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Guidelines for Submission: Refer to the grading for milestones 1-3- address the needed revisions original milestones are attached, Then create a presentation that must consist of 5–10 slides with adequate speaker notes explaining each slide’s content per the attached FINAL Project attachment. Sources should be cited according to APA style. 

OL 620 Milestone One Guidelines and Rubric

Professionals in the human resources field are often tasked with overseeing the benefits and compensation 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 the final project, you will analyze Emerging Pharmaceuticals in order to evaluate and revise the company’s current total rewards system. You will utilize
information presented in the case study to compare and contrast the U.S. organization’s total reward system with external benchmarking data. You will also
analyze the data for gaps and make revisions to the existing compensation and benefits package. The information you are provided with will be based on a
specific aspect of a benefits and compensation package (retirement benefits, medical benefits, and so on). You will also create a presentation to stakeholders that
explains the proposed changes, your rationale behind the changes, and the implications of the changes for the organization.

For Milestone One, you will prepare a draft of Parts A–C of your total rewards analysis (Section I of the final project). Your submission will have the major
heading “Total Rewards Analysis: Parts A–C.” Your instructor will grade your submission using the rubric below and will provide feedback you can apply to your
final project.

Begin by analyzing qualitative and quantitative data for the current system (as identified in the case study) that will inform your future recommendations and
revisions. Once your analysis has been completed, compare and contrast the provided quantitative data regarding the current benefits and compensation system
with external benchmarking data from Medtronic, an organizations within the same industry. Then draft Parts A–C of your analysis. Thoroughly cover each of the
critical elements, and include your answers to the guiding questions.

Specifically the following critical elements must be addressed:

I. Benefits and Compensation Analysis: For this part of the assessment, you will analyze given aspects of a benefits and compensation 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.

B. Determine the key issues or concerns of employees that should be targeted and addressed, based on the provided qualitative data. Justify your
response. What issues or concerns should be targeted and why? Why should other concerns be made less of a priority? You could consider the
underlying reasons behind the issues voiced by employees.

C. Compare and contrast the provided quantitative data regarding the current benefits and compensation system with external benchmarking data
from the provided Medtronic data to complete your response. What does the current system have that other organizations do not? What do
other organizations offer that the current system does not? Be sure to justify your response.

Rubric

Guidelines for Submission: This milestone should be 3–4 pages in length (in addition to a cover page and references section) and should be submitted as a
Microsoft Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited
according to APA style.

Critical Elements Proficient (100%) Needs Improvement (80%) Not Evident (0%) Value

Benefits and Compensation
Analysis: Issues or Concerns

Analyzes the issues or concerns of
employees, reviewed through the
qualitative data, for their validity and
importance for organizational review,
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 for organizational
review, 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

30

Benefits and Compensation
Analysis: Targeted and

Addressed

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

30

Benefits and Compensation
Analysis: External

Benchmarking Data

Compares and contrasts provided
quantitative data regarding the current
benefits and compensation system with
external benchmarking using the
provided tables and justifying response

Compares and contrasts provided quantitative
data regarding the current benefits and
compensation system with external
benchmarking data using the provided tables,
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

30

Articulation of Response 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

10

Total 100%

Emerging Pharmaceuticals and Medtronic Comparison

1

Introduction

You have recently been hired as a Total Rewards Director for Emerging Pharmaceuticals, a

growing pharmaceuticals manufacturer on the West Coast of the United States with 25

global locations. Emerging Pharmaceuticals was started by a group of private investors in

2011 and has skyrocketed in revenue over the last 3 years. Projected revenue for Emerging

Pharmaceuticals is expected to top $5 Billion by the end of the calendar year.

Your job is new to the organization, created because the organization has increasingly been

losing talent to Medtronic, one of Emerging Pharmaceuticals’ main competitors. Turnover

of new hires with less than 2 years of employment at Emerging Pharmaceuticals is 25%. The

vice president of human resources at Emerging Pharmaceutical feels it’s important to

compare the health, wealth and work/life offerings of Emerging Pharmaceuticals with

Medtronic and is expecting you to develop a Total Rewards strategy for the coming year

that will retain critical employees, respond to the needs of multiple generations in the

workforce, and keep costs under control.

Emerging Pharmaceuticals and Medtronic Comparison

2

Emerging Pharmaceuticals Workforce

The workforce at Emerging Pharmaceuticals has tripled since its inception in 2012, growing to a total of 15,000 employees working in jobs such

as scientists, research analysts, IT techs, sales, administrative support, call centers, patient advocates, clinical trial specialists, patent attorneys,

and middle- and senior-level management. The employee demographics with employment types are shown below.

Global Full-Time Employees

Age and Status
Demographics

Total in Current
Calendar Year

Total of all employees 15,000

30 and under 2,640

31-50 10,018

51 and above 2,012

Total Females 7,042

Locations

U.S. 10,100

Asia- Pacific 865

Canada 895

U.K. 2003

Latin America 807

Global Part-Time Employees

Age and Status
Demographics

Total in Current
Calendar Year

Total part-time employees 330

30 and under 105

31-50 125

51 and above 100

Total Females 247

Locations

U.S 220

Asia- Pacific 23

Canada 27

U.K. 45

Latin America 15

Employment Type

Employment Type by Position Total in Current Calendar Year

Administrative Support Staff 6,600

Professional 4,375

Clinical/Scientists/Research Analysts 2,450

Middle Managers 1,200

Senior Management 375

Emerging Pharmaceuticals and Medtronic Comparison

3

Employee Value Proposition

The employee value proposition (EVP) at Emerging Pharmaceuticals in the early stages was focused on challenging work, competitive pay and

opportunities to advance. In response to the increasing exodus of employees to Medtronic, the vice president of human resources hired an

external consultant to conduct employee focus groups. She is concerned with the results, especially in employees aged 31-50 with at least 2

children, which make up 37% of the workforce. The vice president learned of employee concerns about selections and costs in the health plans;

disenchantment with the 401(k) plan, which has no employee match; and questions about career paths, advancement opportunities, and work

hours. The high level of organizational growth has put pressure on all positions in the organization.

Here are the aggregated results of the focus groups’ responses:

TOPIC CATEGORIES FROM EMPLOYEE RESPONSES
% RESPONDED
AS IMPORTANT

Work remotely 10%

Tuition reimbursement 8%

Healthy lifestyle reward/Voluntary benefit options 6%

Financial Wealth Options/Pension Match 5%

Paid Time Off/ Family Time Options 8%

Market “right” pay for position 10%

Opportunities to use skills/abilities 3%

Job-specific and company-sponsored general training 8%

Professional development opportunities 9%

Workplace safety 2%

Community engagement/Corporate social responsibility 5%

Recognition of job performance/variable pay options 8%

Employee respect and diversity in the work environment 6%

Trust between employees and Sr. Management 5%

Teamwork within department 7%

The vice president read comments such as:

Emerging Pharmaceuticals and Medtronic Comparison

4

 I never get home before dinner and we have a new baby at home. I leave for work at 6 a.m., fight highway traffic to be in by 8, and

extra work always ends up on my desk towards the end of the day. I can’t seem to get out of the office until 7 p.m. and home by 8:30.

By the time I get home my son is already asleep. I wish the company had a way for me to work from home.

 I don’t see how I can move up in the organization when management positions require a degree, and the tuition reimbursement for

school is so low. Thirty-five hundred a year doesn’t go very far. Just the textbooks can cost $1,000.

 There are some real safety hazards in my lab; OSHA would have a field day.

 While I understand that the organization had to implement a “working spouse” surcharge for my health insurance, my husband and I

are really into a healthy lifestyle. We don’t smoke, we exercise and eat right and there’s no incentive for us – my husband’s health

plan is not as good and we are concerned about coverage because we’re trying to save for our first home. But now I have to pay

another $50.00 per month to cover him in our plans. How come there are no rewards for people like us who really work to take care of

ourselves?

 The company claims they care about providing good rewards for us, but there are no voluntary benefit options, the pension plan has

no match, and I don’t know how I can save enough to retire. Are the profits just going to the “people at the top” and leaving the rest

of us behind?

 The paid time off schedule only goes up to 18 days after 10 years of employment, with no sick time. I guess we’re supposed to leave

after 10 years. Is this a way to get rid of older employees?

 I always go the “extra mile” at work and my manager doesn’t seem to notice.

 I like my job, but a couple of people I worked with left recently for better pay at another company.

After reading all of the employee feedback, you and the vice president decide to compare Emerging Pharmaceuticals Health, Wealth and Work/

Life Total Rewards structure with information from Medtronic and make some revisions to the total rewards strategy for Emerging

Pharmaceuticals.

Health Options for Emerging Pharmaceuticals

Emerging Pharmaceuticals offers two health plan options to employees: the Value Preferred Provider Plan (Value PPO) and the Choice Plus

Preferred Provider Plan (Choice+ PPO). The Value PPO has lower bi-weekly costs but higher out-of-pocket costs at the time of service. The Value

PPO uses a narrow network of providers with higher penalties for out of network providers. The Choice+ PPO has higher bi-weekly costs, but

lower out-of-pocket costs. The Choice+ PPO offers a broader network of providers for participant choice.

Emerging Pharmaceuticals and Medtronic Comparison

5

Emerging Pharmaceuticals promotes the use of generic drugs and has established a $5.00 co-pay for generic prescriptions, and the organization

is considering a partnership with Care Compare, a benefits selection tool that helps employees search for and compare the cost of procedures at

various providers or facilities. If an employee uses Care Compare, Emerging Pharmaceuticals offers a financial incentive for selecting the lowest-

cost provider.

Medical (bi-weekly costs)

Value Preferred Provider Plan (lower premiums but high out-
of-pocket costs)

Choice+ Preferred Provider Plan (higher bi-weekly
premiums but lower out-of-pocket costs)

Employee Only – $57.50 Employee Only – $86

Employee Plus One- $157.50 Employee Plus One-$141.50

Employee plus two or more- $257.50 Employee plus two or more – $500

Health Plan Designs – Value Preferred and Choice+ Plans

Plan Design Elements Value PPO – 80 % Co-
insurance- In-Network

Value PPO – 80 % Co-
insurance- Out of Network

Choice+ PPO- 100% Co-
Insurance- In Network

Choice+ PPO- 100% Co-
Insurance- Out of Network

Office Visit Copay $25 $75 $10 $20

Urgent Care $35 $85 $20 $45

Emergency Room $250 $250 $100 $100

Inpatient $500 $1,250 $250 $250
Out-of-Pocket
Maximum

Employee $1,000 $3,000 $750 $1,250

Employee plus one $2,000 $5,000 $1,500 $2,500

Employee plus two $3,000 $7,000 $2,250 $3,750
Note: All plans are subject to a working spouse surcharge for spouses of employees who have the option of coverage with their own employer.

The surcharge is an additional $25.00 per paycheck.

Note: There are no wellness incentives for Emerging Pharmaceutical’s medical plans.

Emerging Pharmaceuticals and Medtronic Comparison

6

Dental (bi-weekly costs)

Comprehensive Plan- Preferred Provider Basic Plan- Network Only

Employee Only – $12.50 Employee Only – $7.50

Employee Plus One- $18.00 Employee Plus One-$14.50

Employee plus two or more- $40.00 Employee plus two or more – $25.00

Dental Plan Designs – Basic and Premium Plan

Plan Design Elements Basic Plan Premium Plan

Diagnostic/Preventive Care $100 deductible per person, all other work
covered by the plan

$150 deductible per person, all other work
covered by the plan.

Basic Restorative Procedures 75% coinsurance 50% coinsurance

Major Restorative Procedures No coverage 50% coinsurance

Orthodontia No Coverage 50% coinsurance, lifetime max to $1,500

Calendar Year Maximum $800 per person $2,000 per person

Vision (bi-weekly costs)

One Plan Design for All Employees

Employee only – $6.67

Employee Plus One – $11.00

Employee Plus Two – $13.65

Plan Design Elements Plan Co-Pays

Vision Exam $20 copay

Prescription Glasses
(instead of contact lenses)

$30 copay. Prescription glasses
(frames and lenses) covered 1x each
calendar year to max of $140

Contact Lenses (instead of
prescription glasses)

$165 allowance for contact lenses
1x each calendar year

Emerging Pharmaceuticals Insurance Enrollment Summary – U.S. Location

Medical Plan and Level of
Coverage

Full Time Part Time

Total
Employees

Value Preferred Provider Plan

Employee only 285 7 292

Employee plus one 400 10 410

Emerging Pharmaceuticals and Medtronic Comparison

7

Employee plus two or more 2,500 34 2534

Choice Plus

Employee only 315 6 321

Employee plus one 500 10 510

Employee plus two or more 2,000 65 2065

MEDTRONIC 2018 Health Plans Side by Side Comparison
CHP with HSA PPO Plan

Company-Provided Account Contribution HSA Contribution N/A

$500/ Employee only

$750/ Employee + spouse OR

Employee + children

$1250/family

Deductible $1,400/ Employee only $500 Employee only

$2,800/ Employee + spouse OR $1,000/family

Employee + children

$3,600/family

Out-of-Pocket Maximum (includes deductible) $3,500/ Employee only $3,500/ Employee only

$7,000/Employee + spouse OR $7,000/family

Employee + children

$9,000/family

Primary Care Provider Visit 20% co-insurance, after deductible $20 copay

Emerging Pharmaceuticals and Medtronic Comparison

8

Specialist Visit 20% co-insurance, after deductible $40 copay

Co-insurance 20% 20%

Preventive Care 0% 0%

100% covered by plan 100% covered by plan

Emergency Room 20% co-insurance, after deductible $150 copay

Online Care/Virtual Visit 100% covered by Plan, after deductible 100% covered by Plan, you pay nothing

Medtronic Mounds View Clinic 100% covered by Plan, after deductible 100% covered by Plan, you pay nothing

Salary Comparison

Job Title Emerging Pharmaceuticals Pay Range Medtronic Pay Range

Average at domestic locations Average at domestic locations

Scientists Average $93,500 Range $82,000 to $100,000 Average $103,900 Range $92,000 to $112,000

Research Analysts Average $76,000 Range $63,000 to $95,000 Average $86,547 Range $71,000 to $125,000

Clinical Specialist Average $69,000 Range $63,000 to $90,000 Average $78,000 Range $70,000 to $128,000

IT Developers Average $90,000 Range $85,000 to $120,000 Average $95,370 Range $89,000 to $132,000

Non- Clinical Manager Average $54,000 Range $48,000 to $68,000 Average $61,750 Range $55,000 to $74,000

Clinical Manager Average $100,000 Range $75,000 to $110,000 Average $105,000 Range $75,000 to $120,000

Emerging Pharmaceuticals and Medtronic Comparison

9

Wealth Benefits at Emerging Pharmaceuticals

The 401(k) plan has only been in effect for 3 years. The first 2 years of operations, Emerging Pharmaceuticals had no 401(k) in place, and when

the organization was ready to start a plan, contributions were not retro to the earlier years of operations, even though the organization had

some positive revenue results. The vice president of human resources read some comments from employees about the absence of retro

funding, but has not thought about the impact of the employee feedback to this point.

The WEALTH PLAN at Emerging Pharmaceuticals has two primary elements: a core contribution, and employee savings. Emerging

Pharmaceuticals makes a core contribution to the 401(k) at the end of each calendar year. The core contribution is 3% of eligible pay for each

eligible employee. The definition of eligible pay includes annual salary and anything considered to be regular wages. Pay not eligible for a core

contribution is pay earned because of a performance bonus, lump sum for unused PTO, or workers’ compensation payments. Emerging

Pharmaceuticals makes the core contribution whether you are saving as an employee or not. Employees are not eligible for the pension plan

until after completing 1,000 hours of service at Emerging Pharmaceuticals.

Employees can save up to the IRS limits each year and should consider options to save as much as possible. Contributions are made on a pre-tax

basis and there is a catch-up contribution of an additional $6,000 for employees age 50 and older.

Work-Life Benefits at Emerging Pharmaceuticals

The work-life benefits at Emerging Pharmaceuticals include paid time off, paid holidays, tuition assistance, and limited remote opportunities.

The major holidays are in addition to paid time off and include New Year’s Day, Memorial Day, July 4th, Labor Day, Thanksgiving, the day after

Thanksgiving, and Christmas Day. Paid time off is front-loaded according to years of service and is a use-it-or-lose-it benefit. Paid time off is also

used for illness. There is no separate illness bank of time. The paid time off schedule is developed off of years of service and, because Emerging

Pharmaceuticals is a young company, the table of time only shows 10 years. There are no provisions for time-off banks beyond 10 years. If an

employee has paid time remaining in their bank of time after December 15th of any year, the time will be lost. Paid time off banks are reset on or

around January 1st of each year. There is no carryover provision and no provision to “buy out” any paid time off.

The schedule for Paid Time Off is as follows:

Continuous Years of Service PTO in Days PTO in Hours Monthly Accrual in Hours

3 years or less 10 80 6.15

After 3 years 12 96 7.38

After 6 years 15 120 9.23

Emerging Pharmaceuticals and Medtronic Comparison

10

At 10 years and every year
thereafter

18 144 11.07

NOTE: As the Total Rewards Manager, you should think about how a short term list of time off affects retention of employees.

Remote Work Options

Remote work options at Emerging Pharmaceuticals are only available to scientists or analysts who develop data analytics for drug/patient

outcomes. The remote work option requires daily huddles by Skype for Business and attendance at unit meetings at least once a week. Emerging

Pharmaceuticals will provide the appropriate computer equipment and connections. Employees are required to be online by 8:00 a.m. each day

and may be required to work on the weekends as requested. There is no reimbursement for home-based Wi-Fi, which is vital to work remotely

from home.

Tuition Reimbursement

The tuition reimbursement program is available to eligible employees. Employees must have completed at least 1 year of service and will be

reimbursed for education that is considered either an “upskill” related to the employee’s current position, or coursework as part of an

undergrad or graduate degree (doctoral-level education is not included) at an accredited U.S. college or university. The yearly benefit is 100% up

to $2,000 for an undergraduate degree and up to $3,500 for a graduate degree.

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%

OL 620 Milestone Two Guidelines and Rubric

For the final project, you will analyze Emerging Pharmaceuticals in order to evaluate and revise the company’s current total rewards system. You will utilize
information presented in the case study to compare and contrast the organization’s total reward system with external benchmarking data. You will also analyze
the data for gaps and make revisions to the existing compensation and benefits package. The information you are provided with will be based on a specific aspect
of a benefits and compensation package (retirement benefits, medical benefits, and so on). You must also create a presentation to stakeholders that explains the

proposed changes, your rationale behind the changes, and the implications of the changes for the organization.

For Milestone Two, you will prepare a draft of Parts D–F of your total rewards analysis (Section I of the final project). The submission will have the major heading
“Total Rewards Analysis: Parts D–F.” Your instructor will grade your submission using the rubric below and will provide feedback you can apply to your final
project.

Begin by analyzing qualitative and quantitative data for the current system (as identified in the case study and the provided supplements) that will inform
your future recommendations and revisions. Once your analysis has been completed, 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. Then draft Parts D–F
of your analysis. Thoroughly cover each of the critical elements, and include your answers to the guiding questions.

Specifically, the following critical elements must be addressed:

I. Total Rewards Analysis: For this part of the assessment, you will analyze given aspects of a 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.

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?

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.

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?

Rubric

Guidelines for Submission: This milestone should be 3 to 4 pages in length (in addition to a cover page and references) and should be submitted as a Microsoft
Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Use at least three sources, which should be cited according to APA
style.

Critical Elements Proficient (100%) Needs Improvement (80%) Not Evident (0%) Value

Total Rewards Analysis:
Misalignment, Differences,

and Gaps

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 system

30

Total Rewards Analysis:
Increased, Reduced or Stay

the Same

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

30

Total Rewards Analysis:
Population Affected

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

30

Articulation of Response 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

10

Total 100%

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

Running Head: 7-1 Final Milestone three: Revisions 1

7-1 Final Milestone three: Revisions 5

7-1 Final Milestone Three: Revisions

February 16, 2022

Revisions

           Employees leave their employer to another employer for several reasons, including better pay, career advancement, to leave a toxic workplace, among other reasons. Employee compensation is one of the main reasons employees leave for another company. Comparing employee compensation packages with that of competitor companies helps a company develop compensation packages same or better to that of its employees to keep employees from leaving for better-paying companies. According to the case study Emerging Pharmaceuticals and Medtronic Comparison (SNHU, para 1, 2018), Emerging Pharmaceuticals has lost its employees to Medtronic, a competitor company. Comparison of the two companies shows that Medtronic has a competitive reward system, which is why Emerging Pharmaceutical has a high turnover rate as employees leave for the competitor company. As a result, Emerging pharmaceuticals need to readjust their reward strategy to match Medtronic’s.

Recommendations

           The Bureau of Labor Statistics suggests that the average number of paid holidays based on a given occupation is 8.5 days (Bureau of Labor Statistics, Table 5, 2019). As a result, Emerging Pharmaceuticals needs to increase the number of paid holidays from 8 to 10. Doing so will play a critical role in reducing turnover and increasing employee motivation. In addition, Emerging Pharmaceuticals need to provide more growth opportunities to their employees. The company should change its policy to allow employee growth and career development; this can be achieved by implementing an employee training and development program to help employees gain new skills and knowledge needed to be effective in their job roles. Emerging Pharmaceuticals beats its competitor in employee training because it offers tuition reimbursement for graduate degrees. Tuition annual reimbursement options should be increased from $2,000 for undergraduates to $4, 0000 and $5,000 for a graduate degree to $8,000. However, this can be increased to make it easy for employees without degrees to enroll in graduate studies. Furthermore, for employees between 31 and 50 years, Emerging Pharmaceuticals needs to improve the ability to work remotely from 10 percent to 20 percent. It improves work/life balance for employees as they have more time to work from and spend time with family, improving their productivity and performance by 78 percent (Morse, para 3, 2019). 

           From employee focus group responses, Emerging Pharmaceutical seems not to offer competitive health plans to employees and financial wealth options. In addition, Emerging Pharmaceutical has not implemented adequate workplace safety. This, among other factors, explain why employee leave for a competitor company. The company offers its employees two health plan options, including the Value Preferred Provider Plan (Value PPO) and the Choice Plus Preferred Provider Plan (Choice+ PPO). On the other hand, Medtronic offers free medical premiums to lucky winners who get full medical coverage plus any enrolled family members. Also, Medtronic has partnered with Healthier employees who participate in the Healthier Together wellness program to avoid paying less for their medical coverage. Medtronic has a dental plan package for its employees. Health is very critical, and thus employees are more interested in companies that offer a wide variety of competitive medical covers.

Furthermore, Medtronic offers a competitive 401(k) plan for its employees (Medtronic, pg. 10, 2018). Employees can build retirement savings through savings, Medtronic matching contributions, Medtronic core contributions. Unlike Emerging Pharmaceuticals, Medtronic offers ten paid company holidays each year, serving as a great way to motivate employees, thus increasing performance and making it hard for them to leave the company.

Constraints

           A legal, financial and procedural constraint exists if it prevents Emerging Pharmaceuticals from revising their rewards programs. A legal constraint that arises from working remotely. The company must ensure that all employees are aware of their privacy rights. Although they work from home, it does not mean one is not susceptible to being monitored by the employer because they are working under the scope of being an employee. Therefore, since the home may be regarded as a private or personal place, monitoring employees from their homes may interfere with their privacy. Also, the company will need to secure its networks to ensure that unauthorized users do not access data on transit. A financial constraint is that tuition reimbursement is tax-deductible up to a maximum of $5,250 per employee (Onink, Para 1, 2021), which implies that any amount above this attracts additional expenses for the company.

Financial Cost

           Direct compensation refers to the monetary compensation paid directly to an employee by the employer. In contrast, indirect compensation refers to non-monetary benefits that an employee refers such as health and life insurance, pension, paid time off. Increasing paid holidays to 10 days and increasing the ability to work from home is an example of indirect compensation. Emerging Pharmaceuticals will incur an extra cost by adding two extra annual paid holidays. Also, increasing the ability for employees to work from home will cost the company the infrastructure needed to ensure employees can work remotely. Increasing annual tuition reimbursement is direct compensation for employees. The company will have to spend more to implement the proposed reward system.

References

Bureau of Labor Statistics. (2019). Table 5. Average paid holidays and days of vacation and sick leave for full-time employees. Retrieved from Bureau of Labor Statistics: https://www.bls.gov/news.release/ebs.t05.htm

Medtronic Benefits Information. (2018) Www.medtronic.com. http://benefits.medtronic.com/SitePages/ChannelContentR2.aspx?ChnIDval=3&GrpIDval=16&IDval=21

Morse, B. (2019, September 27). Study says that remote workers are happier and stay in jobs longer. Business Insider. Retrieved February 16, 2022, from https://www.businessinsider.com/study-says-remote-workers-are-happier-stay-in-jobs-longer-2019-9?international=true&r=US&IR=T

Onink, T. (2021, December 10). Get $5,250 A Year From Your Employer To Pay For College. Forbes. Retrieved February 16, 2022, from https://www.forbes.com/sites/troyonink/2015/06/30/get-5250-a-year-from-your-employer-to-pay-for-college/

Southern New Hampshire University. (2018). Emerging Pharmaceutical and Medtronics Comparison. Retrieved February 6, 2022, from https://learn.snhu.edu/content/enforced/949137-OL-620-X3159-OL-TRAD-GR.22TW3/Course%20Documents/OL%20620%20Emerging%20Pharmaceuticals%20Case%20Study.pdf

Running Head: Total Rewards Analysis 1

Total Rewards Analysis 6

Milestone Two: Total Rewards Analysis

Compensation Analysis

           There are various advantages that worker gets while depending from one organization to another organization, and these changes in compensation and benefits affect the stay of workers in an organization. The best example of organizations in a similar industry delivering distinct advantages includes Medtronic and Emerging Pharmaceuticals. The organizations dealing with Emerging pharmaceuticals have been losing workers to Medtronic. Therefore, the compensation analysis contains a detailed review of Emerging Pharmaceutical problems, comparison with advantages delivered at Medtronic, and recognition of issues that can be addressed effectively.

Areas of Gaps, Differences, and Misalignment

           There are many possibilities of misalignment in Emerging Pharmaceuticals; there is numerous present compensations and benefits system by which education programs assisted. Its employees finish a diploma application at an approved university or college or individuals enrolled in guides to upskill their information base. Emerging Pharmaceuticals gives as much as 100 % compensation for $2,000 in line with 12 months for an undergraduate degree application and as much as $3,500 in line with 12 months for a graduate application (Abu Houran et al., 2018, para. 02, p.296 ). 

           Suppose Emerging Pharmaceuticals desires to keep its employees; this gain should be realigned with their administrational values. Medtronic additionally gives a scholarship application to personnel children, even for employees who’ve handed it away throughout their tenure with the administration (Winschel, 2021, para. 08, p. 05). One of the tremendous gaps among Emerging Pharmaceuticals and the emerging opposition. Emerging does not appear to provide many advantages or rewards for is the popularity of activity performance, mainly with inside the form of both paid time without work or repayment for the high time of work.

           There are various benefits of misalignment, and the examples are also given related to Emerging Pharmaceuticals (SNHU, 2018):

· Seven holidays were delivered at EP as compared to 10 at Medtronic (Medtronic, n.d).

· Yearly estimates of PTO at EP are less as compared to Medtronic.

2. Medtronic: Twenty days yearly for less than four years by mixing out thirty-five days subsequently twenty-four years (Pries et al., 2019, para. 11, p. 4512).

2. EP: Ten days yearly for less than three years by mixing eighteen days at ten years. 

Comparison of Benefits

1. Vision: Yearly allowance of EP is minimum, and copays are higher.

1. Dental delivers comprehensive and basic plans, where the annual maximum is lower, and deductibles are maximum.

1. In medical, two plans are delivered by EP, such as choice PPO plan and value PPO plan. Moreover, in Medtronic, four plans are offered in connection to the PPO plan of healthcare. 

1. 401k: EP delivers participation of 3% at the end of every year. Not eligible for a pension plan till completion of about one thousand hours of amenity of EP. On the other hand, Medtronic matches 50% of the initial 6% of workers. Workers get further participation each year that is also called Medtronic Core Participation. 

1. Yearly education reimbursement is minimum at EP, and it shows that Medtronic is capped at 3k dollars for undergrad, and EP is capped at 2k dollars for undergrad. 

Weaknesses and Strengths of Plan 

           After examining total rewards delivered at Emerging Pharmaceuticals to offer in the industry, it is suggested that staff should be retained while bringing the candidates in the future. I recommend reviewing the employment description of every person and confirmation of reviewed compensation (Panchal et al., 2018, para. 06, p. 925). Unluckily for Emerging Pharmaceuticals, not just yearly wages are much minimum compared to competitors; these advantages are lower than the benchmark. It shows the challenge of sustaining workers from leaving elsewhere and attracting capable and new applicants to join the team members. The suggestions are also given to Emerging Pharmaceuticals such as, reviewing PTO policies and holidays. The balance of life and work is crucial to promote organizational culture, and workers desire to feel if the companies comprehend its promotion. There is also another perk where many review the advantages of packages accompanied by higher compensation (McGuinness et al., 2018, para. 10, p. 987). 

Evaluation of compensation and confirmation is that wages are at the industry’s standard. It is also critical in aiding worker morale and making it more complicated for competitors to take the workers. Moreover, Emerging Pharmaceuticals might desire to re-believe association with advantage brokers. It examines that their advantages are mentioned with offerings regarding Medtronic in connection to deductibles out of concise expenditures. It might be prudent to explore the available options and how plans can be changed by altering efficient dates and then delivering lower payments to Emerging Pharmaceuticals and delivering the best analysis. 

Quantitative Input Data and Quantitative Analysis

           The following information can be seen in Pharmaceuticals; Twelve thousand six hundred sixty employees working in Pharmaceuticals are over the age of 50, there were almost 10,000 employees who were above 51 years. The total employees working are nearly 15,000, as it is seen that the majority of our staff is beneath the age of 50, in general, all full-time employees, and the best headcount is inside the United States. Benefit plans should be tailored to every location as few providers and alternatives won’t be available within the United States. Regardless of the age, location, or process role, Emerging Pharmaceuticals must revisit reimbursement. It updates the positions in line with process duties, area, and education/revel in levels. Human resources will want to help with; however, a process must be performed earlier than later. A challenge might also additionally arise while PTO and corporation vacations are revisited. With places throughout the world, it’s crucial to recognize cultures and customs and plan for that reason for every country. What can be a vacation inside the United States might not be equal in Asia and vice versa. Working with your international HR experts or representatives will assist plenty with this topic.

Conclusion

           It is concluded that modification in employee advantages between the same organizations results in worker turnover. Workers are also getting advantages at Emerging Pharmaceuticals compared to Medtronic in case of paid off days, Reimbursement advantages of tuition, plan of pension, and benefits of wages. Emerging Pharmaceuticals has lost workers to Medtronic due to its benefits and compensation. Therefore, Emerging Pharmaceuticals need to improve advantages delivered to workers while reducing worker turnover. 

References

Abou Houran, M., Yang, X., & Chen, W. (2018). Magnetically Coupled Resonance WPT: Review of Compensation Topologies, Resonator Structures with Misalignment, and EMI Diagnostics. Electronics, 7(11), 296. https://doi.org/10.3390/electronics7110296

McGuinness, S., Pouliakas, K., & Redmond, P. (2018). SKILLS MISMATCH: CONCEPTS, MEASUREMENT AND POLICY APPROACHES. Journal of Economic Surveys, 32(4), 985–1015. https://doi.org/10.1111/joes.12254

Medtronic Benefits Information. (n.d.) Www.medtronic.com. http://benefits.medtronic.com/SitePages/ChannelContentR2.aspx?ChnIDval=3&GrpIDval=16&IDval=21

Pries, J., Galigekere, V. P. N., Onar, O. C., & Su, G.-J. (2020). A 50-kW Three-Phase Wireless Power Transfer System Using Bipolar Windings and Series Resonant Networks for Rotating Magnetic Fields. IEEE Transactions on Power Electronics, 35(5), 4500–4517. https://doi.org/10.1109/tpel.2019.2942065

Panchal, C., Stegen, S., & Lu, J. (2018, October 1). Review of static and dynamic wireless electric vehicle charging system. ScienceDirect. Retrieved February 6, 2022, from https://www.sciencedirect.com/science/article/pii/S221509861830154X

Southern New Hampshire University. (2018). Emerging Pharmaceutical and Medtronics Comparison. Retrieved February 6, 2022, from https://learn.snhu.edu/content/enforced/949137-OL-620-X3159-OL-TRAD-GR.22TW3/Course%20Documents/OL%20620%20Emerging%20Pharmaceuticals%20Case%20Study.pdf

Winschel, J. (2021, January 22). Climate change policies and carbon-related CEO compensation systems: an exploratory study of European companies | Emerald Insight. Emerald Insight. Retrieved February 6, 2022, from https://www.emerald.com/insight/content/doi/10.1108/JGR-06-2020-0065/full/html

1

Running head: 3-2 Emerging Pharmaceuticals: Benefits and Compensation Analysis

7

3-2 Emerging Pharmaceuticals: Benefits and Compensation Analysis

Emerging Pharmaceuticals: Benefits and Compensation Analysis

Emerging Pharmaceuticals: Benefits and Compensation Analysis

Emerging Pharmaceuticals was founded in 2011 by a team of private investors on the west coast and expanded as time went by into a big pharmaceuticals producer with more than ten thousand United States sites and a total of fifteen thousand workers across the world. While the sector appears to be growing swiftly, Emerging Pharmaceuticals is subdued with numerous issues to recommend healthcare plans that provide a range of benefits highly spirited to entice and retain satisfied and healthy affiliated staff members.

Issues or Concerns

The battle to attract attention by providing robust health benefit plans needs comprehensive research with the business strategy to offer cost-effective and resourceful wellness plans for thousands of workers. An overview of work opportunities at Emerging Pharmaceuticals indicates the most significant proportion of ranks held within the sector leader. The most prevalent positions comprise of:

· Senior and Middle Management (1,575)

· Analysts, Specialists, and Scientists (2,450)

· Information Technology Technicians, Patient Advocates, and Call Centers (4,375)

· Administrative Support Staff (6,600)

As Emerging Pharmaceuticals (E.P) expands, the corporate vice president has become cognizant that changes were needed via an Employee Value Proposition study. Such matters regarding selections, health costs, working hours, advancement prospects, career paths, and pension plans were clear in more than thirty-seven percent of the personnel between thirty-one and fifty years of age who had kids (Emerging Pharmaceuticals, n.d. Para 4). In addition, the needs assessment for numerous classifications showed that workers experience the most pressure for fieldwork and compensation for a rank because of the high level of organizational development evident over the years. The scope of this submission is the comparison of offered benefits against the rival’s benefit practices.

Targeted and Addressed

In efforts to retain a competitive E.P. employee benefits scheme for prevailing needs, it is significant to comprehend the worker’s views and aspects of ascertaining the costs and limitations behind the existing total rewards approach. Emerging Pharmaceuticals acknowledges, for instance, that full-time workers with two kids and above showed their concerns with health insurance benefits, workplace flexibility, and professional development.

Considering that turnover rates at Emerging Pharmaceuticals have attained a high of twenty-five percent for fresh recruits with less than two years in the personnel, the demand for a reasoned benefits plan design that mutually realizes employer objectives and employee needs is crucial. Baladoni (2013, Para. 2) claimed that “highly involved organizations have twice the achievement rate of lower involved organizations.”

Lead rivals in the pharmaceutical sector, such as Medtronic, Inc., have attained substantial development over the last fifteen years. They added importance to flexible work schedules and valid preferences in health insurance choices in the goodwill of workers in distinctive career phases, reducing their turnover rate to fifteen percent (Bokser, 2014, P. 14).

Whereas most of the affiliated members of staff have constraints in providing some benefits to personnel following current developments with the Affordable Care Act (ACA) observance, the reality is that a worker’s capability is the fuel to recent technological revolutions in the pharmaceutical sector. Workers’ involvement enhances the quality of health and work. According to Baldoni (2013, Para. 3), individuals need to attend a job, comprehend their work, and become aware of how their job fuels their organization’s prosperity.

External Benchmarking Data

In the last few ages, having work/life total rewards, wealth, and competitive health warranting workers’ gratification has become significant to Emerging Pharmaceuticals. The organization and structure of these plans require harmonizing with workers’ lifestyles, available networks, out-of-pocket expenses, and workers’ assistance plan of action.

Before focusing on the head-to-head comparison between lead pharmaceutical corporations such as Medtronic Inc. against Emerging Pharmaceuticals, it is significant to emphasize that high incomes have been an aspect of offering innovative health products and services.

At first look, Medtronic Inc.’s powerful worker’s health benefit schemes are outstanding against Emerging Pharmaceuticals via the analysis of a range of benefit options outlined below:

Emerging Pharmaceuticals

Total Employee: 15,000

Annual Revenue: $5 Billion

Medtronic Inc.

Total Employee: 98,000

2018 Annual Revenue: $29 Billions

Work Life Benefits

· Limited Remote Opportunities

· Tuition Reimbursement (up to $3,200)

· Holiday Pay (7 days)

· Paid Time Off

· 401(k) Plan (for the past 2 years only)

Work Life Benefits

· Scholarship Programs

· Tuition Reimbursement (up to $5,200)

· Year End Break

· Holiday Pay (10 days)

· Paid Time Off

· Regular Fitness Program

· Healthier Together Reward Point System

· Employee Stock Purchase Plan

· 401(k) Plan

Additional Options

· Health Spending Accounts

· Vision Plan

· Dental Plan

Additional Options

· Health Spending Accounts

· Vision Plan

· Dental Plan

Health Plan Options

Two (2) Health Plan Options

· Choice Plus Preferred Provider Plan (Choice+ PPO)

· Value Preferred Provider Plan (Value PPO)

Health Plan Options

Three (3) Health Plan Options

· Definity Health

· Medica Choice

· Health Partners

The benefits package for both Medtronic Inc. and Emerging Pharmaceuticals appears comparable in its basic options to incorporate; vision and dental programs, and health, nevertheless, to establish an enduring impression, workers also need intrinsic rewards. For example, from an organizational point of view, the impact of Medtronic’s work-life balancing rewards such as fitness programs optimized tuition compensation programs, learning in addition to above and beyond medical program preferences can be of noteworthy influence when revising Emerging Pharmaceutical’s existing benefit analysis.

Currently, having a first-rate benefits package is significant to both enticing top talent and warranting workers gratification at Emerging Pharmaceutical. The course of picking health benefits depends on rapid organizational development, cultural variations, and many more aspects. Moreover, E.P culture can finally influence and affect financial outcomes, business metrics, and employee relations. The materialization of a dependable health program not only concerns the workers’ health but the employer’s organizational objectives.

References

Baldoni, J. (2013). Employee Engagement Does More than Boost Productivity. Harvard Business Review. Retrieved from https://hbr.org/2013/07/employee-engagement-doesmore.

Bokser, S. (2014). Consumer-Driven Health Care: Medtronic’s Health Insurance Options. Harvard Business School,9(302), 006th ser., 1-17. Retrieved from https://hbr.org/product/consumer-driven-health-care-medtronic-s-healthinsurance-options/302006-PDF-ENG

Emerging Pharmaceutical and Medtronics Comparison. (n.d.) SNHU. Retrieved from https://learn.snhu.edu/d2l/lor/viewer/viewFile.d2lfile/109897/22787,2/

Medtronic Benefits Information. (n.d.) Medtronic. Retrieved from http://benefits.medtronic.com/SitePages/ChannelContentR2.aspx? ChnIDval=3&GrpIDval=16&IDval=21