OL 751 Milestone Three Rubric Proposal ContentOverview Thi.docx

OL 751 Milestone Three Rubric: Proposal Content
Overview: This milestone continues your detailed HR proposal,
which should include, on the whole, a combination of the
concepts that you have learned during your time in the Human
Resource Management program. You will receive feedback
from your instructor regarding the cover letter. Implement this
feedback into your final version of the human resource strategy
proposal.
Prompt: For this milestone, submit a draft of your detailed HR
proposal, which should highlight how the HR department, under
your leadership, will operate as an effective business partner.
The following strategies should be considered and incorporated
into your proposal:
· Methods of advancing the organization’s vision and mission
through effective leadership and critical evaluation and decision
making
· A global outlook and cross-cultural approach in the interest of
improving cultural responsiveness and capitalizing on diversity
· Organizational development efforts to foster collaboration and
guide the organization through changes
· Application of performance management and total rewards
programs to attract, inspire, and retain a highly skilled and
effective workforce
· A plan of how to effectively build stronger relationships with
all stakeholders through trust, teamwork, and direct
communication
· Evaluation of how the department will continue protecting the
integrity of the business, its employees, and its management
practices through appropriate risk management and legal and
ethical practices

Support your ideas and strategy with outside resources to
provide a summary of viewpoints on this matter and explain
how your strategy is the best choice.
Guidelines for Submission: The proposal should be of sufficient
length to communicate your strategies listed above. Your
proposal content draft should be in a professional format to
include all necessary elements that one would find in a
proposal, such as a title page, table of contents, and
professional bibliography using APA format. The document
should use double spacing, 12-point Times New Roman font,
and one-inch margins.
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.
Critical Elements
Proficient (100%)
Not Proficient (0%)
Value
Timeliness
Submits detailed draft of project proposal by deadline
Does not submit detailed draft of project proposal by deadline
5
Vision and Mission
Introduces methods of advancing the organization’s vision and
mission through effective leadership and critical evaluation and
decision making
Does not introduce methods of advancing the organization’s
vision or mission through effective leadership or critical
evaluation and decision making
15

Outlook and Approach
Includes a global outlook and cross-cultural approach in the
interest of improving cultural responsiveness and capitalizing
on diversity
Does not include a global outlook or cross-cultural approach in
the interest of improving cultural responsiveness or capitalizing
on diversity
15
Analysis and Decision Making
Includes appropriate evidence-based strategies that integrate
sound, data-driven analysis and critical decision making to
support the goals, vision, and mission of the organization
Does not include appropriate evidence-based strategies that
integrate sound, data-driven analysis or critical decision making
to support the goals, vision, or mission of the organization
15
Risk Management
Includes an evaluation of how the department will continue
protecting the integrity of the business, its employees, and its
management practices through appropriate risk management and
legal and ethical practices
Does not include an evaluation of how the department will
continue protecting the integrity of the business, its employees,
and its management practices through appropriate risk
management or legal and ethical practices
15
Customer Service and Negotiations
Describes how to effectively leverage customer service and
negotiation strategies that build engaging relationships with
stakeholders through trust, teamwork, and direct communication
Does not describe how to effectively leverage customer service
or negotiation strategies that build engaging relationships with
stakeholders through trust, teamwork, or direct communication
15
Data Analysis

Provides data analysis to further support the proposal and
includes opposing viewpoints on this issue while explaining
how student’s strategy is preferable
Does not provide data analysis to further support the proposal
or include opposing viewpoints on this issue while explaining
how student’s strategy is preferable
15
Articulation of Response
Submission has no major errors related to citations, grammar,
spelling, syntax, or organization
Submission has critical errors related to citations, grammar,
spelling, syntax, or organization that prevent understanding of
ideas
5
Earned Total
100%
Strategic Plan Proposal
13

I. R. Student
Southern New Hampshire University
January 29, 2017
Table of Contents
Vision and
Mission………………………………………………………………
……………………… 2
Analysis and Decision
Making………………………………………………………………
………….. 3
Outlook and
Approach………………………………………………………………
…………………... 5
Risk
Management…………………………………………………………
…………………………….. 6
Customer Service and

Negotiation……………………………………………………………
………… 9
Data
Analysis………………………………………………………………
…………………………… 11
1
References……………………………………………………………
…………………………………. 13
Vision and Mission
The Arc of the United States is a nonprofit organization that
believes in the inherent value of all people and works daily
through advocacy and legislation to ensure that people with
developmental and intellectual disabilities are included in every
aspect of their communities. The Arc of the United States has
proven itself as a respected leader in promoting the rights of
people with developmental and intellectual disabilities. The
Arc of the United States mission statement reads as follows:
The Arc promotes and protects the human rights of people with
intellectual and developmental disabilities and actively supports
their full inclusion and participation in the community
throughout their lifetimes. A mission statement is ultimately a
statement of purpose. The Arc of the United States believes
that every person should have the same rights and be fully
included in the community in which they live.
The Arc of the United States is also guided by nine core values.
1) Equity, 2) Community, 3) Self-determination, 4) Diversity,
5) Guiding Principles Participatory Democracy, 6) Visionary
Leadership, 7) Public Interest, 8) Collaboration, 9)
Transparency, Integrity and Excellence (arc.org, n.d.). It is
important that the HRM strategic plan take these core values
and mission and hire create a workforce that can help us reach
our goals and continue to effectively support people intellectual

disabilities around the world.
2
The Arc of the United States has a strategic framework for their
future that covers the dates from 2010- 2019. In this strategic
plan they identify eight goals that they want to accomplish by
2019 and the strategies they need to take to reach those goals.
In addition to these goals, the Strategic Framework for the
Future of the Arc lists the strategies they will take to reach each
of these goals. As The Arc of the United States looks to expand
across borders, these goals will impact the people we support
and guide us. The Arc's goals over the ten year period, 2010 -
2019, are to ensure that: 1. Infants, children and youth with
intellectual and developmental disabilities (I/DD) have access
to the supports and services they need to live in their family
homes, to succeed in school and to partake in all of the
experiences of
childhood. 2. Adults with I/DD have the opportunity to lead
lives of their own choosing, free from poverty, to be employed,
to reside in the community, and to live independently with
ready access to whatever services and supports they need. 3.
People with I/DD have the opportunity to participate in civic
activities, volunteerism and community service, religion, arts,
culture and recreation alongside their peers without disabilities.
4. Individual members of the public value, respect and accept
people with I/DD as equal members of society. 5. Quality health
education, health promotion and health care are widely
available and accessible, enabling individuals to avoid known
environmental causes of I/DD and to prevent secondary health
problems for people with I/DD. 6. The Arc is a powerful
advocate for people with I/DD, leading a vibrant, engaged, and
growing movement of people with I/DD; their family members,
friends, and colleagues; and the nonprofits organizations that
serve them, committed to the full inclusion of people with I/DD
in society. 7. The Arc is a catalyst advancing best practices
among all community-based service providers and the

preeminent provider of inclusive services and supports for
people with I/DD and their families. 8. The Arc is a household
name, well-known and responsive, well-managed, responsibly
governed, and sustainable nonprofit federation (TheArc.org).
It is important that the leadership be committed and be the
example for the mission, goals and core values. Leaders of this
organization, including human resource leadership, must create
a vision that helps employees see the possibilities that are in
front of them, make sure that everyone is moving in the same
direction, and effectively execute the vision until it becomes a
reality (SHRM, n.d.). The human resources department believes
in promoting the mission and values of The Arc of the United
States through leadership, recruitment, high performance, and
effective business processes. We will let the mission guide us to
continue to provide excellence in service and advocacy.
Analysis and Decision Making
3
The Human Resource department must determine our human
resource needs and recruit and train employees who can help
this organization expand and meet the goals for the future. In
order for the
human resource department to make decisions regarding our
workforce, we must start with completing a SWOT analysis and
determine any competency gaps. We understand that our
expansion will require us to take a close look at our policies,
procedures, job descriptions, employment laws so they align
with the needs and regulations of the population we serve in
these areas.
The SWOT analysis will help us consider what strengths the HR
department has that can be used to help lead the organization in
the direction desired by the leadership team, what opportunities,
what weaknesses we need to overcome so we can recruit, retain
and offer appropriate trainings (SHRM, 2012). We must also
look at the external factors that offer us opportunities and pose

possible threats to our organization. We will look for
opportunities such as new technology, unfulfilled needs of
customers and beneficial changes in employment laws (SHRM,
2012). The threats will be analyzed so we can identify areas
that could cause difficulty in the future. Some threats that we
must look at are federal regulations that affect the people we
support, employment laws, and a changing workforce.
4
Once we complete the SWOT analysis we must determine where
there are competency gaps. Conducting a gap analysis for
human resources gives leaders a reading on future employment
requirements by identifying the competencies their vision
requires and comparing them to those available from current
employees (Brunot, n.d.). This analysis will allow us to plan
and make informed decisions regarding our staffing. We will be
able to project for future staffing needs. We will look at what
new jobs will we be implementing and what skills and
competencies are needed and in what timeframe do those
positions need to be filled. In our field of nonprofit that is very
regulated and our hope to expand across borders, we will also
need to consider if there are any employment policies or
legislation that will affect recruitment and retainment efforts.
The gap analysis will allow us to take a closer look at our
current staff and take inventory of what positions we currently
have, look into the workforce and plan for any retirements or
promotions, and turnover rates.
Once the gap analysis is completed, we will see where the gaps
between our current staffing and what staffing needs will arise
in the future. The human resource department will strategically
make adjustments and restructure our workforce as necessary so
we have the right people with the right skills in the right places
to minimize risk and maximize our resources (Brunot, n.d.).
Outlook and Approach
While considering expanding globally, we must be sensitive to

the different cultures of the employees and the people we
support. We must also be aware of the trends and issues that
may affect our employees and our organization. The Human
resource department will hire employees from different cultural
backgrounds so that we have the diversity that is in the best
interest of all stakeholders. There are many steps that the
Human Resource department will take to ensure we improve
cultural responsiveness and capitalize on diversity.
5
The first step we will take is conducting a PEST analysis.
Although not all of the information is related to culture and
diversity, understanding these elements will allow us to look at
different aspects of the different cultures. By conducting this
analysis, we can better understand the market and align our
strategies and hiring procedures to our mission and goals. We
will look at the political factors that may impact our industry
and the people we hire. We know that this industry is heavily
regulated by the state and government and that much of our
funding comes from the federal level. The Human resource
department will look at the funding sources and the regulations
on a global level to be sure we understand the laws, policies
that affect our industry as well as our hiring practices. The
economy of other countries can have an impact in our success to
reach our strategic goals. We must take time to look at
recession, employment and unemployment rates, and the
funding climate that will have an effect on our budget. The
social aspect of this analysis will give us idea of the
demographics and the cultural trends of different countries help
us determine how a society feels about the inclusion of people
with intellectual disabilities and be able to recruit those who
have the same beliefs that align with ours.
Technology will be important because as we expand, it will be
important to have a system that can track the aspects as they
pertain to our workforce such as recruitment, turnover, pay and
benefits. It will be important for the human resource

department to have the technology that will allow them to meet
our employee needs from across the country.
Cultural training will be of high priority as we will be hiring
people from different cultures and supporting people from
different cultures. An inclusive work environment requires a
clear understanding of both the inherent and acquired diversity
within an organization (Ollila, 2017). While staying within
employment laws, the human resource department will utilize
social media and our HRIS to expand our pool of applicants and
potential employees. We will be sure to update all of our
material and forms to be sure that all cultures are represented.
We will offer cultural training and start a cultural diversity
committee in each location. The cultural diversity committee
will send out Topics of the Quarter so that supervisors can
discuss relevant cultural topics. The committee will set annual
goals that address cultural diversity throughout the
organization. Policies and procedures will be updated regularly
and our system will be updated and fields added to our
electronic system. We will become an organization that
celebrates differences by encouraging people to discuss
differences and as we become global, we will need to be sure
that all holidays are celebrated accordingly.
Risk Management
6
It is the responsibility of the HR department to be sure we are
operating morally and legally and attending to the safety and
well-being of all people who are involved with the organization
bit internally and externally. Not only do we need to act within
the law, we also need to make difficult decisions that can affect
the integrity of the organization. We must look at all areas
where problems can occur and look into how we can eliminate
or lessen the risk to our organization. Some areas that we will
are
minimizing risk are the areas of compensation, hiring, health

and safety, supervision, employee conduct, and how to deal with
employees who are leaving the company.
In the area of compensation, we will have performance
evaluations that are reflective of the job that the person is doing
but also one that relies not only on job duties but have goals
that drive the employee to engage in ethical behaviors and that
promote collaboration and teamwork. Incentives must be
carefully thought out and must beneficial and financially
feasible for the organization. We will create a performance
evaluation that focuses on job performance but that will also
focus on safety efforts of the employee, how well to they
communicate and get along with others in their department and
if they are utilizing best practices while at work. We will
implement SMART goals to each performance evaluation.
SMART stands for, specific, measurable, achievable, result-
oriented, and time-bound. This will help the HR department in
determining that the goals are not only beneficial and dependent
on pay incentives but they are clearly written to assist the
organization and the employee in meeting our strategic goals.
We must be sure that not only can we offer incentives based on
the organizations financial ability but also that we offer
incentives that foster collaboration and teamwork.
7
In our hiring processes, we must minimize risk by making sure
we are abiding by all employment and discrimination laws that
are in place in all areas we serve. We must also employ the
right people with the right skills for the right job. We will
implement 30-60-90 day performance reviews to be sure that the
employee is meeting all expectations in the probationary period.
The 30 day review will be a simple review of whether or not the
employee is grasping the job duties and is understanding the
policies and processes of the company. At the 60 day review,
we will look at whether or not the employee is meeting the
expectations of the position and put goals into place that can
hep the employee succeed in the position. At the 90 day

evaluation, we will determine whether or not the employee is a
suitable candidate. If not, we will terminate employment at that
time. If they are a good candidate, we will set the SMART
goals for them to begin working on for the remainder of the
year.
In the area of health and safety, we will be sure that there are
effective safety measures to protect our employees and
minimize risk. Every geographical area will have risks that are
specific to that area and we need to have a safety committee to
address any safety needs or issues. We will conduct regular
safety checks and provide the necessary equipment needed to
remain safe. The safety committee will report on safety
concerns and issues each quarter and the information will be
related back to the HR department so that safety measures can
be implemented and so that we can protect the agency form
rising insurance claims as well as abide by the regulations set
by OSHA and any other regulating body.
We must also mitigate risk through our managers by training
them on the important role they play. The supervisor must
follow the performance management process as outlined above
but they must also meet with their staff regularly (minimum of
monthly) and be sure that their staff are receiving the necessary
training. We will conduct regular training to managers and
supervisors to discuss areas of concern, issues that have arisen
and employment laws that must be adhered to in order for the
organization to remain compliant and to keep employees safe.
Employee conduct is always a difficult task because employees
deal with issues related to the job and issues related to their
personal life that can affect their performance and conduct. We
will be sure that each employee understands the policies and
procedures, signs the employee handbook upon hire, provide
ongoing training and development and be sure they understand
the expectations of the job they are performing and the larger
organizational goals. We will give each employee the
opportunity to correct their behavior unless the infraction was
one that requires termination. We will coach each employee in

ways that they can improve their performance and set goals so
they clearly understand the expectations and have a guide to
help them correct the issue.
8
We must also minimize risk by making sure that we have a solid
process in place for exiting employees. All employees whether
resigning or terminated will go through an exit interview.
There will be a set of standard questions asked as well as the
opportunity to discuss the issues behind their
departure. We will take this information and use it to improve
our processes and address any issues found. We will have a
process for collecting any company property (keys, computer,
phone), be sure that they are immediately deactivated from the
electronic system including passwords, access to client
information, and client files. We will also be sure that we are
adhering to the payout of any unused vacation or leave and
abiding by all employment laws.
In addition to all of the items listed above, succession planning
is another important part of mitigating risk. Having a
succession plan in place can decrease disruption within the
company and reduce turnover and recruiting costs. Having a
plan to replace key employees internally can decrease
disruption when they leave the company but it also keeps the
company stable and secure in times of change. We will work
closely with leadership to identify and develop talent. We will
assist in identifying potential candidates for certain roles, put a
plan in place to develop the necessary talent, and track and
monitor the process closely. HR has access to and
communicates with employees often so we can more easily
identify potential candidates and share our thoughts with
leadership. We will put mentoring processes in place and offer
trainings that offer internal candidates the opportunity to grow
and develop into future roles.
The HR department will continually assess for risks because our
employees and the people we support are our greatest risk. We

will continue to monitor all risks and make decisions about
what risks need to be avoided, what risk we are willing to
accept in order to meet the goals of the organization while
staying compliant and within the law, and look into areas where
we need to make adjustments in our practices. This is an
ongoing task that will require the HR department to continually
monitor to keep the company safe and minimize risk.
Customer Service and Negotiation
9
The success of an organization does not come from one
employee, it comes from the collective work of all members of a
team. Although we have incentives for employees based on
their performance
reviews, it is important that we put goals in the performance
evaluation that reflect and encourage teamwork. To foster
teamwork, we will focus on having regular departmental
meetings to discuss and gather information form the whole team
and get ideas from the team on ways they can improve together.
We will offer incentives that foster teamwork such as offering
the department a pizza party or a day where they can all come in
late or leave early. The HR department has to encourage
teamwork by making sure that the suggestions and ideas are
acted upon and that the employees feel their ideas and concerns
are being heard. We have many different departments from
direct support professionals to our public policy department
where the goals are very different. We also have several
employees that work remotely so it is our responsibility to help
them to understand how their work affects the larger
organization.
Trust is a very important part of the success of any
organization. If an employee trust the HR department and its
management, the retention rate will improve. To ensure that we
build a culture of trust, we will communicate open and honestly
and do what we say we will do. We will start by creating an
employee engagement survey that will go out twice annually.

Once the results of the survey are in, we will discuss the results
with the senior management team and identify and develop
systems and programs that are of the highest importance to the
employees. The design of the engagement survey is important
because we have to ask questions about things that we can
measure and in turn take action on. Once we analyze the
results, we will discuss the results with the entire organization,
both good and bad, and discuss in detail what action we will
take to address these issues and a timeframe by which we hold
ourselves to. The survey is just a starting pint but if acted on
accordingly, we will build the trust of the employees and allow
them to see that we value their opinions and that together we
can accomplish the strategic goals set in place.
10
Teamwork and trust cannot be built unless there is open and
honest communication that flows vertically and horizontally.
The vison may be clear to all employees however, how to get
there may be
interpreted differently by employees. With the organization
growing, we must utilize technology to reach all of the
employees. We must utilize ways to communicate the
employees that are in the office each day as well as employees
that are working offsite or across the world. Technology and
social media has given us the opportunity to communicate
instantaneously. We must find ways to communicate effectively
so we can reach our organizational goals.
Change communication includes leadership laying out what is
going to change and what isn’t, but also includes the
conversations that happen when employees go to their direct
managers with concerns and questions (Painter, 2014). We
must train our managers who come in contact with the
employees regularly the importance of two-way communication.
We have to train the management to effectively communicate
and include them in on meetings where we discuss our strategic
goals and give them guidance on how they can promote the

goals of the organization effectively. We also have to be
transparent in the things we share with employees. We have to
communicate what is working and what is not and we cannot
just pick and choose only the positive things that are occurring.
To build teamwork and trust through communication, we have
to openly discuss our failures and the processes we are taking to
correct them and get back on track. Success depends on every
person in the organization. If we truly believe this, we have to
have open and honest communication through all stages of the
process.
Data Analysis
11
Analyzing data is not just about understanding data-driven HR
and the usual metrics, but specifically how HR can connect
what it’s doing to business outcomes. HR should not only align
with the business but drive the business by making better
decisions about the workforce (Biro, 2016). Improving our
HRIS so that we can forecast for the future and make better
business decisions that support the strategic plan in areas such
as, turnover, retention, risk, and forecasting for the future. To
be more effective, the HR department has to have the ability to
move away from the manual processes and have information
systems that can accurately and quickly render relevant data.
Payroll is one of, if not,
12
the largest expense for an organization. Many decisions
regarding hiring, retention, rewards, etc… are done through an
HR professional gut feeling or a corporate system that has been
in existence for a long period of time. Many HR departments
base their decisions on where the applicant went to school, what
grades they earned and their references. Although, these may
be important, it is not the only thing that is important when
determining whether or not the employee will be successful.
The HR department needs to increase its knowledge of data

analytics and determine what questions need to be answered and
what analytics need to be set up to get those questions
answered. This can be costly to implement initially but if
utilized correctly, it can save the company a great deal in costs
and increase revenue. Many may think that data is not
necessary in HR however, we can find things through data
analysis that can help in our recruitment, retention, risk
management, and decision making that can increase revenue and
more effectively help us in reaching our goals as we expand into
other markets. Many HR departments measure these areas from
different databases or files that are controlled by different
people within the department. We need to implement a system
that we can all access easily and enter the necessary data to get
the needed results. Although many believe that the old way of
doing things is working, we as an organization that is expanding
services and hiring people from different areas to support our
mission and goals, we need a centralized system that gives us
scientific, quick results so we can move in the direction we
have set forth for the organization.
References
A Clear Path Forward: Strategic Framework for the Future of
the Arc 2010-2019. (n.d.). Retrieved September 30, 2017, from
www.thearc.org
Board of Directors & Staff. (n.d.). Retrieved October 1, 2017,
from http://www.thearc.org/who-we-are/staff
Brunot, T. (n.d.). What Is a Gap Analysis for Human
Resources? Retrieved October 02, 2017, from
http://smallbusiness.chron.com/gap-analysis-human-resources-
61949.html
Charting Impact Report. (2011, May 17). Retrieved October 1,
2017, from http://www.thearc.org/document.doc?id=4100
Gormandy White, M. (n.d.). Strategic Leadership

Solution
s: Building Vision, Alignment, and Execution. Retrieved
September 30, 2017, from
https://al.shrm.org/sites/al.shrm.org/files/Strategic%20Leadersh
ip%20

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