MAN 4301 Final Presentation Project: Human Resource Management Strategy
As an HR Manager, create an HRM strategy for a real or fictional organization in a PowerPoint of about 15 slides that applies, rather than summarizes, course concepts from Noe’s Fundamentals of Human Resource Management. Explain what the organization should do, why and how it will benefit the organization and its employees.
Suggested slides: organization overview and major HR challenge; workforce and HR trends; EEO and safety; job analysis and design; recruiting; selection with three interview questions; training and development; high-performing organization; performance management; retention; compensation and incentives; benefits; labor relations and global HR; and HR recommendations and reflection, with references.
Referrals, structured interviews, job previews
Mobile training, career ladder
Market pay, gainsharing, benefits
Predictable schedules, coaching managers
Download the example presentation (.pptx, 16 slides)
Model presentation
Original example for study purposes (about 680 words of slide text). The organization is fictional; build your own presentation in your course template.
Title slide: Building a High-Performing Workforce at FreshWay Markets
Human Resource Management Strategy and Recommendations
Presented to the Leadership Team by [Your Name], HR Manager | MAN 4301 Final Project | [Date]
Slide 1: Organization Overview
- FreshWay Markets: fictional regional grocery chain (fresh produce, deli, pharmacy, online pickup)
- Location: 12 stores and a distribution center in Central Florida
- About 850 employees, most part-time and hourly
- Mission: "Fresh food, friendly faces, stronger neighborhoods"
- Major HR challenge: annual turnover above 60% among hourly associates
Slide 2: Workforce and HR Trends
- Tight labor market for hourly retail workers; competition from warehouses and delivery apps
- Multigenerational workforce: students, parents, retirees
- Demand for flexible scheduling and technology skills (online orders, self-checkout)
- HR response: flexible scheduling app, career ladders, digital skills training
- One change: predictable schedules posted two weeks ahead to improve retention
Slide 3: Equal Opportunity and Workplace Safety
- EEO: Title VII, ADA and ADEA protect associates from discrimination; reasonable accommodations required
- Safety hazards: slips and falls, box cutters, lifting, forklifts, cold storage, workplace violence
- Employer duties: hazard-free workplace under OSHA, training, injury records, nonretaliation
- Action 1: annual anti-harassment and accommodation training for all managers
- Action 2: store safety committees with monthly inspections and near-miss reporting
Slide 4: Job Analysis and Job Design: Fresh Department Lead
- Responsibilities: lead produce and deli teams, ordering, freshness and food safety, scheduling, coaching
- Skills and abilities: food safety knowledge, inventory math, communication, problem-solving, leadership
- Job design: job enrichment with ordering authority and team goals
- Clear standards and daily huddles; cross-training to cover peak hours
Slide 5: Recruiting Employees
- Need: about 500 hourly hires per year, plus 24 department leads
- Source 1: employee referral program with a $200 bonus after 90 days
- Source 2: partnerships with high schools, community colleges and senior centers
- Source 3: mobile-friendly online applications and text-to-apply
- Why: referrals and local partnerships bring better-fit candidates who stay longer
Slide 6: Selecting Employees
- Process: online application, brief phone screen, structured interview, work preview, reference and background check
- Methods: structured behavioral interviews and a realistic job preview
- Sample questions:
- "Tell me about a time you helped an upset customer."
- "Describe how you handled a task when you were short on time."
- "What schedule can you reliably commit to, and why?"
Slides 7 to 8: Training and Development
- Training needs: food safety, customer service, new technology, safety and leadership
- Methods: blended learning with short mobile modules, on-the-job coaching and peer trainers
- Development: "FreshPath" career ladder from associate to lead to assistant manager
- Tuition assistance and a 6-month leadership academy for high performers
Slide 9: Creating a High-Performing Organization
- Empowerment: teams make decisions on displays, ordering and scheduling swaps
- Knowledge sharing: daily huddles and best-practice sharing across stores
- Aligned goals and rewards: store scorecards tied to customer service and freshness
- Why: engaged, empowered employees deliver better service and stay longer
Slide 10: Performance Management
- Measures: customer satisfaction scores, attendance and reliability, food safety audit results
- Quarterly check-ins plus an annual review
- Feedback: timely, specific, focused on behavior, two-way, with recognition as well as coaching
- Managers trained to give feedback in private and set clear improvement goals
Slide 11: Retaining Employees
- Why employees leave: unpredictable schedules, low pay, limited growth, poor supervision
- Strategy 1: predictable, flexible scheduling
- Strategy 2: stay interviews and manager coaching skills
- Strategy 3: recognition program and visible career ladders
Slide 12: Compensation and Incentive Pay
- Set pay using market surveys for local retail and warehouse jobs; aim to match or slightly lead
- Factors: job value, skills, experience, shift differentials, cost of living, internal equity
- Incentives: store-level gainsharing tied to customer service and shrink reduction
- Why: group incentives reward teamwork and are easier to measure fairly than individual output
Slide 13: Employee Benefits
- Legally required: Social Security, Medicare, unemployment and workers' compensation insurance; FMLA leave for eligible employees
- Optional 1: affordable health insurance for employees working 25+ hours
- Optional 2: 401(k) with a company match
- Optional 3: employee discount and paid time off that accrues for part-time staff
- Why: competitive benefits help attract and retain hourly workers
Slides 14 to 15: Labor Relations and Global HR
- Unions: grocery workers may organize; respect employees' rights under the NLRA
- Positive relations: open-door policy, fair discipline, regular listening sessions
- Global HR: if FreshWay expanded to the Caribbean or Latin America, a challenge would be different labor laws and culture
- Response: hire local HR experts, adapt policies to local law and provide cross-cultural training
Slide 15: HR Recommendations and Reflection
- Top 3 recommendations: predictable scheduling, a clear career ladder, manager coaching training
- Most interesting HR area: [your answer, for example training and development]
- Best-fit HR career: [your answer, for example learning and development specialist]
- Most important lesson: HR functions work together; recruiting, training, pay and culture all drive retention
References
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2024). Fundamentals of human resource management (2024 release). McGraw-Hill Education.
U.S. Equal Employment Opportunity Commission. (n.d.). Laws enforced by EEOC. https://www.eeoc.gov/statutes/laws-enforced-eeoc
Occupational Safety and Health Administration. (n.d.). Employer responsibilities. https://www.osha.gov/workers/employer-responsibilities
Before you submit: add visuals (charts, icons, photos), cite Noe chapter concepts on each slide and personalize the reflection slide with your own interests and career goals.
Frequently asked questions
How do I “apply” rather than summarize the textbook?
State a specific recommendation for your organization, explain the reason using a course concept and describe the expected benefit, for example “use structured interviews to improve selection validity and reduce early turnover.”
Should the organization be real or fictional?
Either works. A fictional organization lets you build the HR strategy from the ground up; a real one lets you evaluate actual practices.
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