Please see instructions attached and upload of key assignment outline and annotated bib to use for a reference.
Key Assignment : Strategic HR Plan
A Strategic HR Plan helps organizations to align human resources to corporate strategy. It is an essential planning document built upon the corporate mission, vision, values and goals established in the strategic business plan.
A Strategic HR Plan provides information on how the HR function will support the goals and strategies of the organization, while also ensuring that HR planning and practices are consistent.
The ideal Strategic HR Plan outlines how the gaps between present and future capabilities will be addressed, enabling businesses to effectively pursue their company goals.
Considering what you have learned in the learning modules, and as we progress through the course, you will develop your comprehensive Strategic HR plan to present to the executives of your organization.
The process for developing a Strategic HR Plan begins by identifying where your organization is now. Then formulate a clear picture of your company’s future along with ways to get there.
Please review the following list of potential problem/situations and choose one for your final assignment, Strategic HR Plan. You can write your paper as if you were employed at a Fortune 500 company, a current organization that is in the news, or a past or present employer.
Below is the list of potential problems or situations from which you can select,
choose one to research for your final project:
1. Creation and implementation of an effective recruiting and retention program to enhance the quality of employees and management within the organization.
Your Strategic HR Plan should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect graduate-level writing and APA standards.
FINAL – STRATEGIC HR PLAN – GUIDELINES (Due in Week 7):
Student should write a well-researched paper, approximately 6-8 pages and double-spaced (not counting a title page, table of contents, references or appendices).
The paper must contain the following elements:
a. Title Page (or letter of transmittal if a memorandum format is used)
b. Table of Contents (unless a memorandum format is used).
d. Problem Statement (5-8 sentence paragraph that clearly defines the problem and why it needs to be researched).
e. Review of current practices (background of literature) in the area
f. Strategic plan for change or creation of the anticipated change (use examples of where this approach has been successful in other organizations if pertinent).
g. Strategic approach for implementation of the change(s)
h. Final recommendations and possible outcomes (best and worst case scenarios)
j. References section
k. Appendix (if tables or charts or necessary)
Running head: GUIDED IMAGERY AND PROGRESSIVE MUSCLE RELAXATION
Title of Paper in Bold Centered
American Public University
COURSE####: Course Title
Repeat the Title – Level 1 Header
Hit the tab key one time to begin the main body of the paper. The paragraphs of the main document are indented. The computer will wrap your text for you based upon the margin settings established by this document template. It is not necessary for you to hit the Enter or return key at the end of a line of text. Only hit the enter key (one time) when you reach the end of a paragraph.
Then hit the tab key to indent and then continue typing the paper. In APA any source that you use in your paper must have an in-text citation. In APA these citations include the author’s last name and the year of the publication in parentheses (Name, Year).
Level 2 Header use: Flush Left, Bold, Title Case Heading
Sub-section your essay using sub-headers in the same sequence you introduced your topic in your lead paragraph, your thesis.
Level 3 Header use: Flush Left, Bold Italic, Title Case Heading
The more lengthy or complex your essay, the potential for using additional Level Headers; notice the subtle difference. One tip for any submission, always double-check the font choice is consistent throughout the essay.
Begin to summarize the main points of your topic in three to five sentences. The conclusion of your paper should re-phrase the points of what your reader should be left remembering, nothing new, concise and to the point.
Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon.
The Journal or Publication Italicized and Capped, Vol#(Issue#), Page numbers.
Creation and Implementation of an Effective Recruiting and Retention Program Outline
American Military University
TITLE: Creation and Implementation of An Effective Recruiting and Retention Program
I. Introduction (2 paragraphs) (cite)
A. Background on the problem of attracting and retaining top talent in organizations (Stewart & Brown,2019)
B. Thesis statement: Developing and implementing an effective recruiting and retention program is crucial for organizations to attract and retain top talent, enhance productivity and profitability, and gain a competitive advantage in today’s labor market.
Body Section 1 (3-5 paragraphs) (Cite)
II. Extent of Problem
A. The current and projected future shortage of skilled labor due to demographic shifts, changes in work preferences, and skills gaps (International Labour Organization, 2022).
B. Statistics on the shortage of workers reported by companies and projected shortage of workforce in the United States (AAF, 2019).
C. The high turnover rate and its impact on costs and output (Alburo et al.,2020).
Body Section 2 (3- 4 paragraphs) (Cite)
III. Cause and Effect of Effective Recruiting and Retention Program
A. The primary cause of the need for an effective recruiting and retention program is the competition for skilled and motivated workforce to achieve business goals (Bilan et al.,2020).
B. The effect of effective programs is the attraction and retention of talented employees, building a strong brand image, and improving productivity and performance, reducing costs, and creating a healthier work environment.
C. Comprehensive recruiting and retention programs tailored to the needs organization’s target audience can retain talented employees.
Body Section 3 (3- 5 paragraphs) (Cite)
IV. How to Create an Effective Recruiting and Retention Program
A. Providing regular training and development opportunities
B. Offering flexible working options
C. Implementing incentive and rewards programs
D. Promoting open communication
E. Providing job security
F. Providing support services
G. Recognizing employees for their achievements and contributions
H. Fostering an inclusive and diverse culture (Goh & Okumus,2020)
Body Section 4 (3- 4 paragraphs) (Cite)
V. Effectiveness of the Program
A. Success of a recruiting and retention program depends on the organization’s ability to identify target audience, attractive programs or benefits, and the cost of recruitment and retention (Monteiro et al., 2020).
B. Metrics for measuring success and effectiveness of programs include tracking the number of applicants, hires, and retention rates.
C. Prioritizing employee engagement and job satisfaction, opportunities for development and growth, and clear objectives and metrics to measure success are key to the effectiveness of the program.
Body Section 5 (2- 3 paragraphs) (Cite)
VI. Probability of the Program’s Success
A. The probability of success for a recruiting and retention program is relatively high, as long as the organization identifies the target audience, creates attractive programs or benefits, and accurately measures the cost of recruitment and retention (Allal-Chérif et al., 2021).
B. Organizations must consider the demographics of their target audience to ensure that their program is tailored to their needs and goals.
VII. Conclusion (1- 2 paragraphs)
A. Recap of the challenges organizations face in attracting and retaining top talent.
B. Emphasis on the importance of developing and implementing a comprehensive recruiting and retention program.
C. Recap of the key elements of an effective recruiting and retention program, including regular training and development opportunities, flexible working options, incentive and reward programs, open communication, support services, recognition of employee achievements and contributions, and fostering an inclusive and diverse culture.
Alburo, J., Bradshaw, A. K., Santiago, A. E., Smith, B., & Vinopal, J. (2020). Looking beyond libraries for inclusive recruitment and retention practices: Four successful approaches. In
Critical librarianship (Vol. 41, pp. 85-109). Emerald Publishing Limited.
Bilan, Y., Mishchuk, H., Roshchyk, I., & Joshi, O. (2020). Hiring and retaining skilled employees in SMEs: problems in human resource practices and links with organizational success.
Business: Theory and Practice,
Goh, E., & Okumus, F. (2020). Avoiding the hospitality workforce bubble: Strategies to attract and retain generation Z talent in the hospitality workforce.
Tourism Management Perspectives,
International Labour Organization. (2022).
World Employment and Social Outlook: Trends 2023. https://www.ilo.org/wcmsp5/groups/public/—dgreports/—inst/documents/publication/wcms_865332
Monteiro, B., Santos, V., Reis, I., Sampaio, M. C., Sousa, B., Martinho, F., José Sousa, M., & Au-Yong-Oliveira, M. (2020). Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent.
11(12), 574. https://doi.org/10.3390/info11120574
Stewart, G. L., & Brown, K. G. (2019).
Human resource management. John Wiley & Sons.
Allal-Chérif, O., Yela Aránega, A., & Castaño Sánchez, R. (2021). Intelligent recruitment: How to identify, select, and retain talents from around the world using artificial intelligence.
Technological Forecasting and Social Change,
169(1), 120822. https://doi.org/10.1016/j.techfore.2021.120822
American Action Forum. (2019, July 18).
Projecting Future Skill Shortages Through 2029. AAF. https://www.americanactionforum.org/research/projecting-future-skill-shortages-through-2029/
Creation and Implementation of an Effective Recruiting and Retention Program Annotated Bibliography
HRMT605: Strategic Human Resource Management Practices
Amagai, S., Pila, S., Kaat, A. J., Nowinski, C. J., & Gershon, R. C. (2022). Challenges in participant engagement and retention using mobile health apps: literature review.
Journal of medical Internet research,
The authors start by recognizing that mobile applications are transforming the way researchers and clinicians manage and control healthcare participants. However, the authors also identify that research on the efficiency health applications is limited due to the high number of nurses quitting their jobs. Therefore, the researchers stress that it is important for researchers to gain a detailed understanding on the aspects that would facilitate understanding how mobile applications can be used to provide customized healthcare. The results disclose that the majority of the studies the authors analyzed stressed the importance of uphold professional engagement in the healthcare sector. Also, their study found that the research methods used included use of appropriate reminders, feedback and in-support from peers. Also, Amagai et al;, (2022) identify the obstructing factors to include absence of support features, technological breakdowns and usefulness of the applications.
Brook, J., Aitken, L., Webb, R., MacLaren, J., & Salmon, D. (2019). Characteristics of successful interventions to reduce turnover and increase retention of early career nurses: A systematic review.
International journal of nursing studies,
The authors start by recognizing that nurses’ shortages are becoming an area of concern in healthcare sectors globally. Although the interventions put forward strive to boost the nursing practitioner’s volume, the role is still suffering from high turnover especially during the nurse’s first year of employment, the authors identify that this poses significant barrier for the healthcare sector to be able to build a sturdy nursing workforce. In their study, the authors are aiming at assessing the different attributes of a successful intervention programs to strengthen retention and decrease retention of the nurses. The authors are using systematic review to reflect on this issue. The results of the study pinpoint that healthcare facilities must assess their existing interventions against a standard criterion to guide creation of effectiveness. Also, the enterprises should evaluate the cost-effectiveness to help them maximize on their return on investment.
Gonzaga, A. M. R., Appiah-Pippim, J., Onumah, C. M., & Yialamas, M. A. (2020). A framework for inclusive graduate medical education recruitment strategies: meeting the ACGME standard for a diverse and inclusive workforce.
This study is striving to assist the healthcare sector in addressing disparities pertaining to staff recruitment and encourage superior and culturally sensitive care across the United States. The authors strive to improve employee training and patient outcomes for diverse care teams. However, the authors highlight that the healthcare sector should prioritize on providing the employees with graduate medical education diversity and inclusion efforts to avoid challenges of unidimensional diversity initiatives which can result to failure. The authors denote that there is minimal literature concerning actionable steps to encourage diversity in training and to resolve this issue, the authors have used a five-step framework which start with powerful organizational support by prioritizing on diversity.
Holmes, B., Parker, D., & Gibson, J. (2019). Rethinking teacher retention in hard-to-staff schools.
The authors aim to provide insights to resolve the problem of teacher retention through management effectiveness and involvement and the teachers’ intrinsic motivations. The authors found sound evidence highlighting that structurally framing the learning environment, school district demands integrating teacher opinion and student behavior would provide teachers with the support system they are needing to stay committed to them in the long run.
Itam, U., Misra, S., & Anjum, H. (2020). HRD indicators and branding practices: A viewpoint on the employer brand building process.
European Journal of Training and Development,
The authors perform their study with the goal of exploring the concept of employer branding which has attracted attention of practitioners and academicians in the past decade. However, the authors pinpoint that the motion did not start accordingly as many employer brand managers were hardly made aware and thus the authors aim to demonstrate the opinions of HR manager on employer branding activities and its implementation. The authors have used three multinational organizations in India who took part in semi-structured interview to provide data for content analysis. The authors findings reveal that using branding theories and HRD practices will develop the most suitable and employer brand building process. the process will involve both existing and potential employees. however, the managers pinpointed the need for additional research and theory establishment during the process of employment branding.
Pratap, A., Neto, E. C., Snyder, P., Stepnowsky, C., Elhadad, N., Grant, D., … & Omberg, L. (2020). Indicators of retention in remote digital health studies: a cross-study evaluation of 100,000 participants.
NPJ digital medicine,
According to Pratap et al., (2020), digital technologies including smartphones are changing the way scientists perform biomedical research. However, the authors pinpoint that the process of performing research remotely has come with its limitations including participants’ attrition which is calling for representatives of the gathered data including results generalizability. The authors have thus provided detailed analysis on matters pertaining to retention and recruitment. The authors used research studies performed between 2014 and 2019 and the outcomes revealed that integrating technology will help in informing the recruitment and retention to guarantee seamless biomedical researchers.
Rodríguez-Sánchez, J. L., González-Torres, T., Montero-Navarro, A., & Gallego-Losada, R. (2020). Investing time and resources for work–life balance: The effect on talent retention.
International journal of environmental research and public health,
The authors start their study by recognizing that the field of work-life balance is characterized by rapid changes due to transformations in society and the rising need of HR managers for organizations. The authors identify that the current human capital is an important aspect for corporations given that the human capital adopted by a company represents an important success factor for the organization to remain competitive. For effective management of the human resources, the authors recommend that organizations must develop and implement HR management strategies that aim at attracting and retaining talented employees in order to achieve the set objectives. To showcase this, the authors have used an integrated model of life-work strategies including the impacts of practices and policies on HR retention.