OL 211 Final Project PDF

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Final Project OL-211 Matthew Simmons Southern New Hampshire University

Throughout this course, one of the biggest topics that has been covered is the relationship between the Maersk Group and Human Resource Management (HRM). It has been made clear that an institution such as Human Resources plays such an important role in an organization by being responsible for many playing many roles that help a business run smoothly. These roles include staffing, training, evaluation, and compensation. The Maersk Group serves as the perfect example for how each of these areas were affected by HRM. Human Resources serves as the backbone to any major business or company. It’s overall function is to act as a liaison between an organization and it’s employees. One of the main responsibilities in HR is the hiring of job candidates and they must be careful in doing so in order to appropriately select new hires that are a perfect fit for the job in terms of performance and even meeting the company's mission statement. HR is also responsible for benefits and payroll, along with responding to any issues or concerns that an employee may have. In today’s world, people have arguably become the most valuable asset in an organization, and it is important for those working in HR to have the employee’s best interests at heart to ensure that they are satisfied and stay with the company. When they are more likely to leave, this causes even more problems for the organization itself. Global conditions in the industry had transformed the practices of management with the help of Maersk’s new vision. At the time, they had succeeded in attracting the right people for the industry as well as finding the jobs that best suited them; something that HR specializes in now these days. By doing so, values such as diversity and the feeling of belonging were instilled, which play a key role in many companies these days. Maersk adopted a very unique method of recruiting employees for the company, which was to hire individuals who were more aligned with the visions and goals of the company. With

this kept in mind, the company became devoted to recruiting staff that had experience in the field rather than recruiting new employees that they would eventually have to take the time to train. Maersk also made the decision to bring in people who came from different backgrounds. This was something that led to effective collaboration between employees. What made this extremely effective was how recruiting new hires who were already experienced was more beneficial than hiring new employees who lacked experience. This is something that saves many companies today time and money. The hiring of new employees from different backgrounds was also something that proved successful at the time, and is something that clearly influenced many large companies today. When companies must select candidates for specific job roles, their two options are to either hire internal candidates or external candidates. Internal candidates are identified as candidates who are already employed inside of the company and selected that way. External candidates on the other hand are those who are recruited outside of the company. This leads to a big difference in terms of what strategies companies use to recruit the two types of candidates. Companies will often reach out to external candidates through the use of online job listings on the website of the company, websites such as Indeed or LinkedIn, or sometimes through social media. Companies can even post forms of signage outside their building that they are currently hiring, however it is sometimes more effective to reach out to a larger applicant pool by advertising open job positions through the internet. When it comes to reaching out to internal candidates, there is a little less effort as companies only have to create job listings that reach out to their current employees. While there is a big difference between how companies select internal and external candidates, the similarity between the two is that a final decision is made based on that candidate’s experience and ability to meet the requirements and qualifications of the job.

When viewing a job posting for the Customer Service CARE Business Partner, it is clear that Maersk would have to apply all three forms of analysis for the training of this role. Organizational analysis will help illustrate the nature of the job and the type of responsibilities the job candidate will be responsible for. Task analysis relates to the key responsibilities that are listed in the job posting that the candidate must undertake. Two examples are to “utilize Care business partner relationships to encourage fast equipment turnaround and collection of applicable charges as required” and “always perform in a manner consistent with and loyal to the A.P. Moller – Maersk values”. Personal analysis relates to the respective skills and qualifications that Maersk is seeking for this position such as direct call handling experience, negotiation skills, and one or two years of experience in transportation. Being able to incorporate adult learning principles into the Maersk Customer ServiceCARE Business Partner training program would be a challenge, but one that can be completed with the right tools and knowledge of this course. When creating the training program for the customer service program, I would put together an experience that is engaging for adult learners by implementing technology such as mobile devices and even social media. More importantly, I would also apply SMART objectives to the model of the training program. I would definitely create goals that are specific and achievable as well as focusing on time-oriented to ensure that the training program is successfully completed in a certain amount of time. Now these days, training for any job only lasts anywhere between a couple of days to a week. Because of this, it is extremely important to make sure that a training program is clear, concise, and straight to the point so that an employee is ready to work on their own as soon as possible. Looking at the experience level of every employee is also an important factor as this can also determine the length of a new hire’s training period. It would be important to keep this in mind as well so that

an employee’s time is not wasted learning material that they already know from their previous occupation. In order to produce efficient and skilled employees through training, a training needs assessment must include three components, an organization analysis, task analysis, and person analysis. An organization analysis looks at the nature of an organization itself, such as its environment, strategies, and resources. This then gives the HR team a better idea of what to include in their training. The task analysis is simply an analysis on the job itself and what kind of responsibilities are included. This analysis also has to do with the importance of this job in relation to other roles within the organization, what qualifications are required, and what kind of conditions an employee may be working under. Finally, the personal analysis is much different than the first two as it involves analyzing a person’s knowledge and skill level of a job from a personal standpoint. The importance of creating Specific, Measurable, Achievable, Realistic, and Timeoriented (SMART) objectives for a training plan is to make sure that the intended training for a position is appropriate. This first element of SMART objectives, Specific, is designed to make sure that goals are clear. This can be done by asking and answering questions beginning with who, what, where, why, when, and which, when constructing goals. Measurable, the next step, means that a goal should be able to be recorded or tracked in an easy manner. Achievable means that a person’s goals must be realistic to reach in order to be successful. Realistic means that the goal being set should be relevant to the company and time-oriented means that goals are set and obtained within a timely manner that does not take longer than needed. Businesses and companies rely on SMART objectives more than ever today as it now gives them the opportunity to focus on completing goals for their individual staff as well as the organization as a whole.

Performance management is known as the process of creating a work environment in which people can perform to the best of their abilities in order to meet a company’s goals. Where Human Resource Management (HRM) fits into this is by collaborating with the organization and its managers to come up with a strategic plan that coincides with the company's goals. One method used for performance management is consistent appraisal, which is seen to be effective since it can be used in either an unconventional or disciplinary context and allows managers to provide productive criticism to employees. HRM can also use training and development to help ensure that managers use the appropriate form of appraisal for employees without bias. This is a great tool as it allows managers to acknowledge both the successes and failures of their employees. There are three main forms of evaluation for performance appraisal systems known as trait, behavioral, and results-based. Traits are used to see exactly what kind of characteristics or traits an employee carries with them. Managers will often rely on traits such as dependability, initiative, reactivity, and leadership to see how well an employee works independently and with others. One example where relying on traits would be used is when determining if an organization’s goals are being met. Behavioral methods are used to exemplify what an employee should or should not be doing while on the job. This is intertwined with the critical incident method, which is when employee behavior results in unusual success or unusual failure in some part of the job. An example of this is when a lack of communication occurs such as an email meant to be sent to an employee about an important meeting scheduled the next day. The email is not sent at all which would then cause said employee to be caught off guard by the upcoming meeting. Results-based method is focused on an employee’s accomplishments. This is a method that is dedicated to empowering and engaging employees with their work-related achievements

such as sales volume or production outputs. When it comes to choosing the most suitable appraisal method for the Maersk Customer Service- CARE Business Partner, that method would have to be the trait method. This is because customer service is an essential part of any kind of business and those who work in that field are expecting to display dependability, initiative, and leadership. Companies often find ways to monitor the progress of employees to see if they are meeting expectations and if there is any room for improvement. Customer satisfaction is always good for business and shows assurance that the customer will want to do business with the organization again. In order for this to happen the Customer Service team member must do their part and deliver the best experience they can to the customer. Performance rating scales are used to align an employee’s job performance to the company's goals. There are different versions of scales such as graphic scales, which use characteristics to rate the skills of an employee. There are also scales that use numbers or letters to rate an employees performance. These numbers or letters can be used in a particular order that rates the performance of the employee on a scale from “poor” to “excellent”. There is also forced-choice scale rating, which uses statements, as opposed to letters or numbers, such as “works quickly” or “works slowly”. This can be seen as the most effective form of ratings for businesses to use as it allows organizations to identify the strengths and weaknesses of their employees and provide valuable feedback at the same time. The compensation philosophy of Maersk is a policy that was created between Human Resources and Management which was responsible for being an ideal example of employee compensation and showing how committed Maersk was to its employees. Maersk took inspiration from the Danish Companies Act in order to create the different incentives and

benefits for its employees. Maersk’s compensation philosophy is made up of several elements that include short and long term incentives, discretionary benefits, stock options, and the remuneration of the management board. Salary surveys are valuable to an organization for a series of reasons. One reason is because salary surveys help organizations stay competitive. When the world changes, businesses change as well. This means that organizations must stay alert and be aware of these changes in order to adapt and keep up with competing organizations. Those in HR can also find out what new skills or training is necessary to implement in order to make sure that employees keep up as well. Salary surveys also help protect employees, which are one of the largest investments to an organization. Losing employees due to compensation that would be considered as outdated, would be a surefire way of harming the organization. In order to prevent this, more organizations should utilize salary surveys to compare their compensation system to others and see if there should be any changes made to satisfy employees. Salary surveys are also effective as they can help organizations when it comes to decision making. This mainly has to do with how a survey salary works as a blueprint when companies are working to create an overall plan that appropriately compensates their employees and helps them keep up in the competitive market. Overall, salary surveys are an effective tool as they give organizations the benefit of protecting their assets and competing with other companies in the market. HRM is an area of business that must always adapt as the world changes. More importantly those who work in HR are often perceived as the unsung heroes of an organization for handling mainstream business operations such as marketing or accounting. They instead have one of the most important roles, which is to manage employees, the most important assets and investments to any company.

Works Cited Groysberg, Boris. Abbott, Sarah L. (2013) A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives. Harvard Business School. Martin, Melanie J. (2017) The Advantages of Discretionary Employee Benefits https://bizfluent.com/info-10004508-advantages-discretionary-employee-benefits.html Snell, Scott A. Shad, S. Morris Managing Human Resources (17th Edition) Cengage Learning...