Assignment 5: Executive Report on Total RewardsTHIS IS FOR AN UNUSED NOT PUBLISHED DOCUMENT USING THE INFO I PROVIDED AND YOUR OWN RESEARCH METHODS. *** ALL PREVIOUS PAPERS HAVE BEEN PROVIDED AND THE

Assignment 5: Executive Report on Total Rewards

Due Week 10 and worth 250 points

Recall from assignment 1 that you would be developing a future report on effective total rewards systems. That time has now come and you must complete the report for dissemination to the company’s management team. Refer to assignment 1 for additional insight. This report will be a consolidation of the previous assignment papers you have written in this course PLUS a Plan Overview (sort of like an executive summary) and Final Conclusion.

Prepare a twenty-five to thirty (25-30) page paper in which you:

1. Create a minimum 2 full-pages plan overview summarizing and emphasizing the key points of the paper’s contents. HINT: http://www.pacificblue.co.uk/blog/bid/36517/Writing-an-effective-report-summary or https://www.inc.com/jeff-haden/how-to-write-a-killer-business-plan-overview-and-objectives.html  NOTE: You may also research sample executive summaries to help with this section.

2. Copy and paste all content and headings from the previous course assignments minus cover pages, running heads, introduction and conclusion sections, and reference pages. All information must be properly aligned according to APA guidelines and each page must have a page number (your choice of number location).

3. Prepare and include an original conclusion section to be placed immediately after the paper content. NOTE: Do not use any previous conclusion sections from past papers in the course. The new conclusion section must take all previous papers into account.

4. Create the reference page(s) by copying and pasting ALL references from the previous 3 assignments. Remember, reference page should be separate from the other text.

Your assignment must follow these formatting requirements:

• All content within the paper must be set up and aligned per the requirements for an APA-style paper.

• All text font will be Times New Roman 12 pt. and spacing between all lines of information will not exceed double space.

• A cover page is required for the assignment and the student is allowed to be creative in designing their own cover page. Does not have to meet APA guidelines.

 The specific course learning outcomes associated with this assignment are:

• Analyze an organization’s strategy and integrate pay-for-performance plans and total rewards into a compensation strategy that will motivate desired behavior and improve job performance.

• Explain a benefit plan as part of an overall competitive compensation strategy and the policies to administer the benefits.

• Use technology and information resources to research issues in total rewards.

• Write clearly and concisely about total rewards using proper writing mechanics.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

• The headings in the paper should not be numbered, not have words italicized, and should be centered on the page.
  
  

• The citations in the paper are not properly set up.
  
  

• The overview you have created for the company is may beyond just an overview and has information that really has nothing to do with an overview.
  
  

• Do not leave headings at the bottom of pages. They need to stay with the information that they cover.
  
  

Final Report: Total Rewards

Jane Doe

Strayer University

HRM 533 – Total Rewards

August 31, 2018

NOTE:

You may design the cover page anyway you wish if you want to have a business-like report cover page. However, there still must be page numbers for the report.

EXECUTIVE SUMMARY

This page and the next page must include your executive summary. Also, if you wish, you may call your executive summary Information Overview. It is your choice.

Begin copying and pasting your previous assignments…

Organizational Climate at Walmart

As I analyze Walmart from a success perspective, I have to in all candor state emphatically that success depends on one's viewpoint. It is not a given that all objective observers will find that Walmart is a success. As a result, the tool used to quantify the success or failure of a hypothesis is if when compared across the board to like-sized companies, there is no comparison because, with the help of anti-labor forces, there is nothing left to measure against objectively.

I contend that if Walmart as a business model is the way of American enterprise of the future, then the slow yet steady death march to the end of entrepreneurship is fast approaching! It has monopolized employment with low paying, unskilled labor force. It has ensured that no longer will succeeding generations outpace preceding ones. Local colleges and Universities used to prepare the next generation for the necessary skillsets, however, the lack of the needs of technical knowledge.

In early days, Wal-Mart achieved remarkable growth rates and was the first trillion-dollar company in the world. It also because, of its culture of seeking and destroy were held responsible for killing small, local businesses.

Walmart and its Mastery of Public Relations

Walmart’s success in my view is more of a public relation and marketing victory than a purely business one. It has over the years been able to put a positive, though often misleading spin on its employee dynamic. Likewise, it has employed great skillful PR people to kill or under state truthful though negative stories about its many improprieties. According to, Aylott, E. (2014), “Employee Relations, in the labor industry reflects directly on the relationship that exists between the employer and employee. The employee relationship has an economic transactional, legal and social component and both parties in the relationship have rights and needs (Aylott, E., 2014).”

It needs to be recognized that monopolies, regardless of the industry in question, go successful or authentic can the results be? The labor market offers the mechanism through which employees can negotiate with employers to obtain jobs in exchange and to agree to compensation. The give and take will foster competition. When one company has a monopoly, there is no real competition. In this climate, workers are forced to endure conditions that have been unseen in over seventy years. It is no small measure, which it took workers a full year to have employers agree to a modest request to turn the thermostat up one small degree.

Employee Benefits and Walmart Employment Practices

To its credit, Walmart has relatively recently, began to demonstrate some of HR's most exceptional principles. Starting with the recognition that a company's most valuable resources is, in fact, its "human resources," and the goal of retention of your workforce has begun a process that is critical in today's fast-paced, global economy. “An often-overlooked, and fundamental, the area is employee benefits.” (Purdon, E., 2018). No business plan is credible without it. To this end, According to Staley, O. (2017),

"Walmart has invested approximately three billion dollars in the past two years, in higher wages, education, and training of its employees. To be clear, this is a relatively small step, yet regarding a cultural impact it is a giant, much-needed boost to worker morale and offers immense PR value to the organization. On this note, Walmart does have an American success story to offer in that 75% of management started out as salaried workers and now earn between $50,000 and $170,000 a year.”

Organizational Culture the Impact of Performance Criteria on Unions

It is, in my view essential to understand that all organization cultures are not confident and that many do not consider the needs or concerns of the employees. As you analyze the applicable meaning of Culture, it refers to a set of values and standards that define a way of life. In the business world, an Organizational Culture is a methodology that differentiates the business customs of one business as opposed to another. It can be characterized internally against the grain of a culture of fairness, and if success is equal to a one-horse race, how communicating, dress codes if any, and most day to day activities. Included in this mix are all stakeholders, particularly customers, outside contractors such as product delivery personnel. Also, successful companies employ HR professionals skilled in observing the level of employee productivity and determining for the employer how best to boost production.

I contend that one of the biggest motivations of efforts to organize unions is to collectively unify to bring essential concerns held by workers to the employer's attention. It is, I think other ways to address these issues, yet they are not always available in every business. According to Juravich, T. (2018), “in the strategic arms race between big business and labor, labor has been left in the dust.” So I say hats off to this latest version of employee appreciation and recognition of the value they bring. Walmart has been known, in the past to practice unethical methodologies, and its refusal to pay overtime for workers who worked over forty hours was a significant source of contention and open conflict between employers and employees. It and other problems led to numerous legal entanglements and from a reputation standpoint, helped to shape Walmart's negative perception.

It created an atmosphere needed to unionize, met by a new culture to be more supportive of genuine employee concerns and significant investments in wage increases, training and education and the beginning of a rollout of aspects of total reward packages. It is a non-combative approach of giving and take that has helped Walmart turn its downward trajectory around. It is the beginning; Performance criteria sound like a noble effort to set measurable metrics for employee advancement. Nothing can be further from the truth. Management and other decision makers bring their values and prejudices into these equations. To gain a better understanding of this problem, all one must do is consider women's pay versus men, or the number of minorities recognized for advancement. Again, these attempts to hide unethical and unfair practices can be a significant source of the drive for unionization.

Reasons for no Unions at Walmart

In all due respect, like most organizations, Walmart took the attitude that the Employer's bottom line took precedence over every other thing, including the needs of its workforce. The enhancement of the company's profit margins, even at the expense of fairness and loyalty to its employees was all that mattered. It would be easy to portray this outcome as racist or sexist, yet it is neither is the primary rationale. In the view of management, fewer employees than needed were an economic rationale. Store managers and his team could expect bonuses for keeping cost down. This methodology ensured a built-in collision with workers and led to calls for organizing a union, the threat and the accompanying efforts by workers met by a significant concession of wage increases and other benefits that removed that motivation. Both management and employees have learned and benefitted from this dynamic. Executives determined to go as far as they could to save cost. Employees observed that issues important to workers overall would be addressed with promises to meet, within reason these challenges. In the words of Bolman, L. G., & Deal, T. E. (2014), “Good thinking is the starting point for good leadership.” Great leaders think outside the box.

Recruiting, Selection and Training: Assignment 3

In 1886, Dr. John S. Pemberton, an Atlanta pharmacist founded The Coca-Cola Company. It was a unique tasting and looking soft drink sold at his pharmacy counter. Initially, Dr. Pemberton saw this soft drink as a medicinal benefit as it alleviated indigestion and its flavor was designed to make it's easy to encourage its use. Dr. Pemberton took his creation of coca extract (cocaine) and sweet flavored syrup mixed with carbonated water, to his neighborhood pharmacy. Dr. Pemberton and Frank M. Robinson, his bookkeeper and partner decided to name the soft drink “Coca-Cola” which has become its trademark name even until today. There is an estimated 1.9 billion gallons globally used on a daily basis. Coca-Cola became the soft drink industry leader and it has dominated industry to this very day.

Atlanta businessmen, Asa G. Candler purchased a majority of Dr. Pemberton Company when he decided to sell. Under his guidance, sales of Coca‑Cola expanded to soda fountains and pharmacies across the country. The Coca-Cola Company (NYSE: KO) is a total beverage company, offering over 500 brands in more than 200 countries. According to Halloran, T. (2014), “observing focus groups was a common practice for Coca-Cola brand managers. Where brand managers are always striving to understand their consumers better so that they might find a way to connect with them.”

Coca-Cola’s Effective Recruiting Methods and two ways to improve them

Coca-Cola is a very successful company, and its history of global outreach has ensured its international appeal. It has headquarters and production facilities worldwide and its workforce; from management to warehouse personnel are representative of all races, nationalities, and sexes. Its recruitment advantage over most companies, particularly in the soft drink industry is its unique colors and its employment opportunities open to all.

Coca-Cola takes advantage of a long-term employee's recommendation for prospective candidates for employment, giving a significant degree of pride and ownership in the world famous brand. As successful as the Coca-Cola recruiting efforts are, there is always room for improvement. One way Coca-Cola could improve its recruitment is to develop a partnership with local colleges so that they can identify future management candidates. “We started the University Talent Program in 2009. Through that, we recruit masters-level talent for full-time and summer associate positions” Coke. (2012). In other words, if you want quality fruit, “go to the tree, and don’t wait until the fruit falls to the ground." Also, offer grants to college students majoring in management to entice them to come aboard after graduation. Another preferred methodology taken from McDonald's. Offer summer and part-time jobs to high school students that can learn the culture early on. It can serve as a marketing and public relation outlet. Coca-Cola has a website where you can apply for a job online. However, this may be untimely. Go to Coca-Cola Company headquarter nearest to your neighborhood to see if any position exist. Update your résumé and cover letter to meet the qualifications of the job description. Lastly, seek a face to face interview and ask to have your information logged in even if there are no positions currently available.

Coca-Cola’s Selection Process and two recommended areas of Improvement

The selection process in the Coke-Cola Company is a process of choosing the most qualified individuals to fill the position (job) in this organization. This process based on job designs, job description and an analysis of what skills are needed. A selection process can vary from company to company and from position to position, depending on the job applied for. Different roles require different situations. The selection methodology consists of interviews, presentations, and reference checks to name a few.

One area for improvement is re-enforced training to ensure that employees are knowledgeable of their job so they can maximize their efficiency. Also, cultural sensitivity, mainly inter-racial respect and tolerance are indispensable. It includes zero tolerance for sexual harassment or bullying in any form must be the norm and violators must be dismissed. It is vital from both a cultural perspective but also a practical one because every individual, race, and nationality culturally are potential customers and any negative perceptions can have an adverse impact on growing the Coca-Cola brand. As a top fortune 500 company, Coke-cola takes many lessons from other like companies with similar status. In this example, Coke learned from McDonald's case which saw “McDonald’s went from its historical focus of building new restaurants as the primary growth strategy to getting better, not bigger” (Israelite, L. 2010).

The impact of Human Resource Planning and Performance Management Systems

Human Resources as a discipline often go un-noticed to customers and stakeholders in general. It, I contend is the case because many problem areas that would be the source of complaints and dissatisfaction go un-seen because HR has designed processes and training to eliminate many areas of concern. Workers identified and selected by their qualifications. Additionally, HR has a very specially designed task, job designs and precise job descriptions that include customer relations. In those sporadic cases where a worker fails to perform to set standards, HR has put processes in place to facilitate concerns and complaints to minimize problems. Performance Management system, based on objective metrics ensure a talent pool of the best and brightest are always in the pipeline and when needed, can be elevated to the proper position as required.

Training and Talent Management' impact on the Labor Force

According to Phillips, S. N. (1996), “employee involvement is a critical tool in the success of the operation, despite any outdated paradigms about the role of employees in a manufacturing shop-floor environment.” Training is the most critical element of a successful organization. That training model includes job design and the task/skills needed to perform those functions necessary for the overall success of the company efficiently. Furthermore, specialized training or company cultural orientation is critical. That culture includes everything from how one communicates with fellow employees, management, and customers, to set a standard for appropriate dress codes and all other methodologies of on the job decorum.

Talent refers to the employees, and how this most critical resource is lead or managed determines in no small measure the success of the organization. Coca-Cola’s success relies on its outreach. In America, the foundation of commitment to customers and the businesses that sell their product is paramount. Also significant to their success is the perception that it is part of the local communities who make up more than 90,000 employees. According to its president, Sandy Douglas, “We create value and bring value to all the people we touch at a very local level.”

Compensation Plans

In considering a compensation plan in the scenario outlined in this assignment, a well-defined and detailed description of the duties, responsibilities and overall goals of the organization is required. Additionally, once these goals have been enunciated, all tools, skills and personnel critical to successful outcomes must be analyzed by the management team. This team must consist of Human Resource and Talent Management experts so all due diligence is given to all the different task involved in creating the team that can collectively cover all components or jobs important to increasing job performance and efficiency.

A quality compensation plan will ensure identifying, recruitment and retention of the talent needed to accomplish these goals. To this end, thorough research and acquisition of all relevant data regarding like sized competitor’s compensation and total reward packages for similar positions is fundamental to setting your organizations compensation levels.

The Job of My Vision

Walmart in my view is steadily becoming the organizational leader after deftly avoiding cultural bankruptcy with its struggles with its employees over unfair labor allegations. These allegations included refusal to hire adequate numbers of employees and overtime issues. However, to its credit, a new, more positive organizational culture, increased salaries and the early stages of total reward offerings to its hourly workers was indeed a public bonanza. Thanks to new leadership with obvious HR influence, a more respectful and open relationship between Management and employees is evident.

This new approach has created a more dedicated and efficient workforce. As a result of its in-house, on the job training, a talent pipeline has become the source of new junior management and a growing buy-in to the Walmart family. Most significantly, because Walmart began to recognize the validity of employee’s dissatisfaction and responded constructively, it avoided the drive to unionization. This will in my view become the model for all large, global companies in the years to come. When considering a dream job, it would be eminently rewarding to me to be the head of a HR Consulting firm that specializes in workplace problem resolution. It would, using the Walmart model present what things would be in management’s best interest. Further, to identify the employee leadership with a goal of one on one session. This would ultimately lead to sit-downs between employees (their designee) and management (their designee). This would lead to teams that would create an agenda for a more in-depth meeting. According to, Thompson, K. (2014), things are rapidly changing in the work force “employees are looking to be recognized and respected for their individual contribution he contends that “it's a no longer keep your head down and do your own work environment anymore." As an offshoot of this process, advice to companies on labor relations and conflict mediation/resolution methodologies will be needed. Employee Representatives would also be informed of the fiscal realities of the organization and what can be done realistically by management.

Lastly, I would seek to present a positive alternative to unionization and likewise demonstrate to management that their goals must be what are in their best interest. Clearly, having their organization dictated to and regulated by outside forces is not in their interest as they would lose their independence. Also, many of the issues behind the effort to organize a union are valid and after bitter acrimony and hundreds of thousand dollars fighting in court, they would ultimately be forced to comply. Employees would also have to face consequences of unionization as well. Those consistently late and un-productive employees could not be fired. The remaining workers would have to increase their productivity to make up for his/her shortfalls at the same pay scale. Likewise, promotions and raises would no longer be based on the individual workers track record as these things are all part of a union contract. My job would be conflict avoidance, resolution and open and fair negotiating by both sides.

Rewards and Compensation Package

It is not feasible to view compensation for this position in a vacuum. According to, Russo, G. M., Tomei, P. A., Linhares, A. J., & Santos, A. M. (2013) “a compensation system that indicates what is expected from people is fundamental for business success. When it is aligned with company strategy, compensation acts as an incentive for developing common visions within organizational culture” Russo, G. M., Tomei, P. A., Linhares, A. J., & Santos, A. M. (2013). This position as a Work Site Resolution Consultant requires a Bachelor degree in Social Welfare and a Masters in Human Resource Management with a minor in Performance/Talent Management. This position would not be a nine to five job and depending on the degree of urgency would be an around the clock marathon function, with working breakfast, lunches dinners and on call twenty-four seven. The compensation package would consist of a retainer of fifty-thousand a year, and a hundred-thousand for undertaking an actual intervention. This would provide compensation for all necessary support staff. Also, assisting in “career development for the staff which would be a collaborative process in the individual’s career planning and the organization’s provision of support for the growth of the worker,” McDonald, K., & Hite, L. (2016).

Benefit Package

This package would include the following:

1). A company car or rental at the company’s expense with a company credit card to cover fuel and meal expenses during period of the process;

2). Company provided travel expenses (flight, etc.);

3).Company provided hotel accommodations during duration of process;

4). Medical Insurance (inclusion in company plan during duration of process;

5). A salary in line with my duties and responsibilities;

6.) The freedom to work from home;

It is important to note that this most ambitious position is pro-active in its undertaking and the cost of this consulting service is less than, I estimate, one to five percent of the cost of the alternative. This is absolutely true as relates to Walmart and what a protracted battle with union advocates and legal expenses would minimally cost. That cost does not factor in the many lawsuits and fines imposed by federal government regulators for unfair labor practices. Walmart because of HR advisors restored its lofty industry position and has regained its reputation and its momentum internationally. I maintain that the alternative process can result in the organization being suspended in the short run and face bankruptcy in the worst-case scenario.

Contributions to Organizational Goals

My dream job as an Employer/Employee Conflict resolution consultant would require creating a Total Reward model that offers to accomplish two overall goals. My first goal would be in creating a compensation or pay package that would embrace employees who work hard and contribute to the company's success, a stake in the organization. To be open to this concept of financial and ethical fairness which would require management to change its view of its employees and change its organizational culture. Organizations must provide competitive pay and benefits that ensures they will be able to attract and retain good workers. According to Reddon, T. (2014), “hiring and retaining top engineering talent can benefit the bottom line.”

Secondly, and equally important, unlike union demands, quiet, behind closed doors negotiations would focus on what realistically management can do in considering fiscal realities and restraints and when. I am confident that Employers want to do what is possible and sustainable for their employees. Employees may have to accept a gradual rollout of upgrades in pay and benefits. This may include lower salary increases, or it may require a good faith system of setting observable metrics or quotas for employee productivity. This would be met by Employer provided bonuses. All sides in this hypothetical would win. None the less, establishing reasonable pay levels to recruit and retain qualified employees is a critical component of compensation management. To balance fair and competitive total reward packages with fiscal sustainability, employers have to use creative sources of internal and external compensation data to determine an industry pay scale. Intelligent companies are paying higher compensation rates to attract the best and brightest workers. In the Northern states a new trend is evolving where the organizations are proposing minimum wage levels higher than that of the federal minimum wage standards.

Conclusion

On the next page, begin copying and pasting all the references used in the previous assignments. They do not need to be placed in alphabetical order but must be set up properly.

References

Aylott, E. (2014). Employee Relations. London: Kogan Page, (p. 46-48).

Bolman, L. G., & Deal, T. E. (2014). How Great Leaders Think: The Art of Reframing. San Francisco, CA: Jossey-Bass.

Juravich, T. (2018). Constituting Challenges in Differing Arenas of Power: Worker Centers, the Fight for $15, and Union Organizing. Labor Studies Journal, 43(2), 104-117. Doi: 10.1177/0160449X18763441

Kevin, M., & USA, T. (n.d). Walmart No. 1 (again) on 'Fortune 500' list. USA Today.

Purdon, E. (2018). Employee Benefits: Thinking beyond the Paycheck. Journal of Financial Service Professionals, 72(3), 11-15.

Staley, O. (2017), Walmart Big Investment in workers is paying off (walmartstores.com/careers/7750.aspx.)

Halloran, T. (2014). Romancing the Brand: How Brands Create Strong, Intimate Relationships with Consumers. San Francisco: Jossey-Bass.

Holley, W. H. (2017). The Labor Relations Process, 11th Edition. [Strayer University Bookshelf]. Retrieved from https://strayer.vitalsource.com/#/books/9781337025959/

Israelite, L. (2010). Talent Management: Strategies for Success from Six Leading Companies. Alexandria, VA: American Society for Training & Development

Phillips, S. N. (1996). Team training puts the fizz in Coke plant's future. Personnel Journal, 75(1), 87.

Recruiter Q&A: Coke. (2012). Bloomberg.com, 10.

Tomić, S., Tadić, J., & Sedlak, O. (2016). Analysis of the Aspects of Performance Management System. TEM Journal, 5(4), 451-459. Doi: 10.18421/TEM54-07

Writer, S. (2018). The Coca-Cola Company turns 90 in Africa. South African Food Review, N.PAG.

Hein, P. (2015). What really matters to employees? Employee Benefit News 29(10), 16. Ipswich, MA.

McDonald, K. & Hite, L. (2016), Career Development: A Human Resource Development Perspective. New York: Routledge. (American Psychological Assoc.)

Reddon, T. (2014). How to hire, retain engineering talent? Control Engineering, 61(1), 47. Ipswich, MA.

Russo, G. M., Tomei, P. A., Linhares, A. J., & Santos, A. M. (2013). Correlation between Organizational Culture and Compensation Strategies Using Charles Handy's Typology. Performance Improvement, 52(7), 13-21. doi:10.1002/pfi.21359

Thompson, K. (2014). Honoring Employees Is Good Business. Phi Kappa Phi Forum, 94(2), 26.