Posted: August 1st, 2022

Question

Feedbackfor7-1FinalProjectMilestoneThree_RevisionsSectionII-OL-620-X4179TotalRewards22TW4-SouthernNewHampshireUniversity BENEFITSCOMPENSATIONPACKAGE1 xFeedbackfor5-1FinalProjectMilestoneTwo_BenefitsandCompensationAnalysisSectionIPartsD-F-OL-620-X4179TotalRewards22TW4-SouthernNewHampshireUniversity TotalRewardsAnalysis1 xCompensationandBenefitAnalysis1 xOL620FinalProjectGuidelinesandRubric AcquisitionProposal.pptx

OL 620 Milestone Three Rubric
Activity: 7-1 Final Project Milestone Three: Revisions (Section II)

Course: OL-620-X4179 Total Rewards 22TW4

Name: Deyanira Diaz

Criteria Proficient Needs Improvement Not Evident Criterion Score

Revisions:

Recommendation

s

30 / 30

Criterion Feedback

Revisions:

Constraints

24 / 30

3

0 points

Makes

recommendations

to the current

total rewards

package

that

address concerns

related to the

previous analysis

of the

quantitative

and

qualitative data

24 points

Makes
recommendations
to the current
total rewards
package that
address concerns
related to the
previous analysis
of the
quantitative and
qualitative data

but revisions are

cursory, illogical,

or contain

inaccuracies

0 points

Does not make

recommendations
to the current
total rewards
package that
address concerns
related to the
previous analysis
of the
quantitative and
qualitative data

During your power point in Module 9, Please stress the importance of how well you addressed

the employee concerns. Good effort here!

30 points

Makes
recommendations

for

accommodating

potential

financial,

procedural, and

legal constraints

regarding the

revised benefits

and

compensation

package

24 points
Makes
recommendations
for
accommodating
potential
financial,
procedural, and
legal constraints
regarding the
revised benefits
and
compensation

package, but

explanation is

cursory or

illogical

0 points
Does not make
recommendations
for
accommodating
potential
financial,
procedural, and
legal constraints
regarding the
revised benefits

and compensation

package

Total 94 / 100

Overall Score

Criteria Proficient Needs Improvement Not Evident Criterion Score
Criterion Feedback
Revisions:

Financial Cost

30 / 30

Articulation of

Response

10 / 10

Please add Procedural Constraints to this paper prior to turning into Final paper. What HR

procedures will need to be adjusted or communicated due to the changes.

30 points

Comprehensively

explains the

financial cost of

proposed

changes to both

direct and

indirect

compensation
24 points

Explains the

financial cost of

proposed changes

to both direct and

indirect

compensation,

but explanation is

cursory, illogical,

or not

comprehensive

0 points

Does not explain

the financial cost

of proposed

changes to both

direct and indirect

compensation

10 points

Submission has

no

major errors

related to

citations,

grammar,

spelling, syntax,

or organization

8 points

Submission has
major errors
related to
citations,

grammar, spelling,

syntax, or

organization that

negatively impact

readability and

articulation of

main

ideas

0 points
Submission has

critical errors

related to
citations,
grammar, spelling,
syntax, or
organization that

prevent

understanding of

ideas

Points earned out of 100 Points earned out of 100 Points earned out of 100
The overall submission earned 81

points or more. Final calculation of

grades can be found in the gradebook.

The overall submission earned 1

points or more. Final calculation of
grades can be found in the gradebook.

The overall submission earned 0

points or more. Final calculation of
grades can be found in the gradebook.

4

Benefits and Compensation Package: Revisions

Deyanira Diaz

OL 620

Southern New Hampshire University

May 8, 2022

Concerns Identified

Emerging Pharmaceuticals is a pharmaceuticals manufacture in the United States that operates globally. The issue of concern for the company is that it is losing its employees to one of its competitors Medtronic. “Turnover of new hires with less than 2 years of employment at Emerging Pharmaceuticals is 25%” (SHNU, 2018). This implies that new hires in the company are not motivated to work with EP. Therefore, the vice president of human resources believes the new hires are moving to Medtronic because their compensation package may be better than that of EP. The management thinks that it is essential to compare the health, wealth and work/life offerings of the two entities and from there develop a total rewards and compensation strategy that will help retain its talent, meet the needs of all its employees for years to come, and help control costs.

The study conducted indicated that 37% of employees between 31 and 50 years are mostly concerned with the healthcare plans, their 401(k) plan, advancement opportunities, and long working hours. This was also the response from other participants. This implies that the problem in EP’s compensation package lies in professional development, flexibility at work, and healthcare coverage. Others proposed a work-life balance and being allowed to work remotely.

Recommendations

First, ‘s new rewards and compensation strategy has to focus on the employees of between 31 to 50 years because they make 60% of its workforce. The compensation and reward strategy as to align with the goals and objectives of the company. EP must make changes to its healthcare plans, the 401(k) plan, and ensure professional development opportunities of its employees through training and education. Therefore, I would recommend

· Employees to work remotely since there is growth in digital technology and they can hold meetings online.

· Tuition reimbursement and professional development opportunities for all employees– train employees on management roles and to add to their knowledge and skills.

· Pay time off – employees are moving to the competitor’s side because it pays time off

· Make salaries competitive. This will ensure employees are motivated to do their best to get higher pay. Reward performing employees and encourage others to do well.

· Diversified healthcare plans

· Variable pay options – reward employees when they perform well in certain projects.

Potential financial, procedural, and legal constraints regarding the revised total rewards package

EP has a total of 15,000 employees performing different duties for the company. All the changes recommended above involve finances and widening the budget to meet the changes may compromise the operating budget of the company. The company may incur extra financial costs that may affect its operations, hence making it difficult to make the changes. Legally, The Fair Labor Standards Act (FLSA) calls for companies to exercise equality in their rewards and compensation packages. Therefore, this will make it difficult to implement changes such as variable pay and competitive salary options.

The Financial Cost of Proposed Changes

With 15,000 employees, the proposed changes will increase the financial costs of EP by over 50%. EP needs to match the compensation strategy of Medtronic or makes its strategy even better. However, EP can reduce these costs by allowing employees to work remotely. According to wright (2015), a higher percentage of employees are ready to accept a pay-cut of 10% if the company allows them to work remotely. To meet Medtronic’s plan by 100%, EP must increase its tuition reimbursement benefits of undergraduate degree to $3000 and graduate degree to $5,250. Other high financial costs of over 50% will be incurred from paid time off because all the employees will be rewarded.

References

Medtronic Benefits Information. For use in OL 620 comparison with the supplied case study data

Retrieved from

http://benefits.medtronic.com/SitePages/ChannelContentR2.aspx?ChnIDval=3&GrpIDval=16&IDval=21

SNHU. (2018, July 17). Emerging Pharmaceuticals and Medtronic. Draft Case for OL 620, Emerging Pharmaceuticals and Medtronic.

Wright, A. (2015). Study: Teleworkers More Productive—Even When Sick. Recuperado el, 29, 04-20.

OL 620 Milestone Two Rubric
Activity: 5-1 Final Project Milestone Two: Benefits and Compensation Analysis (Section I, Parts D-F)

Course: OL-620-X4179 Total Rewards 22TW4

Name: Deyanira Diaz

Criteria Proficient Needs Improvement Not Evident Criterion Score

Total Rewards

Analysis:

Misalignment,

Differences, and

Gaps

24 / 30

Criterion Feedback

Total Rewards
Analysis:

Increased,

Reduced or Stay

the Same

24 / 30

3

0 points

Determines areas

of misalignment,

differences, and

gaps present in

the current

benefits and

compensation

system, based on

the external

benchmarking

data

24 points

Determines areas
of misalignment,
differences, and
gaps present in
the current
benefits and
compensation

system, but

determination is

cursory or

illogical

0 points

Does not

determine areas

of misalignment,
differences, and
gaps present in
the current
benefits and
compensation

system

Areas you COULD have determined to be misaligned, different, or having gaps between

Emerging Pharma’ and Medtronic’s taken from the focus group feedback (qualitative data) as

those that were of importance: Work Life Balance, Tuition Reimbursement, Paid Time Off, Sick

Leave, 401K contributions, HSA Option to medical plan, Remote work assignments, lifestyle

rewards, and Wage Gap.

30 points

Determines

rewards

components that

should be

increased,

reduced or stay

the same

,

providing

appropriate

rationale

24 points
Determines
rewards
components that
should be
increased,
reduced or stay

the same, but

rationale is

cursory, illogical,

or there are gaps

0 points
Does not

determine

rewards
components that
should be
increased,
reduced or stay
the same

Criteria Proficient Needs Improvement Not Evident Criterion Score
Criterion Feedback
Total Rewards
Analysis:

Population

Affected

24 / 30
Criterion Feedback

Potential issues or concerns that COULD be targeted and recognized from those rewards

components that should be increased, reduced or left alone: Tuition Reimbursement increased

(wait period dropped), Increase Pay, Remote Work, Professional & Job Development, PTO,

401K & OSHA.

30 points

Compares

qualitative input

data and

quantitative

analysis with the

organization’s

employee

demographic data

to determine the

degree of the

existing

population that

will be affected

by the proposed

changes

24 points
Compares
qualitative input
data and
quantitative
analysis with the
organization’s
employee
demographic data
to determine the
degree of the
existing
population that
will be affected
by the proposed

changes, but

analysis or is

cursory or

illogical, or there

are gaps in

determination

0 points

Does not compare

qualitative input
data and
quantitative
analysis with the
organization’s
employee
demographic data

No Analysis of the qualitative & quantitative data with employee demographics…Must have for

final for final roll-up paper.

Total 80 / 100

Overall Score

Criteria Proficient Needs Improvement Not Evident Criterion Score

Articulation of

Response

8 / 10

Criterion Feedback

10 points

Submission has

no

major errors

related to

citations,

grammar, spelling,

syntax, or

organization

8 points

Submission has
major errors
related to
citations,

grammar,

spelling, syntax,

or organization

that negatively

impact readability

and articulation

of main

ideas

0 points
Submission has

critical errors

related to
citations,
grammar, spelling,
syntax, or

organization that

prevent

understanding of

ideas

I emailed you the references for this case study. Please use them and cite that information.

Points earned out of 100 Points earned out of 100 Points earned out of 100
The overall submission earned 81

points or more. Final calculation of

grades can be found in the gradebook.

The overall submission earned 1

points or more. Final calculation of
grades can be found in the gradebook.

The overall submission earned 0

points or more. Final calculation of
grades can be found in the gradebook.

TOTAL REWARDS ANALYSIS 1

Total Rewards Analysis

Deyanira Diaz

Southern New Hampshire University

OL 620

April 25, 2022

Case study assessment

From the information shared in the case study, it is evident Emerging pharmaceuticals have a total reward system that they use to reward employees in the full-time and part-time categories of working. For starters the reward system has two different health options employees can select; the Value Preferred Provider Plan (Value PPO) and the Choice+ Preferred Provider Plan (Choice+ PPO). With Value PPO, one gets to pay less on weekly basis but have to pay some cash while receiving services. The option also has a high penalty in the case an employee seeks services from providers not captured in the provided network.

On the other hand, the Choice+ PPO has higher bi-weekly costs and in the case of receiving services, the patient pays little cash and at the same time the option has a wider range of network providers employees can seek services from. From the figures provided, there is only a minimal difference between the two options. For instance, Value PPO charges bi-weekly cost of $57.50 for employee only while as Choice+ PPO charges $86 for employee only. But in the case there is another dependent for instance a spouse, the first option charges $157 and the other $141 respectively. In the case there is a child involved making dependents two or more in number, the first option charges $257.50; while the second option charges $500.50

On dental health, there are two options; basic which is much cheaper but fewer benefits attached and the premium option which is slightly costly with higher levels of benefits attached. It is also a good thing that the emerging pharmaceuticals have a plan for vision medical services. Nonetheless, there are important notable gaps in the system that should be used in making necessary revisions. For instance, employees under Value PPO being penalized for not using the network providers are a major gap. Another gap is on the slight difference on charges and a huge difference in services offered.

Areas of misalignment

Comparing the two different system, it is evident there are specific factors that entices employees to Medtronics. This is because the Medtronics system has offered some important valuable services and options that would make the employees to value their health while receiving the best possible services in the case they need the services. One of the major areas of misalignment is on generic drugs which the Medtronics system ensures that employees get to receive quality drugs to aid in their recovery. When it comes to the emerging pharmaceuticals system, there is no way that generic drugs are covered and this means that after receiving treatment, the facilities are not concerned on the kind of drugs employees take.

The second major misalignment is on healthy activities that employees should partake in. in the case study, there is an employee who has raised a concern that despite ensuring that he lives a healthy life, he is never compensated. On the other hand, the Medtronic system has a way of making sure that any healthy activity the employee and direct dependent engages in is accounted for and rewarded in terms of points. The employee has a right to redeem the points by receiving valuable goodies from the company since healthy activities saves the facility from paying medical bills. As proven by De Gieter, & Hofmans, (2015), Medtronics systems encourages employees to stay and live healthy something that emerging pharmaceutical companies do not.

Another important misalignment is on contributions which shows that Medtronic has a way of reviewing contribution amounts evident in newly hired employees something that emerging pharmaceuticals do not have. With charges being reduced communicates a message to employees that the deductibles would reduce with time and this means more earnings on their part while remaining fully covered by their health insurance options. Lastly, when it comes to basic and comprehensive plans, there is a noticeable difference in terms of contributions something that is not evident in emerging pharmaceuticals.

Strengths and weaknesses of each plan

The two plans despite sharing a series of misalignments has some areas that makes them strong and other areas that displays total weakness. Starting with the emerging pharmaceuticals, the system has a major strength in the sense that it has set figures that a majority of employees can afford (Libbertz, 2019). This is to mean that it is the decision of the employee to determine which option to select. Secondly, the companies have selected service providers known for offering quality services which is a huge benefit for the employee. Nevertheless, the system has a weakness in the sense that it is not clear on how much employees would have to pay in cash given that medical conditions differs when it comes to treatment.

Focusing on Medtronics system, there is a major strength is the sense that the system only deals with professionals. It is also a system that encourages healthy living and motivates employees to live a life where they would keep physicians away (Mabaso, 2018). However, the system is slightly costly as compared to emerging pharmaceuticals and this means employees have to be deducted much more. Additionally, it is a system that creates inequality between older and new employees from the significant charging differences. The older employees have to pay much more as newly recruits who have their prices revised.

Data analysis comparison

It is important for the emerging pharmaceuticals to make necessary changes that would lead to the creation of better working environment that would increase employee retention. The more reason is that with the changes implemented more than 15,000 employees that would benefit globally. This is a relatively high number given the fact that there are many other who could have been discouraged by unacceptable reward systems in the industry leading to changes in career. The employees in the industry would be encouraged to engage in healthy activities as well as quality services from selected providers. This is not ignoring how the changes would make it possible for the industry to partner with diverse number of providers across the globe granting employees a series of options to select from. Lastly, the changes would reduce the amount employees would have to be deducted as well as out-of-pocket contributions for service delivery while scrapping off any fines associated.

References

De Gieter, S., & Hofmans, J. (2015). How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach. Human Resource Management Journal, 25(2), 200-216.

Libbertz, M. A. (2019). Reward-based Crowdfunding: Reward Characteristics and their influence (Bachelor’s thesis, University of Twente).

Mabaso, C. M. (2018). Total Rewards as a Psychosocial Factor Influencing Talent Retention. In Psychology of Retention (pp. 415-433). Springer, Cham.

4

Benefits and Compensation Analysis

Deyanira Diaz

Southern New Hampshire University

OL-620

Dr. Burcham

April 10, 2022

Benefits and compensation analysis

Emerging Pharmaceuticals is one of the fastest-growing pharmaceutical manufacturers in the U.S, with twenty-five international locations. The firm was founded by a group of private investors at the start of 2011, and its revenues have escalated significantly in the last three years. Despite these significant milestones, the company has been losing its top-notch talent to one of its main competitors, Medtronic. As such, the firm is leveraging on the input of external resources to identify issues with workforce retention. Its competitor, Medtronic has been successful in retaining its employees because of the strategies the company put in place. Medtronic has invested in its workforce career development programs (Pharmaceuticals, n.d). The firm appreciates workforces diversity and their needs. As a result, the company responded by developing mentorship programs as well as career development initiative, which entails leadership training, advancement of education, flexible working hours, care, and care centers. The firm’s philosophy, “treat personnel the way you would want the clients to be treated,” guides its actions. Emerging Pharmaceuticals can use Medtronic as a benchmark to address issues and concerns relating to employee turnover and develop an attractive benefit and compensation package for its employees.

Issues and Concerns

Issues raised in the case study include high team member turnover and insurance coverage for employees. Emerging Pharmaceuticals is concerned about losing 25 % of its new hires to Medtronic and issues relating to insurance coverage and employees benefits, and team member packages (Pharmaceuticals, n.d). Feedback from focus groups shows that the employees of Emerging Pharmaceuticals are dissatisfied with the benefits and compensation package. One of the employees in the focus groups asserts that there is no work-life balance. According to the respondent, employees spend much of their time in the company and have little time with family, considering that more than thirty-seven percent of the workforce has at least two or more children. The workforce is also concerned about the firm’s health plans and dissatisfaction with the 401(k) plan, which lacks a workforce match.

Employees are also concerned about the career path, opportunities for career growth as well as long working hours. One of the focus group members states that Emerging Pharmaceuticals do not reward healthy lifestyle efforts. Furthermore, the firm does not offer voluntary benefits to the employees. Employees also raise concerns relating to sick leave and paid schedule, which they argue that the company only offers paid time off up to 18 days after ten years of service. The firm is concerned about the workforce in the age group of 31- 50 years (Pharmaceuticals, n.d). This group makes up thirty-seven percent of the company’s workforce. These workforces have families and are very concerned about the cost of health plans and career trajectory. Furthermore, this group believes that the company should prioritize remote work to aid them in having quality time with their children and loved ones. 9 % of the respondents in the focus groups put a lot of value on professional development opportunities, while 8 % advocate for paid time.

Key issues or concerns to be targeted

Key issues and concerns of the workforce to be targeted relate to the high turnover ratio of new hires. The focus groups responses give insight into the issues and concerns which the firm should give more priority. Focus group responses show that 10% of employees view working remotely and better pay as their significant areas of concern, followed by an absence of professional development, paid time off, rewarding job performance, training, Tuition recompense, Teamwork within departments, employee veneration and diversity in the workplace, health lifestyle and CSR. High employee turnover is high among the new recruits, mostly aged between 31 and 50 years. This group of employees have young families; hence they require quality time with loved ones. Research shows that work-life balance reduces stress and prevents burnout (Bellmann & Hübler, 2020). Furthermore, chronic stress is the most health issue in today’s workplace and can escalate employees’ cost of healthcare. The firm lacks flexible working hours, and there are no remote work options. Based on the focus group response issues and concerns that should be given high priority ranks in the following order; health problems, remuneration, work-life balance, remote work option, and tuition reimbursements. These concerns are rated above 5% on focus group importance sales, with 10% being the highest.

Since Emerging Pharmaceuticals lose its new recruits party due to poor compensation, inadequate insurance cover, and work-life balances. These issues should be given the highest priority. From the case study, employees aged between 30 and 50 complained of a lack of work-life balance, and some complained about poor remuneration and inadequate insurance cover. For this reason, Emerging Pharmaceuticals must place a high priority on these concerns as they are the leading cause of high turnover. Employees rank workplace safety as the least important of their concerns. Pension matches, employee management relationships, and CSR ranks 5% and below, which indicates that employees view them as the least important of their concerns. The most critical issues and concerns raised in the case study are those that contribute significantly to high employee turnover. They include remote working, market-rate pay, opportunities for professional development, and work-life balances.

External Benchmarking

There is a substantial difference in the reward package of Emerging Pharmaceuticals and Medtronic. For instance, when comparing prescription drug plans for the two firms, Medtronic pays one hundred percent for its generic drugs, whereas Emerging Pharmaceuticals demands $5 co-pay for all of its generic drugs. Medtronic also offers 100 % Tuition on annual tuition costs not exceeding $3000 for undergraduates and 5250 for the graduate program. Medtronic also runs a Healthier Together program that compensates employees for healthy lifestyles. Thus, the program offers the employee an opportunity to earn points when tracking engaging in healthy activities such as healthy nutrition and adequate sleep. Furthermore, the program involves the spouses as well. Emerging Pharmaceuticals can emulate Medtronic’s compensation program, especially tuition reimbursement, insurance coverage and rewarding employees for a healthy lifestyle to address major as these are some of the concerns raised by employees. Emerging Pharmaceuticals can also run 401k Plan which matches 50% of the first 6% saved by the employees and benefits suffice thereafter .Emerging pharmaceutical lacks a 401k which is one of the major concern of the employee. Enrolling in a 401k plan can contribute towards employee saving goals (Lawton, 2018).

References

Bellmann, L., & Hübler, O. (2020). Working from home, job satisfaction and work–life balance–robust or heterogeneous links?. International Journal of Manpower.

Lawton, B. (2018). Together we are stronger.

Pharmaceuticals, E. (n.d.). Emerging Pharmaceuticals and Medtronic Comparison. Retrieved May 29, 2021, from

https://learn.snhu.edu/content/enforced/755294-OL-620-Q4988-OL-TRAD

GR.21TW4/Course%20Documents/OL%20620%20Emerging%20Pharmaceuticals%20Case%20Study

OL 620 Final Project Guidelines and Rubric

Overview
The final project for this course is the creation of a benefits and compensation analysis (with revisions) and a stakeholder presentation.

Professionals in the human resources field are often tasked with overseeing the benefits and compensation (Total Rewards) functions within any given
organization. Human resource professionals often have to examine specific compensation and benefit elements of a total rewards system and compare them
with qualitative and quantitative data collected internally, to determine how to fairly and appropriately reward employees for their work.

For this summative assessment, imagine you have been tasked with evaluating and revising the current benefits and compensation package of an organization.
You will utilize information from a case study to compare and contrast the organization’s total reward system with external benchmarking data, analyze data for
gaps, and make revisions to the existing compensation and benefit package. The information you are provided will be based on a specific aspect of a benefits and
compensation package (retirement benefits, medical benefits, etc.). You must also create a presentation to stakeholders that explains the proposed changes,
your rationale, and the implications of the changes for the organization.

The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure a quality final
submission. These milestones will be submitted in Modules Three, Five, and Seven. The final project will be submitted in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 OL-620-01: Analyze qualitative input from stakeholders for prioritizing employee concerns regarding existing organizational total rewards systems

 OL-620-02: Compare existing internal quantitative data regarding benefits and compensation structures to external benchmarking data for determining
key areas of concern in organizational total rewards systems

 OL-620-03: Evaluate strengths and weaknesses of organizational benefits and compensation structures for informing the revision of a total rewards
system

 OL-620-04: Design revised benefits and compensation packages that address key stakeholder concerns and align with established financial,
organizational, and legal constraints

 OL-620-05: Appropriately communicate proposed changes of organizational benefits and compensations structures to various internal stakeholder
populations.

Prompt
In your new role as a human resources professional, you have been asked to revise aspects of the current total rewards package illustrated in the provided case
study and make revisions to the package to accommodate issues and concerns. You have also been asked to prepare a presentation to stakeholders regarding your
proposed revisions. You will begin with an analysis of quantitative and qualitative information about the current rewards system. Use this information to identify
strengths and weaknesses of the current package and make recommendations, while addressing stakeholder concerns and previously identified weaknesses. You

will communicate these proposed changes in a presentation to stakeholders of the organization. You should also use charts and tables to augment and support
your analysis.

Specifically, the following critical elements must be addressed:

I. Total Rewards Analysis: For this part of the assessment, you will analyze given aspects of the Total Rewards package from the provided case study.
You will analyze qualitative and quantitative data regarding the current system and determine gaps in that system that will inform your future
recommendations and revisions.

A. Analyze the issues or concerns of employees through a review of the qualitative data presented in the case study, for their validity and
importance. Be sure to consider the needs of different demographics of employees within the organization.

[OL-620-01]

B. Determine the key issues or concerns of employees that should be targeted and addressed, based on the provided qualitative data. Justify your
response. Why should other concerns be made less of a priority? Consider the underlying reasons behind the issues voiced by employees. [OL-
620-01]

C. Compare and contrast the provided quantitative data regarding the current benefits and compensation system with external benchmarking
data from the competitive organization. Use the supplemental data documents to complete your response. What does the current system
have that other organization does not? What does the other organization offer that the current system does not? Justify your response. [OL-
620-02]

D. Determine areas of misalignment, differences, and gaps present in the current benefits and compensation system, based on the external
benchmarking data. What are the key areas of the current system that are misaligned with the competition? [OL-620-02]

E. Based on the strengths and weaknesses of each plan, determine Emerging Pharmaceuticals’ rewards components that should be increased,
reduced or stay the same, and provide your rationale.

[OL-620-03]

F. Compare qualitative input data and quantitative analysis with the organization’s employee demographic data to determine the degree of the
existing population that will be affected by the proposed changes. In other words, what is the overall impact of each proposed change? [OL-
620-03]

II. Revisions: In this part of the assessment, you will make recommendations and revisions to the current benefits and compensation package to address

any concerns and gaps previously identified.
A. Make recommendations to the current total rewards package that address concerns related to your previous analysis of the quantitative and

qualitative data. In other words, what changes would you make to the current benefits and compensation package in order to address any
concerns you previously identified?

[OL-620-04]

B. Identify potential financial, procedural, and legal constraints regarding the revised total rewards package. [OL-620-04]
C. Explain the financial cost of proposed changes to both direct and indirect compensation. Be sure to address fully funded organizational changes,

partially funded changes (and by what percentage), and fully employee-funded benefits. Identify the increase or decrease for total employee
costs. [OL-620-04]

III. Presentation: In this part of the assessment, you will develop a brief presentation (PowerPoint or other similar tools for this exercise) to stakeholders
that describes your recommended changes and provides both context and rationale for why you believe they should occur. This presentation must be
developed in such a way that it is accessible for all stakeholders (leadership, management, employees, and so on).

A. Provide a brief overview of the qualitative input data, quantitative benchmarking data, and the gap analysis that was conducted.

[OL-620-05]

B. Provide a rationale for proposed changes and explain how the proposed changes will achieve targeted organizational goals and address
stakeholder concerns. [OL-620-05]

C. Explain the implications of implementing the new system for the organization and for different employee populations. [OL-620-05]

Milestones
Milestone One: Total Awards Analysis (Section I, Parts A–C)
In Module Three, you will submit a draft of Parts A–C of your Total Rewards Analysis. You will analyze qualitative and quantitative data regarding the current
system identified in the additional provided case study Emerging Pharmaceuticals – a key competitor to Medtronic. You will also compare and contrast the
provided quantitative data regarding the current benefits and compensation system with external benchmarking data from Medtronic, an organization within
the same industry. The submission will have the major heading “Benefits and Compensation Analysis: Parts A–C.” This milestone will be graded with the
Milestone One Rubric.

Milestone Two: Benefits and Compensation Analysis (Section I, Parts D-F)
In Module Five, you will submit a draft of Parts D-F of your benefits and compensation analysis. You will determine key areas of concern regarding the current
system identified in the provided case study Emerging Pharmaceuticals that will inform your future recommendations and revisions. The submission will have
the major heading “Benefits and Compensation Analysis: Parts D-F.” This milestone will be graded with the Milestone Two Rubric.

Milestone Three: Revisions (Section II)
In Module Seven, you will submit a draft of Section II (Revisions). You will make recommendations and revisions to the current benefits and compensation
package described in the provided case study Emerging Pharmaceuticals to address concerns and gaps previously identified. The submission will include all
parts of Section II with the major heading “Revisions.” This milestone will be graded with the Milestone Three Rubric.

Final Submission: Benefits and Compensation Analysis and Revisions with Stakeholder Presentation
In Module Nine, you will submit the completed benefits and compensation analysis (with revisions) and stakeholder presentation. You will appropriately
communicate your proposed changes to the internal stakeholders (leadership, management, employees, etc.) identified in the provided case study Emerging
Pharmaceuticals and provide both context and rationale for why you believe they should occur. This presentation should be a complete, polished artifact
containing all of the critical elements of the final project. This submission will be graded with the Final Project Rubric.

Deliverables
Milestone Deliverable Module Due Grading

One Section I, Parts A–C, Total Rewards Analysis Three Graded separately using Milestone One Rubric

Two Section I, Parts D-F, Total Rewards Analysis Five Graded separately using Milestone Two Rubric

Three Section II, Revisions Seven Graded separately using Milestone Three Rubric

Final Submission Total Rewards Analysis (with Revisions) and
Stakeholder Presentation

Nine Graded separately using Final Project Rubric

Final Project Rubric
Guidelines for Submission: Your total rewards analysis paper must be 8–12 pages in length (plus a cover page and references list) and must be written in APA
format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Include at least seven academic references. The presentation must consist of
5–10 slides with adequate speaker notes explaining each slide’s content. Use a product such as PowerPoint or Prezi to create your presentation. Sources should
be cited according to APA style.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Total Rewards Analysis:
Issues or Concerns

[OL-620-01]

Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of the
value of key issues, from the
employee’s perspective

Analyzes the issues or concerns of
employees, reviewed through the
qualitative data, for their validity
and importance, considering the
needs of different employee
demographics within the
organization

Analyzes the issues or concerns of
employees, reviewed through the
qualitative data, for their validity
and importance, considering the
needs of different employee
demographics within the
organization, but analysis is
cursory

Does not analyze the issues or
concerns of employees, reviewed
through the qualitative data, for
their validity and importance for
organizational review

8

Total Rewards Analysis:
Targeted and

Addressed
[OL-620-01]

Meets “Proficient” criteria and
response demonstrates keen
insight on the underlying reasons
the issues voiced by employees
have arisen

Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the provided
qualitative data, justifying
response

Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the provided
qualitative data, justifying
response, but determination is
cursory, illogical, or there are
gaps in the justification

Does not determine key issues or
concerns of employees that
should be targeted and addressed

8

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Total Rewards Analysis:
External Benchmarking

Data
[OL-620-02]

Meets “Proficient” criteria and
response demonstrates keen
insight into the position of the
current benefits and
compensation system compared
with systems at other
organizations

Compares and contrasts provided
quantitative data regarding the
current benefits and
compensation system with
external benchmarking data from
organizations within the same
industry, using the provided table,
justifying response

Compares and contrasts provided
quantitative data regarding the
current benefits and
compensation system with
external benchmarking data from
organizations within the same
industry, using the provided table,
justifying response, but analysis is
cursory, illogical, contains
inaccuracies, or there are gaps in
the justification

Does not compare and contrast
provided quantitative data
regarding the current benefits
and compensation system with
external benchmarking data

8

Total Rewards Analysis:
Misalignment,

Differences, and Gaps
[OL-620-02]

Meets “Proficient” criteria and
response demonstrates the ability
to discern key differences from
the provided information

Determines areas of
misalignment, differences, and
gaps present in the current
benefits and compensation
system, based on the external
benchmarking data

Determines areas of
misalignment, differences, and
gaps present in the current
benefits and compensation
system, but determination is
cursory or illogical

Does not determine areas of
misalignment, differences, and
gaps present in the current
benefits and compensation

8

Total Rewards Analysis:
Increased, Reduced or

Stay the Same
[OL-620-03]

Meets “Proficient” criteria and
response demonstrates keen
insight regarding reasons for
maintaining status quo or
changing specific components

Determines rewards components
that should be increased, reduced
or stay the same, providing
appropriate rationale

Determines rewards components
that should be increased, reduced
or stay the same, but rationale is
cursory, illogical, or there are
gaps

Does not determine rewards
components that should be
increased, reduced or stay the
same

8

Total Rewards Analysis:
Population Affected

[OL-620-03]

Meets “Proficient” criteria and
response demonstrates keen
insight into how both qualitative
and quantitative analysis will
affect employee populations

Compares qualitative input data
and quantitative analysis with the
organization’s employee
demographic data to determine
the degree of the existing
population that will be affected
by the proposed changes

Compares qualitative input data
and quantitative analysis with the
organization’s employee
demographic data to determine
the degree of the existing
population that will be affected
by the proposed changes, but
analysis or is cursory or illogical,
or there are gaps in
determination

Does not compare qualitative
input data and quantitative
analysis with the organization’s
employee demographic data

8

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Revisions:
Recommendations

[OL-620-04]

Meets “Proficient” criteria and
response demonstrates a balance
between employee input and
organizational objectives

Makes recommendations to the
current total rewards package
that address concerns related to
the previous analysis of the
quantitative and qualitative data

Makes recommendations to the
current total rewards package
that address concerns related to
the previous analysis of the
quantitative and qualitative data
but revisions are cursory, illogical,
or contain inaccuracies

Does not make recommendations
to the current total rewards
package that address concerns
related to the previous analysis of
the quantitative and qualitative
data

8

Revisions: Constraints
[OL-620-04]

Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of the
constraints regarding revising
benefits and compensation
packages

Makes recommendations for
accommodating potential
financial, procedural, and legal
constraints regarding the revised
benefits and compensation
package

Makes recommendations for
accommodating potential
financial, procedural, and legal
constraints regarding the revised
benefits and compensation
package, but explanation is
cursory or illogical

Does not make recommendations
for accommodating potential
financial, procedural, and legal
constraints regarding the revised
benefits and compensation
package

8

Revisions: Financial
Cost

[OL-620-04]

Meets “Proficient” criteria and
response demonstrates a balance
between addressing expressed
employee needs and
organizational cost targets

Comprehensively explains the
financial cost of proposed
changes to both direct and
indirect compensation

Explains the financial cost of
proposed changes to both direct
and indirect compensation, but
explanation is cursory, illogical, or
not comprehensive

Does not explain the financial cost
of proposed changes to both
direct and indirect compensation

8

Presentation: Overview
[OL-620-05]

Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of how
to communicate appropriate and
relevant information for all
stakeholders

Provides a brief overview of the
qualitative input data,
quantitative benchmarking data,
and the gap analysis that was
conducted, conveyed
appropriately for all stakeholders

Provides a brief overview of the
qualitative input data,
quantitative benchmarking data,
and the gap analysis that was
conducted, but overview is
cursory or is not conveyed
appropriately for all stakeholders

Does not provide an overview of
the qualitative input data,
quantitative benchmarking data,
and the gap analysis that was
conducted

8

Presentation:
Organizational Goals

[OL-620-05]
Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of how
to communicate appropriate and
relevant information for all
stakeholders

Provides a rationale for proposed
changes and explains how the
proposed changes will achieve
targeted organizational goals and
address stakeholder concerns,
conveyed appropriately for all
stakeholders

Provides a rationale for proposed
changes and explains how the
proposed changes will achieve
targeted organizational goals and
address stakeholder concerns but
response is cursory, illogical, or
not appropriately conveyed to all
stakeholders

Does not provide a rationale for
proposed changes or explain how
the proposed changes will
achieve targeted organizational
goals and address stakeholder
concerns

8

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Presentation:
Implications
[OL-620-05]

Meets “Proficient” criteria and
response demonstrates a
sophisticated awareness of how
to communicate appropriate and
relevant information for all
stakeholders

Explains the implications of
implementing the new system for
the organization and for different
employee populations in a
manner such that each key
stakeholder understands why the
changes are being implemented,
conveyed appropriately for all
stakeholders

Explains the implications of
implementing the new system for
the organization and for different
employee populations in a
manner such that each key
stakeholder understands why the
changes are being implemented,
but explanation is cursory,
illogical, or is not conveyed
appropriately to all stakeholders

Does not explain the implications
of implementing the new system
for the organization and for
different employee populations in
a manner such that each key
stakeholder understands why the
changes are being implemented

8

Articulation of
Response

Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization,
and is presented in a professional
and easy to read format

Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization

Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas

Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas

4

Total 100%

Acquisition Proposal

Student’s Name

Institutional Affiliation

Course

Date

Agenda
Overview
Situation Analysis of TransGlobal
Acquisition Rationale
Proposed Acquisitions
Analysis
Analysis of Company A
Analysis of Company B
Proposal
Recommendation
Rationale
Assumptions

Situation Analysis: Internal Environment
TransGlobal Airlines was formed in 1951 and is headquartered in Miami, Florida. About 40,000 people presently work for TransGlobal.
Culture – TransGlobal has updated their principles to include: –
Customers will always be treated with respect by us.
We place a high priority on our people and our business relationships.
We are always looking for new ways to give our clients with the best possible travel experience.
You may expect us to create long-term ties with your business..
Leadership – made up of board of directors, president, vice presidents (VPs), CEO (CFO), COO (COO), and CFO Recently, these executives endorsed the 2030 Vision, which aims to lead the industry in three areas: safety, excitement, and environmental responsibility.
Human Resources – It is TransGlobal’s goal to improve the working conditions of its workers and to help them become more successful.
Financial – TransGlobal has an annual gross revenue of $20.683 billion and annual net income of $2.099 billion.

Situation Analysis: Internal Environment
TransGlobal Airlines provides service to more than 240 locations in 52 countries. Their major market is composed of first class, business class, and economy class.
Competition – American Airlines is TransGlobal’s worldwide opponent, whereas Southwest is their main rival in the United States.
Market – TransGlobal has the second greatest market share in both the United States and internationally. It presently has an 18 percent market share.
Before the Covid-19 epidemic, there was an 80% retention rate of returning consumers and a 27% rise in new customers yearly.
Additionally, 88 additional aircraft were added to the company’s fleet last year, bringing the total to 1,062.

Acquisition Rationale
TransGlobal intends to increase the number of destinations available to consumers.
TransGlobal intends to increase the number of fleets with less than 70 seats.
TransGlobal intends to increase fuel economy measures and achieve a carbon footprint of zero by 2075.

Proposed Acquisitions
Company A
Location: Miami, Fl
Size: 165 employees
Age of Firm: 41
Customer segment: Vacationers, tourists, Caribbean Business & Government Clients
Target Market: Luxury Tourist & Business Class
Major Competitors: Delta Connection, American Eagle, Bahamas Charter Airlines, Cape Air & Seaborne Airlines
Company Leadership: Privately held, with a board, president, VP admin, CFO, COO, VP sales
Current Financial Status: Annual Revenue $28-29 million, Gross Profit Margin 64%
Current Market Status: 15 destinations, 4th in Caribbean market share, 66% return customers, seat occupancy around 74%
Company B
Location: Orlando, Fl
Size: 88 employees
Age: 34
Customer Segment: Vacationers, tourists, business travelers
Target Market: Tourists & Business
Major Competitors: Delta Connection, American Eagle, Sun Country, & Frontier
Company Leadership: Privately held, with a board, president, VP admin, CFO, COO, VP Sales
Current Financial Status: Annual Revenue $11-13 million, Gross Profit Margin 49%
Current Market Status: 8 destinations, 40% repeat customers, seat occupancy around 62%

Analysis of Company A

Balanced Scorecard Analysis: Company A
Opportunity:
Company A has a gross profit margin of 45% and a net profit margin of 8%.
It has regularly increased its sales from $27,981 in 2017 to $29,610 in 2019 at an annual growth rate of 2.5% to 2.9%.
The company’s revenue has climbed consistently from $28 million to $30 million, and this trend is anticipated to continue over the next three years.
Risk:
Medium risk is posed.
If financial projections fall short, the transaction becomes less advantageous.
Another concern is the dependency of Company A on the luxury class.

Analysis of Company B
Category Strategic objectives Key performance Kpi Target Students KPI Selection Rationale
Year  1 Year 2 Year 3 Selection Rationale Cause-Effect Relationship
Financial Increase Revenue Net Profit 8%  10%  15% Monitoring net profit is essential since it determines a company’s viability. Profit growth will permit more investment in new assets and business enhancement.
Newer aircraft would minimize the amount of time and money needed on maintenance, enabling consumers to fly more often and spend more on trips.

Reduce cost of goods Costs of goods sold
Internal Process Increase cleanliness protocol Customer satisfaction rate I picked customer satisfaction rate as the key performance indicator (KPI) for these goals because it is essential that we identify areas for improvement. If it does not help or retain consumers, it is our responsibility to determine what would.
Increasing customer happiness and enhancing these simple things, such as refreshments and cleanliness, might make the on-board experience considerably safer and more pleasant for consumers. Customers like feeling cared for, and if we continue to give these services, they are more likely to return.

Improve Drink and Food services Customer satisfaction rate

Increase customer satisfaction Net promoter score 5 6 7
Customer Market Increase customer retention Customer retention rate 40% 50% 60% The logic for these KPIs is that customers are the lifeblood of our company. We try to avoid dissatisfied clients as much as possible in order to preserve our reputation.
By offering additional in-flight amenities, we may make lengthier trips more pleasant for passengers. Customers who are satisfied will improve our reputation by sharing their positive experiences with others, so advancing our company.

Learning and Growth Increase personal development training Courses and trainings offered, employee attendance A high turnover rate may be detrimental to the company’s time and resources. By offering career advancement opportunities, individuals may increase their talents and grow together with the organization Making workers feel valued and appreciated will increase their loyalty and their output. Additionally, satisfied staff lead to satisfied consumers
Reduce employee turnover  15%  12% 9%

Balanced Scorecard Analysis: Company B
Opportunity:
The gross profit margin of Company B is 33%, whereas its net profit margin is 0.2%.
Annual sales are $26-$27 million.
Risk:
The risk connected with Company B is substantial.
Company B’s profitability seems less promising than that of Company A.
The customer retention rate is poor, and the yearly staff turnover rate is 18%.
Recent findings also indicate that Company B had two planes grounded leading to 10% drop in revenue.

Recommendation
TransGlobal should acquire Company A only

Rationale
Financial Rational
Annual Revenue $28-$29 million
Net profit margin is 8% and gross profit margin is 45% Competitive
Rationale
Goal to improve fuel efficiency
Improving brand to attract newer customers Market Rational
15 destinations
62% customer retention rate
New customer growth of 22% annually
Cultural Rationale
Leadership focused on revenue growth and customer satisfaction

Assumptions
Worst Case Scenario
No further flights will be added to Company A’s destinations
The company’s market share in the Caribbean will continue to erode
Strategic goals will not be met.
Best Case Scenario
Additional locations beyond the original 15
Increase in market share relative to the competition
All balanced scorecard strategy goals accomplished or surpassed.

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