Source: Aggregated outcome assessment results from 2011 capstone courses.
6% Non-Performance: Does not describe HRM data trends and issues from a global perspective; does not recognize the importance of different cultural and organizational perspectives for domestic or global applications.
1% Basic: Describes HRM data trends and issues; provides comparative description of relevant research findings, but does not analyze the findings for both domestic and global applications.
4% Proficient: Analyzes HRM data trends and issues; compares relevant research findings among different cultural and organizational perspectives for both global and domestic applications.
89% Distinguished: Evaluates HRM data trends and issues; integrates relevant research; connects theory and application. Applies results to enhance HRM strategic planning processes.
0% Non-Performance: Does not analyze HRM and business best practices that enable human capital acquisition, development, and retention.
1% Basic: Analyzes HRM and business best practices; does not connect organizational practices to business decision making; determines applications of some practices, but not role of HRM professional in integrating them.
5% Proficient: Integrates HRM and business best practices; connects organizational practices to business decision making; determines applications of best practices and the HRM professional's role in integrating them.
94% Distinguished: Initiates HRM and business best practices; clearly connects organizational practices to decision making; develops vision of HRM role in integrating best practices; shows initiative in planning interventions.
1% Non-Performance: Does not analyze strategies for using HRM and business technologies to improve effectiveness, productivity, systems integration; does not connect technologies and application in strategic decision making.
1% Basic: Analyzes strategies for using HRM and business technologies to improve effectiveness, productivity, systems integration; connects technologies to strategic decision making. Does not integrate research.
5% Proficient: Synthesizes HRM and business technologies to maximize effectiveness, productivity, systems integration; connects technologies to strategic decision making; integrates research to recommend improvements.
93% Distinguished: Synthesizes HRM and technologies to maximize effectiveness, productivity, systems integration. Evaluates research, recommends integrated approach to improve effectiveness, enhance productivity and organizational design.
4% Non-Performance: Does not describe HRM practices that ensure compliance, growth, and sustainability; does not recognize degree of alignment between compliance standards and policies and practices.
1% Basic: Does not apply HRM practices that ensure compliance, growth, and sustainability; recognizes alignment of compliance standards and current policies / practices, does not identify potential problems.
4% Proficient: Applies HRM practices to ensure compliance, growth, and sustainability; recognizes alignment between compliance standards and current policies / practices; determines potential problems and prevention strategies.
91% Distinguished: Integrates HRM practices to ensure compliance, growth, and sustainability; determines problems and prevention strategies that illustrate relationship of compliance, growth, and sustainability.
3% Non-Performance: Does not describe or recognize connection between organizational culture and business practices or application in business design and change; does not understand HRM professional's role as change agent.
1% Basic: Connects culture and practices to business design and change; determines problems that may affect organizational success and HRM professional's role; identifies research-based problem-solving strategies.
2% Proficient: Applies HRM practices to organizational design, culture, change; determines problems that may affect organizational success and HRM professional's role; identifies research-based problem-solving strategies.
94% Distinguished: Develops framework for business-centric organizational design; evaluates research to connect theory and application; recommends problem-solving strategies and models that enhance organizational structure.