GCU HRM 635: Leveraging Human Capital – Performance Indicators, Rewards & Incentives, and Motivating Employees | Complete Writing Guide + Full Example Proposal

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GCU HRM 635: Leveraging Human Capital: Performance Indicators, Rewards & Incentives, and Motivating Employees

Quick Overview: What Does the HRM 635 Leveraging Human Capital Assignment Require? The HRM 635 final project is a 1,000–1,250 word written proposal that asks you to leverage human capital within a real or hypothetical organization. You must address six components: (1) performance indicators tied to employee tasks, (2) identifying employee strengths, (3) strategies for performance improvement including rewards and incentives, (4) integrating incentives to stay competitive in the marketplace, (5) two unique programs to retain and recruit employees, and (6) a cultural vision that treats employees as the organization’s most important asset. A minimum of five scholarly, peer-reviewed sources cited in APA 7 format is required, and the paper must be submitted to LopesWrite.

The Assignment

Throughout this course, you have analyzed your current work environment to identify the acquiring, developing, and training practices. Employees are the biggest asset and contribute to the culture and overall performance of the organization. This project requires you to determine how to leverage the human capital within your organization. Use the research you have compiled throughout this course to determine how to appropriately develop and motivate your employees.

Develop a written proposal (1,000-1,250 words), discussing performance indicators, rewards and incentives, and a plan for motivating employees. Your proposal must include the following:

1. Describe tasks and performance indicators that contribute to the overall employee performance on the job.
2. How will you identify an employee’s strengths and skills to leverage their performance?
3. Develop strategies to improve employee performance. How will you provide employees with rewards and incentives for performance improvement?
4. How will you integrate rewards and incentives to remain competitive in the marketplace?
5. Identify two unique benefits or programs offered by companies to retain and recruit employees. Explain how each would be of advantage over the competition.
6. Describe a vision for the overall culture you aspire to develop in your organization, relative to the employees being one of the most important company assets.

Cite and reference a minimum of five scholarly sources.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.

What Is the HRM 635 Leveraging Human Capital Assignment?

The HRM 635 Leveraging Human Capital assignment is the capstone project for Grand Canyon University’s course on Acquiring, Developing, and Leveraging Human Capital. It synthesizes research and workplace observation you have conducted throughout the course into a formal proposal.

Unlike earlier HRM 635 assignments that focused on acquiring and training employees, this final proposal pivots to motivation, performance management, and organizational culture. Your professor is evaluating whether you can translate HR theory into actionable workplace strategy.

The assignment is graded against a rubric that rewards specificity. Vague statements like “employees should be rewarded” will earn minimal points. The rubric demands concrete strategies, named programs, and a compelling cultural vision.

Who Typically Writes this Paper?

Most students in HRM 635 are working professionals; many in healthcare, nursing management, or hospital administration. The assignment’s instruction to reflect on “your current work environment” makes it ideal to anchor your proposal in a clinical or healthcare setting, which also makes it uniquely relevant and harder to plagiarize.

How to Write Each Section of the HRM 635 Proposal

Section 1: Performance Indicators That Contribute to Employee Performance

Performance indicators (also called KPIs — key performance indicators) are measurable data points that reflect how well an employee is fulfilling their role.

For healthcare and nursing-focused students, strong examples include:

• Patient satisfaction scores (HCAHPS ratings)
• Medication error rates per 1,000 patient encounters
• Nurse-sensitive indicators: falls with injury, hospital-acquired infections, pressure injury rates
• Attendance and punctuality records
• Completion rates for mandatory training and continuing education

Pro tip: Tie each indicator to a business outcome. For example, lower nurse turnover (a behavioral KPI) reduces recruitment cost and preserves institutional knowledge — a direct financial benefit to the organization.

Section 2: How to Identify Employee Strengths and Leverage Their Skills

Identifying employee strengths requires a structured approach. Research by Gallup (2023) found that employees who use their strengths daily are 6 times more likely to be engaged at work and 3 times more likely to report a higher quality of life.

Practical tools for strength identification include:

1. Strengths-based assessments: CliftonStrengths (formerly StrengthsFinder), DiSC profiles, and structured 360-degree feedback surveys.
2. Performance review data: Review the tasks employees consistently perform above standard; these often reveal latent strengths.
3. Managerial observation and one-on-one conversations: Regular check-ins allow managers to identify what energizes each team member.

Once strengths are mapped, leverage them through targeted role assignments, cross-training, and leadership development pathways that align individual capability with organizational need (Aguinis, 2023).

Section 3: Strategies to Improve Performance — Rewards and Incentives

Rewards and incentives improve employee performance when they are tied directly to measurable outcomes, perceived as fair, and meaningful to the recipient (Deci et al., 1999; Gerhart & Fang, 2015).

There are two categories of incentives to address in your proposal:

Extrinsic Rewards Financial: merit-based pay increases, performance bonuses, profit sharing, tuition reimbursement Non-financial: extra PTO, flexible scheduling, preferred shift assignments, parking privileges Intrinsic Rewards Recognition: public acknowledgment in staff meetings, “Employee of the Month,” peer shout-outs Autonomy: allowing experienced nurses to mentor newer staff or lead unit-based projects Purpose: connecting individual work to patient outcomes and organizational mission

Critically, research consistently shows that relying on financial rewards alone is insufficient. Deci et al. (1999) conducted a landmark meta-analysis of 128 studies and found that external rewards can undermine intrinsic motivation when not paired with autonomy and relatedness. Your proposal should integrate both dimensions.

Section 4: How to Integrate Rewards and Incentives to Remain Competitive

Staying competitive in the talent marketplace requires benchmarking your rewards package against industry standards. In healthcare, the 2024 NSI National Health Care Retention & RN Staffing Report indicates that hospital turnover costs average $52,350 per registered nurse — making competitive incentive structures a direct cost-management strategy.

Strategies to remain competitive:

• Annual total compensation reviews:
• Benchmark salaries against Bureau of Labor Statistics (BLS) Occupational Employment data and regional hospital surveys
• Flexible benefits cafeteria plans:
• Employees choose from a menu of benefits (childcare subsidy, student loan repayment, wellness stipends) based on personal priorities
• Retention bonuses:
• Structured around service milestones (1-year, 3-year, 5-year bonuses) to reduce turnover at critical junctures

According to the Society for Human Resource Management (SHRM, 2023), organizations that regularly benchmark and update their total rewards strategy reduce voluntary turnover by an average of 31%.

Section 5: Two Unique Benefits or Programs to Retain and Recruit Employees

This section rewards specificity. Generic mentions of “health insurance” will not earn full rubric points. Below are two evidence-supported programs that stand out competitively, particularly in healthcare:

Program 1: Student Loan Repayment Assistance

Given that the average nurse graduates with $47,000 in student loan debt (American Association of Colleges of Nursing, 2023), student loan repayment assistance is one of the most powerful recruitment tools in healthcare today.

Competitive advantage: Fewer than 8% of U.S. employers offer structured student loan repayment (SHRM, 2023), making it a genuine differentiator. Organizations offering $5,000–$10,000 annually in loan repayment attract new graduates immediately after licensure — the highest-risk turnover window.

This program signals institutional investment in employee financial wellness, which research links directly to reduced financial stress and improved on-the-job performance (Kim & Garman, 2004).

Program 2: Nurse Residency and Preceptorship Program

A structured nurse residency program provides new nurses with 6–12 months of mentored clinical experience, ongoing education, and peer support before transitioning to fully independent practice.

Competitive advantage: The Vizient/AACN Nurse Residency Program reports a 94.3% retention rate at 12 months for program participants, compared to the national first-year nurse turnover rate of approximately 30% (NSI, 2024). Hospitals that invest in residency programs spend significantly less on the “hiring revolving door.”

Beyond retention, residency programs serve as a recruitment signal — prospective hires actively seek employers who invest in their professional development from day one.

Section 6: Describe a Vision for Organizational Culture

Your cultural vision statement should be forward-looking, values-based, and grounded in the premise that employees are the organization’s most important asset. This is not a mission statement exercise — your professor wants to see how you would actively build a culture, not just describe one.

A strong cultural vision answers:

• What values will define how employees are treated?
• How will leadership behaviors model those values daily?
• How will the physical and psychological environment support wellbeing and belonging?
• What mechanisms will ensure employees feel heard and have voice?

Reference organizational behavior theory to strengthen your vision. Edgar Schein’s (2010) model of organizational culture — artifacts, espoused values, and underlying assumptions — provides a strong theoretical anchor. You might also reference Maslow’s hierarchy or Herzberg’s Two-Factor Theory to explain what your culture is designed to provide.

Recommended Peer-Reviewed Sources for HRM 635

Here are five scholarly sources with verified DOIs that directly support your proposal’s required sections:

1. Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627–668. https://doi.org/10.1037/0033-2909.125.6.627           Covers: Rewards and incentives (Section 3); cultural vision; intrinsic vs. extrinsic motivation
2. Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 489–521. https://doi.org/10.1146/annurev-orgpsych-032414-111418     Covers: Pay-for-performance structures; rewards integration; marketplace competitiveness
3. Aguinis, H. (2023). Performance management (5th ed.). University of Minnesota Libraries Publishing. https://doi.org/10.24926/8668.0401   Covers: Performance indicators; strengths identification; performance improvement strategies
4. Kim, J., & Garman, E. T. (2004). Financial stress, pay satisfaction and workplace performance. Compensation & Benefits Review, 36(1), 69–76. https://doi.org/10.1177/0886368703261215    Covers: Student loan repayment benefit; financial wellness as a retention strategy
5. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass. https://doi.org/10.1002/9781119186793   Covers: Cultural vision section; how to frame organizational culture aspirations theoretically
6. Bonus: Gallup. (2023). State of the global workplace: 2023 report. Gallup Press. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx   Covers: Employee engagement statistics; strengths-based management; motivation data

Free Example Proposal

This example is provided for reference and learning purposes. Do not submit as your own work.

Leveraging Human Capital: A Performance and Motivation Proposal

[Student Name]

College of Business, Grand Canyon University

HRM 635: Acquiring, Developing, and Leveraging Human Capital

[Instructor Name]

[Date]

Leveraging Human Capital in a Medical-Surgical Nursing Unit

Introduction

Employees represent the single most important asset of any healthcare organization. In a 36-bed medical-surgical unit at a mid-sized regional hospital, registered nurses (RNs), certified nursing assistants (CNAs), and unit clerks collectively define the patient experience and drive clinical outcomes. This proposal outlines a comprehensive strategy to leverage human capital within this environment, with specific attention to performance indicators, employee strengths, rewards and incentives, competitive benefits, and a vision for organizational culture rooted in evidence-based human resource practices.

Performance Indicators and Employee Tasks

Effective performance management begins with clear, measurable indicators that connect individual behavior to organizational outcomes (Aguinis, 2023). On a medical-surgical unit, the following key performance indicators (KPIs) are used to evaluate employee performance:

• Clinical quality indicators:
• hospital-acquired pressure injuries (HAPIs), catheter-associated urinary tract infection (CAUTI) rates, and medication administration accuracy
• Patient experience indicators:
• unit-specific HCAHPS scores, response-time compliance, and discharge instruction comprehension rates
• Workforce indicators:
• attendance and punctuality, overtime utilization, and completion rates for mandatory annual education modules
• Behavioral indicators:
• peer evaluation scores from 360-degree feedback tools and supervisor observation of teamwork behaviors

These indicators are reviewed monthly during unit-based performance discussions. Managers use dashboard data from the hospital’s electronic health record (EHR) and HR information system to identify both high performers and staff who require additional development support. According to Aguinis (2023), performance management systems that use aligned, job-specific metrics improve employee engagement and reduce performance ambiguity.

Identifying Employee Strengths to Leverage Performance

Not all employees perform optimally in identical roles. Identifying and leveraging individual strengths is a critical strategy for maximizing human capital. On this unit, strengths assessment is accomplished through a three-part approach: annual CliftonStrengths assessments administered during orientation and updated every three years, structured one-on-one conversations between charge nurses and staff during quarterly performance check-ins, and review of performance dashboard data to identify tasks each employee consistently performs above standard.

Gallup (2023) reports that employees who use their strengths every day are 6 times more engaged and 3 times more likely to report an excellent quality of life. Based on this evidence, staff who demonstrate strong interpersonal and communication skills are assigned as preceptors for new graduates. Nurses with clinical expertise in wound care or IV access are given lead roles in unit-based education. CNAs with strong time management performance are cross-trained for unit coordinator responsibilities, creating informal career ladders that increase retention. Strengths-based role design has been shown to reduce voluntary turnover by 14.9% in hospital settings (Gallup, 2023).

Strategies to Improve Performance Through Rewards and Incentives

Performance improvement requires a dual-lever approach combining extrinsic and intrinsic rewards. Reliance on financial incentives alone is insufficient; Deci et al. (1999) found in a meta-analysis of 128 studies that external rewards can undermine intrinsic motivation when they replace autonomy and a sense of purpose.

The following rewards and incentive strategies will be implemented on the unit:

• Merit-based pay increases:
• Annual raises linked to performance dashboard data, with top performers (those scoring above the 80th percentile on unit KPIs) receiving raises 1.5x the standard cost-of-living adjustment
• Shift preference incentives:
• Staff who meet attendance and clinical quality benchmarks for three consecutive months earn first priority in shift selection, a high-value non-monetary reward in nursing
• Recognition programs:
• A DAISY Award nomination process and monthly “Unit Champion” recognition at staff meetings, publicly linking specific clinical behaviors to patient outcomes
• Professional development funding:
• $1,500 annually per RN for certification exam fees, conference attendance, or continuing education, contingent on meeting performance benchmarks

Gerhart and Fang (2015) emphasize that pay-for-performance programs are most effective when employees understand the performance-reward link, when standards are perceived as achievable, and when non-monetary recognition accompanies financial incentives. The program above is designed to meet all three criteria.

Integrating Rewards and Incentives to Remain Competitive

Remaining competitive in the healthcare talent marketplace requires proactive benchmarking. The 2024 NSI National Health Care Retention & RN Staffing Report indicates that average hospital turnover cost per RN is $52,350, making competitive incentive design a direct cost-control strategy. The unit will participate in annual total compensation benchmarking through the Bureau of Labor Statistics Occupational Employment and Wage Statistics program and regional hospital compensation surveys conducted by the state hospital association.

To retain competitive advantage, the unit’s total rewards strategy will include a cafeteria-style flexible benefits plan that allows employees to allocate an annual “benefits credit” toward their priorities — whether childcare subsidies, additional retirement contributions, wellness stipends, or supplemental insurance. According to the Society for Human Resource Management (SHRM, 2023), organizations that update their total rewards strategy annually reduce voluntary turnover by an average of 31%, producing a substantial return on investment that exceeds the cost of enhanced benefits packages.

Two Unique Programs to Retain and Recruit Employees

Student Loan Repayment Assistance Program. The average RN graduates with $47,000 in student debt (American Association of Colleges of Nursing, 2023), and loan repayment assistance has become one of the most powerful recruitment tools in healthcare. The organization will offer $7,500 annually in student loan repayment assistance for RNs who commit to a three-year service agreement. This program provides a clear competitive advantage: fewer than 8% of U.S. employers currently offer structured loan repayment (SHRM, 2023). Research by Kim and Garman (2004) demonstrates that financial stress is inversely related to workplace performance, meaning that reducing employee financial burden produces measurable productivity gains in addition to its recruitment benefits.

Nurse Residency Program. A 12-month structured nurse residency program will be implemented for all new graduate RNs joining the unit. The program includes monthly evidence-based practice seminars, a dedicated preceptor for the first 90 days, peer support cohort meetings, and a formalized transition-to-practice curriculum. The Vizient/AACN Nurse Residency Program reports a 94.3% one-year retention rate for participants, compared to the national average of 69–71% for first-year nurses (NSI, 2024). Beyond retention, the residency program functions as a recruitment differentiator during campus hiring events and is increasingly cited by new graduates as a primary factor in employer selection.

Vision for Organizational Culture

The aspirational culture for this unit is one in which every employee — from the charge nurse to the unit clerk — experiences psychological safety, professional growth, and a clear sense of purpose in their work. Drawing on Schein’s (2010) model of organizational culture, this vision operates at three levels: visible artifacts (recognition boards, flexible scheduling policies, clean and well-supplied work environments), espoused values (explicit commitments to staff wellbeing, zero tolerance for bullying, and shared accountability for patient outcomes), and underlying assumptions (a deeply held belief that staff who feel valued deliver better care).

Leadership will model cultural values daily. Nurse managers will conduct intentional rounding on staff — not only on patients — asking each employee weekly what is working, what is not, and what they need. Shared governance councils will empower bedside nurses to drive unit policy decisions. Herzberg’s Two-Factor Theory (as cited in Gerhart & Fang, 2015) reminds leaders that preventing dissatisfaction (through fair pay, safe conditions, and clear policies) is necessary but insufficient; true motivation comes from achievement, recognition, and meaningful work. This cultural vision is designed to deliver both.

When employees believe their organization genuinely invests in them, engagement follows. Gallup (2023) finds that highly engaged business units achieve 23% higher profitability and 10% better patient safety outcomes. Building this culture is not an ancillary initiative; it is the operational strategy.

Conclusion

Leveraging human capital requires moving beyond transactional HR practices toward a holistic strategy that connects performance measurement, strengths identification, meaningful rewards, and cultural investment. The strategies outlined in this proposal — grounded in peer-reviewed evidence and calibrated to the realities of a healthcare work environment — create the conditions in which employees can perform at their highest potential and choose to stay. Organizations that treat their people as their most important asset do not just retain better employees; they deliver better care.

References

Aguinis, H. (2023). Performance management (5th ed.). University of Minnesota Libraries Publishing. https://doi.org/10.24926/8668.0401

Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627–668. https://doi.org/10.1037/0033-2909.125.6.627

Gallup. (2023). State of the global workplace: 2023 report. Gallup Press. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 489–521. https://doi.org/10.1146/annurev-orgpsych-032414-111418

Kim, J., & Garman, E. T. (2004). Financial stress, pay satisfaction and workplace performance. Compensation & Benefits Review, 36(1), 69–76. https://doi.org/10.1177/0886368703261215

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass. https://doi.org/10.1002/9781119186793

Frequently Asked Questions

What are the six required components of the HRM 635 Leveraging Human Capital proposal?

The six required components are: (1) performance indicators tied to employee tasks, (2) identifying employee strengths and how to leverage them, (3) strategies to improve performance including rewards and incentives, (4) integrating incentives to stay competitive in the marketplace, (5) two unique benefits or programs to retain and recruit employees, and (6) a cultural vision that positions employees as the organization’s most important asset. Each component should be addressed with specific, evidence-based strategies.

How many scholarly sources does HRM 635 require?

A minimum of five peer-reviewed scholarly sources are required, cited in APA 7 format. Sources should be published within the past 10 years where possible (check your rubric for specific recency requirements). Books and journal articles with verifiable DOIs are preferred by GCU instructors. The sources provided in this article include verified DOIs and directly address the proposal’s required content areas.

Can I write this proposal about a nursing or healthcare workplace?

Yes — and it is highly recommended if you work in healthcare. The assignment explicitly asks you to reflect on “your current work environment.” A healthcare setting allows you to use highly specific performance indicators (HCAHPS scores, CAUTI rates, HAPU rates) that demonstrate real-world knowledge and earn stronger rubric scores than generic business examples. Nursing-specific programs like residency programs and student loan repayment assistance also directly address the “two unique benefits” section.

What is the difference between rewards and incentives in HR?

Incentives are forward-looking: they are offered before performance occurs to motivate a specific behavior (e.g., “If you achieve X, you will receive Y”). Rewards are backward-looking: they are given after performance as recognition for achievement. Effective HR strategy uses both. Incentive programs shape behavior; reward programs reinforce culture and signal that effort is seen and valued. The strongest HRM 635 proposals address both categories explicitly.

What does LopesWrite check for?

LopesWrite is GCU’s plagiarism detection tool, powered by Turnitin technology. It checks your submission against published sources, previously submitted papers, and web content. To avoid flagging: paraphrase all sources rather than quoting extensively, write your proposal in your own voice, and ensure all in-text citations match your reference list. The example in this article is for learning purposes only and should never be submitted as your own work.

How long does the HRM 635 final proposal need to be?

The word count varies slightly by section and course version. The version in this article specifies 1,000–1,250 words. Some versions of HRM 635 specify 1,250–1,500 words. Check your specific assignment instructions in LoudCloud/GCU’s course shell. Excluding the title page, reference list, and any headings, aim for approximately 1,100–1,200 words of body content to fall safely within range.

About this Guide

This guide was developed by the academic content team at Gradevia.com, a specialized assignment help platform serving working nursing and MBA students at GCU, WGU, Walden University, and other accredited programs. Our writers hold advanced degrees in healthcare administration, human resource management, and nursing education. All example content is reviewed for rubric alignment, APA 7 accuracy, and scholarly source credibility before publication.

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Article Update Log

• June 11, 2025: Initial publication. Full writing guide and example proposal for GCU HRM 635 Leveraging Human Capital final assignment, including six rubric components, and FAQ section