning, 28(2), 206–214. https://doi.org/10.1093/heapol/czs055
• Carlson, K. D., & Kavanagh, M. J. (2012). HR metrics and workforce analytics. In M. J. Kavanagh, M. Thite, & R. D. Johnson (Eds.), Human resource information systems: Basics, applications, and future directions (pp. 150–174). http://www.uk.sagepub.com/upm–data/41672_6.pdf
• Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management Development, 28(5), 393–406.
• Corsello, J. (2012). Maximizing talent management through the cloud. Human Resource Management International Digest, 20(4), 27–30.
• Fink, A. A. (2010). New trends in human capital research and analytics. People and Strategy, 33(2), 14–21.
• Gates, S., & Langevin, P. (2010). Human capital measures, strategy, and performance: HR managers' perceptions. Accounting, Auditing & Accountability Journal, 23(1), 111–132.
• Irs, R. (2012). Pay-for-performance in Estonian general educational schools: the situation for further development. Baltic Journal of Management, 7(3), 302–332.
• Lee, Y., & Lau, S. (2011). HR metrics, benefits brokers, workers in the European Union. HRMagazine, 56(9), 26–27.
• Longo, M., & Mura, M. (2008). Stakeholder management and human resources: development and implementation of a performance measurement system. Corporate Governance, 8(2), 191–213. https://doi.org/10.1108/14720700810863814
• Moyle, J. (2012). HR metrics: Measuring up: Strategic pay's latest HR metrics survey benchmarks everything from recruitment and training, to sick days, absenteeism and staff turnover. New Zealand Management, 42.
• Nyberg, A. J., & Ployhart, R. E. (2013). Context-emergent turnover (CET) theory: A theory of collective turnover.Links to an external site. Academy of Management Review, 38(1), 109–131. https://doi.org/10.5465/amr.2011.0201
• OASIS. (n.d.). APA course paper template (APA 7). Walden University. https://academicguides.waldenu.edu/writingcenter/t...Important Note: This template must be used for the Weeks 6–7 Assignment 2. It is recommended that you download and save this template so you have it available for future Assignments.
• Patel, S. (2010). Empowering human capital management through HR metrics. Electric Light and Power, 88(1), 24, 26–27.
• Royal, C., & O’Donnell, L. (2008). Emerging human capital analytics for investment processes. Journal of Intellectual Capital, 9(3), 36–379. https://doi.org/10.1108/14691930810891983
• Schiemann, W. A. (2007). HR metrics: Myths, best practices, and practical tips. http://www.metrus.com/materials/HR_METRICS_Myths_a...
• Taticchi, P., Balachandran, K., & Tonelli, F. (2012). Performance measurement and management systems: state of the art, guidelines for design and challenges. Measuring Business Excellence, 16(2), 41–54. https://doi.org/10.1108/13683041211230311
• Walden University Library. (n.d.). Company research overviewLinks to an external site.. https://academicguides.waldenu.edu/library/company...
  
  Note: Use this resource to locate an organization for your Final Paper.
• Weeks, K. O. (2013, June). An analysis of human resource information systems impact on employees. Journal of Management Policy and Practice, 14(3), 35–49.
• Weibel, A., Rost, K., & Osterloh, M. (2009). Pay for performance in the public sector—Benefits and (hidden) costs. Journal of Public Research and Theory. https://doi.org/10.1093/jopart/mup009
• Weyhrauch, W. S., & Culbertson, S. S. (2009). Creating a performance incentive system: Can risk, distortion, and manipulation be successfully balanced? Academy of Management Perspectives, 23(3), 98–100. https://doi.org/10.5465/AMP.2009.4347927