Summative Assessment- Talent Management

Summative Assessment- Talent Management

Employee and Organizational Development

Employee and organization development are two crucial practices every organization needs to do. Organizational development is defined as a systematic means for planned change that entails the whole organization and aims to increase its effectiveness (Lipman, 2013). On the other hand, employee development involves strengthening employees’ broad range of skills. Organizational development is commonly referred to as a neglected need since many organizations do not have any plans to do it.

There are several ways the management can improve organizational development. First, the management can focus on the team-building process. Team building is an organizational development strategy used to create work groups that are more effective, committed, and cohesive to improve efficiency and productivity (Gold et al., 2010). The second organization development strategy is planning for change; change is a dynamic and inevitable process in any organization. The management should implement plans to ensure that the organization continues to operate effectively amid change (Lipman, 2013). Disaster management planning is another organizational development strategy that the management can use. Disaster management planning involves predicting possible eventualities in the future and preparing the organization to deal with them to avert many negative effects of the occurrences.

Apart from organization development, the management should also engage in employee development. Employee training is one of the strategies managers can use to develop their employees. Employee training entails developing employee skills through a blend of hands-on practicals, videos, lectures, and simulations. Training includes both formal and informal training. Job rotation is the second strategy of employee development. Job rotation is where employees volunteer to rotate roles with teammates on shifts. Job rotation enables employees to learn new skills for different tasks. Coaching is another strategy of employee development; it involves senior staff working one-on-one with less-skilled employees to help them polish their skills in certain tasks (Calvello, 2021). Employee development can also be achieved through workshops and seminars, which enable them to interact with other experts and share knowledge within and outside the organization.

Management Development

Management development is the process by which the organization’s management learns to improve their management skills. It encompasses all formal and informal developmental actions that help managers sharpen their managerial competencies. Understudy is one of the strategies for management development (Lipman, 2013). Understudy is a technique used by some managers where they choose one or a few individuals to train as their successors. The chosen individuals are trained to take full responsibility for the current managers or supervisors. Delegation of duties by senior managers to junior managers and supervisors is another effective way of management development (Gold et al., 2010). The senior managers assign some of their duties to juniors; by doing so, they learn and gain skills in their assigned tasks.

Seminars and workshops are important strategies that can be used in management development. Managers of various departments should be sent to various internal and external seminars and workshops to learn and interact with other managers. These seminars and workshops help managers to have an open mind and a holistic approach to various issues in their managerial duties. Brainstorming and group discussion are other effective ways an organization can develop its management (Lipman, 2013). Managers of different departments should occasionally have time to meet to brainstorm various issues affecting the organization and carry out discussions to try to find solutions.

The Role of Executive Coaching and Mentoring In Management Development

Coaching and mentoring have proven to be effective methods for developing competent managers. Both mentoring and coaching have gained popularity. Many organizations are employing the two techniques to boost knowledge and skills within the management for better performance (Gold Et al., 2010). Coaching and mentoring play major roles in management development. First, coaching and mentoring of the managers heighten their self-awareness. It is sometimes challenging for managers to know how they perform their duties (Calvello, 2021). Therefore, when they are exposed to coaching and mentoring, they identify the areas they are doing well and the areas of their weaknesses and ratify them. Secondly, coaching and mentoring help managers to improve their productivity since managers are taught time managing skills, and prioritizing responsibilities. Studies have found that managers who have been coached and mentored for eight weeks increase productivity by about 22% (Hosmer, 2015). This is full evidence that coaching and mentoring play a great role in management development.

Thirdly, coaching and mentoring as management development strategies equip managers with better management skills. Organization managers need to have skills such as communication, interpersonal, problem-solving, dispute resolution, decision-making, and many more skills. Managers who are mentored and coached by experienced managers easily master these skills and become better in their managerial duties (Calvello, 2021). Another role played by coaching and mentoring in management development is that they boost the confidence of the managers. New managers tend to have some fear and less confidence in making certain organizational decisions (Hosmer, 2015). However, when such managers are coached and mentored by senior managers, they develop confidence and handle their managerial responsibilities confidently since they are sure of their decisions.

Training Content Areas Used To Ensure Quality and Productivity in Management Development

Training is one of the significant tools organizations use to boost productivity and quality. However, there are specific areas that the trainers should focus on to achieve high productivity and quality products. Many managers understand that to drive down costs, minimize waste, reduce errors, and improve customer satisfaction, they need to implement comprehensive management development training programs (Lipman, 2013). This program ensures that all managers have the skills to carry out their managerial duties effectively.

Some specific areas that the trainers must focus on to attain high productivity and quality are: first, the managers should be taught decision-making skills. Managerial duties often entail a lot of decision-making; wrong decisions could mess up the organization by reducing productivity and causing poor quality of the products. Conversely, credible decisions save time and cost, boosting productivity and quality (Hosmer, 2015). The second area that the managers need to be trained in is multitasking. Management responsibilities require managers to be flexible enough to attend to various duties simultaneously (Gold et al., 2010). Training new managers on multitasking would boost their efficiency hence, high productivity and quality.

Thirdly, the trainers must focus on teaching new managers about developing leadership capacity. Some managers occupy managerial positions because they qualify academically, but they do not have leadership capabilities. Any management position must be occupied by an individual who is qualified academically as well as having leadership capabilities. Therefore, new managers must be trained in the development of leadership capabilities for them to become great leaders (Gold et al., 2010). Another area of focus in improving productivity and quality is time management. Good managers must be good time managers. Time management skills help managers to work to achieve goals within the deadlines, and this saves the organization many expenses that may have come due to delays.

The Succession Planning Process

Succession planning is a process that entails the identification of vital positions within the organization and the nurturing of talents to prepare them to fill the vacancies as old employees retire. Succession planning is a critical process in management development since it helps ensure a smooth transition of responsibilities (Hosmer, 2015). An organization with a well-defined succession plan easily moves on when its talented employees retire. However, organizations that do not have a succession plan get shocks when their talented employees retire or resign. Notably, a succession plan ensures continuity and makes the organization remain competitive even if some gifted employees leave (Calvello, 2021). To achieve a good secession plan, gifted senior employees must mentor and coach or train specific individuals they believe can master the skills and carry out duties as they do. Therefore, the top management should identify the critical positions and help the senior talented individuals mentor the young employees who could replace them when they leave.

References

Calvello, M. (2021). Here’s Why Employee Development Is More Important Than Ever. Retrieved from https://www.g2.com/articles/employee-development

Gold, J., Thorpe, R., & Mumford, A. (2010). Leadership and Management Development. Chartered Institute of Personnel and Development.

Hosmer, D. (2015). The Manager’s Guide to Employee Development. American Society for Training and Development, 2015 M09 1.

Lipman, V. (2013). Why Employee Development Is Important, Neglected, And Can Cost You Talent. Retrieved from https://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/?sh=96693496f633

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

---

Imagine  that the leadership team has requested you, as the training manager, to revitalize the management development strategy. As a part of the charge, you are asked to consider talent acquisition and management of executive-level leaders as well.

Create a report of 700 to 1,050 words that outline an approach to revitalizing management development programs within a small engineering firm to align with the organization’s culture, future goals, and talent management processes.

Write  a report that includes the following components:

Alternatives for employee and organizational development
Considerations for management development
Role of Executive coaching and mentoring in Management Development
Training content areas used to ensure the quality and productivity in management development in relation to the organization’s culture and future goals
The succession planning process and its relationship to management development

Cite any outside sources according to APA formatting guidelines.