HRM 517 Original Work Only, No plagiarism

Compensation and Benefit Package Planning

Introduction

Recently, I have been appointed to manage the Human Resource and to manage a small team. The company's next project is revamping the compensation and benefits package and assists in designing a working plan for the human resource project. As a result of this, I have decided to establish a project charter to help revamp the package and create a communication plan to be used during the project implementation process. By so doing, I would initiate a scope definition of the project and come up with a breakdown structure which includes very ell numbered elements.

The Project Charter

To revamp the compensation and benefits package, one should first establish the strategy and objectives of compensation. He or she should also ensure that the description of the job is correct and up to date followed by developing the structure of payment and finally communicate the plan (Kloppenborg, Tesch & Manolis, 2014). Compensation and benefits are a vital element in an organization. This package helps in attracting potential employees to the organization as well as helping to retain current employees to assist with the company's productivity. Previously, this organization had failed in its pursuit to keep its employees and to offer competitive packages to the same workers.

Where competitive packages lack especially in an organization, there is possibly a lack of employees’ motivation towards performing their jobs. Lack of motivation in a firm is unhealthy since it hampers the company from achieving its desired goals due to low or no productivity at all (Kloppenborg et al., 2014). A compensation and benefits package include the combination of rewards which are given to the employees by a company to boost their trust and hope in the firm and to increase their job-related functions and quality of production within the organization. As the head of human resource management, construction of a project charter is of greatest importance in restructuring the previously ineffective compensation and benefits package in this company.

A project charter will serve as an informal contact tool linking the project sponsors to the project team which is involved in the implementation of the actual project. The project charter, in this case, will, therefore, make sure that the resulting plan is competitive and successful (Marnewick, 2018). It will define the types of requirements which should be accomplished and make a decision on how the project will be carried out right from the beginning to the end. Moreover, the charter will issue the organization with an understanding commitment as well as authorization. To strengthen the package which was previously used by this company, the table below is used as the most appropriate charter.

Project tittle	Employees’ compensation and benefit
Situational analysis	AmeriCorps has struggled to establish a functional and successful as well as competitive compensation and benefit package plan for their employees.
Objective statement	To scheme and endorse an excellent compensation and benefit package which will take into account the dedication and talents of the company’s employees.
Goals	To draft a compensation and benefit plan which is competitive and relevant to assist in the motivation of the quality performance of the employees and aid a positive and encouraging working environment.
Business case objectives	To attract and maintain the employees with high job qualifications and talents, adhere to the applicable state and federal corporate laws and regulations, ensure efficiency of administration, as well as to ensure payment practices which are consistent and competitive.
Project scope	Benefits, compensation, recognition and performance, work life, development as well as job opportunities creation.
Project timeline	The project begins on the 6th day of November 2018 and ends on the 3rd day of march 2019.
Risks and assumptions	The compensation and benefit packages of an organization’s employees are full of challenges and therefore implementation process tends not to be a walk in the park.
Operating principles of the team	The team works to fulfill their commitments to the project, to promote operations, collaborate with one another, conduct planning without infringing in the freedom and rights of other individuals and respecting them, be part of all the scheduled meetings and ensure effective communication at all the times.
Lesson learned	How to efficiently and effectively boost an organization’s compensation and benefit program.
commitments	All the team players should use their original signatures to sign the plan to show their 100% dedication and commitment to the project and its implementation.
Project organization	The vital members of the project organization include the sponsors who constitute the board and the superintendent, the project manager, the representative of the user which will include one representative from nutrition, classified and non-classified staff, and transportation departments and finally the technical leader.

Approvals

The board, chief of operations, superintendent, assistant human resource superintendent as well as the staff committee.

Project Manager Authority and Representatives

In this project charter, the project manager will be able to conduct staffing, budgeting, communication initiation, tracking, and planning, lead the change control, be able to document and access the system for updates and provides the project plan. Under staffing, the manager will be able to determine the required skills for the project and issue them, along with the specific members of the team, with names before the beginning of the project to the relevant functional managers (Ravinder & Kollikkathara, 2017). The manager is permitted to have and acquire, if necessary, one clerical individual as well as one cost analyst to help him in the operations. Due to the priorities of the project, the project team is strictly limited to 10 or fewer individuals forming the technical members' team without the president's specific authority.

Concerning the budget, the first projected cost of the project is 400,000 dollars. The budget here cannot be surpassed without engaging the president's authority as well as the power of the chief financial officer. The manager should also issue the projects status report to initiate communication (Kloppenborg, 2014). The project should be tracked, and the project manager following the powers vested in him should make appropriate project changes. Similarly, the project manager has all the authority to access any document system in the organization and will, therefore, issue updates of the documented programs of the project. The project manager will also issue the plan of the project which will entail the work description, the schedule description, description of the budget, charts of the resources utilized and how they were used, risk management plan as well as provide a project quality plan.

Communication Plan

The manager's role is very crucial since employees are seen to have a lot more trust for their managers as compared to other organizational workers and staff. They hold communication with every individual. The central members of the team are essential to the project since they tend to keep in close communication with the project leader and tend to be knowledgeable concerning every project phase (Ravinder & Kollikkathara, 2017). Open communication, therefore, gives room for the smooth progress of the project. Open communication ensures everyone involved in the project reads from the same page and encourages honesty.

After the approval of the project charter, there will be the development of a communication plan. The plan of communication will assist in outlining the roles and responsibilities of the participants of the project in the review (Marnewick, 2018). It also defines the approval as well as the dissemination of the information concerning the critical processes, documents, events, and milestones of the project. The development of the communication plan will help in eliminating the potential barriers as well as communication challenges. On this plan, much focus will be put since it is vital for the communication process in the organization to be smooth and effective. A practical and efficient communication plan will aid the management of expectation and makes sure that the used methods of communication are the most effective and open (Kloppenborg et al., 2014). It will also help in the provision of the most relevant, consistent and accurate information at all the times within and outside the organization.

Additionally, it will ensure there is the use of the most appropriate communication levels and generate and maintain support and enthusiasm for the developed project. As a requirement for the project, below seems the best communication matrix (Kloppenborg, 2014). On top of this matrix illustration, there is a need for the manager to conduct a face to face meeting with the core participants at the beginning, middle, and mid-end and even at the end of the project to help reinforce the matrix components and ensure everything is moving on smoothly.

Communication matrix

Communication type	Communication objectives	Communication medium	Communication frequency	Communication audience	Communication owner
Introductory meeting	To introduce the project and its team. To review the objectives and management approach of the project.	Face to face	once	Every individual	Head of human resource management
Project team gatherings	To review the project status	Face to face Conference call	weekly	Project team	Project manager
Project status gatherings	To report on the status of the project	Conference call Face to face	monthly	Project team	Project manager
Project status reports	To make a report concerning the status of the project	email	weekly	Project sponsor	Project manager

The Scope of The Project

The statement of the project scope is an essential component of any given project in a business setting. Project managers utilize the project scope statement as a confirmation which is written concerning the projected project results. It also spells out to the manager, the constraints, and the assumptions under which the project team will have to work to produce the desired results out of the project (Marnewick, 2018). There will be an establishment of a comprehensive and robust compensation and benefits package plan. To achieve the creation of this plan, there will be carried out, job analysis, evaluation as well as pricing. The job analysis in this context will create room for thorough review and description of every task within the firm. Job evaluation, on the other hand, will make it possible to determine the type of jobs which are worthy on the clean grounds.

The last aspect, the pricing will allow the team to establish the ranges of the payment t rates in case of compensation and benefit issuance. The benefit package will have to strategically be in line with the goals and objectives of the firm (Marnewick, 2018). The improved compensation and benefits program will entail retirement, healthcare, and vision coverage, dental insurance, sick leaves, paid vacations, personal and holiday leave times as well as social security funds. The project management team will efficiently work with the provided resources to produce the best of the plans. Similarly, management will make sure that the objectives of the company project are achieved within the time frame allocated to ensure that the project is completed within the stipulated budget. The members of the team will have to report to the head of the human resource department on the findings and the progress of the project. They should also inform the same to the project manager, and the executive sponsors.

The Work Breakdown Structure

WBS

1.1Initiation The work of initiating the project	1.1.1 1.1.2 1.1.3 1.1.4 1.1.5	Evaluation and recommendations Development of the project charter Submission of the project charter Reviewing of the project charter by the sponsor Approval of the project crater	The working team to evaluate the sets of solutions and make endorsements Development of the charter Delivering the project charter to the sponsor Reviewing of the project charter by the sponsor Signing the charter to allow the project manager to commence the process of planning
1.2 planning The planning process task of the project	1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6	Creation of the preliminary statement of the scope Determination of the project team Kickoff meeting of the project team Project plan development Project plan submission Approval of the project plan	The project manager establishes the preliminary statement of scope The project team and request are determined by the manager. The kickoff meeting includes the project teams, manager, and the sponsors. The team formulates the plan under the authorities of the manager The project plan is submitted by the manager for approval Approval and authorization to progress in line with the plan of the project
1.3 Execution The involved work in executing the project	1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.3.7 1.3.8 1.3.9	Kickoff meeting of the project Validation and verification of the requirements of the user System design Procure software and hardware Installation of development system Test phase Installation of live system User training Go live	Formal kickoff gathering The needs of the user are clarified and reviewed The designing of the new system All software, hardware and needs procurement Develop, install and test Test conducted with some utilizers Configure and install All the users and managers attend educational classes. The system proceeds live
1.4 Control The project control process task	1.4.1 1.4.2 1.4.3 1.4.4	Project management Meetings on project status Risk management Project management plan update	Overall project management Weekly meetings of the team standing Efforts to manage the risks involved The plan is updated by the project manager
1.5 Closeout The task involved in closing out the project	1.5.1 1.5.2 1.5.3 1.5.4 1.5.5	Audit procumbent Documentation of the learned lessons Files and records update Gaining formal acceptance Archive the documents	Audit all the software and hardware which are procured for this project The team and the project manager conduct and document the learned lessons for the project All the records and files are updated The project is formally accepted by the sponsors All the documents which are related to the project are archived.

The efforts level: the amount of work required to complete the work

WDS Code: the code assigned to every element for identification purposes

Work package: the component of work at the lower’s degree

WBS component: the component which is located at any project level

WBS Element: it is the components and the attributes to which it is associated

References

Kloppenborg, T. (2014). Contemporary project management. Nelson Education.

Kloppenborg, T. J., Tesch, D., & Manolis, C. (2014). Project success and executive sponsor behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), 9-20.

Marnewick, C. (2018). Realizing Strategy Through Projects: The Executive's Guide. Auerbach Publications.

Ravinder, H., & Kollikkathara, N. (2017). Project Management in Operations Management Textbooks: Closing the Gap. Journal of the Academy of Business Education, 18.