Assignment ContentYou have been asked to make a short speech to the executive team on how this course could help shape training and development program for leadership and career planning. Be sure to consider major training-related theories. Reflect on the course and thoroughly explain your rationale. Journal post to be a minimum of 560 words and at least one supporting reference. Journal posts should include a full coversheet, including your name, and double-space all submissions. No plagiarism, no A. I. no chat bots etc. original work please. If the plagiarism report is more than 2% I will ask for a refund or a redo below. is. the course description and course outcomes and a PDF Course DescriptionPresents a study of current trends in human resource training and development with application to diverse organizational environments and labor practices.Course Textbook(s)No physical textbook is required; resources are integrated within the course.Course Learning OutcomesUpon completion of this course, students should be able to:1. Formulate different approaches to training.2. Describe major training-related theories.3. Outline elements of effective sharing of knowledge among employees.4. Evaluate the application of different delivery systems.5. Synthesize cultural influences on learning and development in an organization. 6. Evaluate resources used with career development programs.7. Construct a rationale for designing training for leadership competencies.8. Analyze the role of training and development in organizations.
UNIT VII STUDY GUIDE
Leadership Development
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
7. Construct a rationale for designing training for leadership competencies.
7.1 Discuss the leadership development strategy for a company.
7.2 Explain assessment tools for identifying leadership capabilities.
7.3 Discuss benefits of formal leadership development programs.
Required Unit Resources
In order to access the following resources, click the links below.
Jenkins, D. M., & Allen, S. J. (2017, Winter). Aligning instructional strategies with learning outcomes and
leadership competencies. New Directions for Student Leadership, 2017(156), 43–58.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=126316404&site=ehost-live&scope=site
Leonard, H. S. (2017). A teachable approach to leadership. Consulting Psychology Journal: Practice and
Research, 69(4), 243–266.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=128817733&site=ehost-live&scope=site
Unit Lesson
Introduction
In this unit, we will explore the human resource role in leadership development, assessing leadership
development needs, identifying competency gaps, and examine the assessment tools and strategies that can
be utilized. This unit will take an in-depth look at training and leadership development.
Leader Development
The ability of an individual to influence a group or another individual toward the achievement of goals and
results is considered leadership (Society for Human Resource Management [SHRM], 2017). In an
organization’s hierarchy, leadership is not specifically attached to a certain position but, rather, can evolve
from opportunities and situations. Also, when considering the subject of leadership in a global context, it
should not be confused with the status, power, or some official authority. The ability to influence across
cultures must be present among global leaders. Hence, it is important that leadership development practices
be geared toward preparing and training leaders to lead in a global economy.
HRM 6303, Training and Development
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UNIT x STUDY GUIDE
Title
Today we see a global leadership environment across many industries.
(Rawpixelimages, n.d.)
Cultural considerations are vitally important in developing a leadership plan for today’s global environment.
Leader development refers to an organization’s training and professional development program, which is
targeted to assist management and executive-level employees in developing the flexibility, ability, and skills
required to deal with a variety of situations (SHRM, 2017). In this unit, we will explore the role that human
resources (HR) has in leadership development through the training and development function. We will also
explore assessment tools for developing leaders, and lastly, we will examine various leadership development
methodologies.
HR’s Role in Leadership Development
According to Giles (2016), HR plays a dual function when it comes to leadership development. The first
function is that of a leader. HR professionals must consider their own role as leaders and the responsibilities
that come with it. Often, through various functions (e.g., training and development, organizational change
management), HR professionals are in a position that requires them to bring about change that is necessary
to keep the organization competitive and successful.
In addition, HR is responsible for identifying other leaders and potential leaders in the organization to
maximize leadership succession planning efforts. Therefore, HR professionals must assess the organization’s
leaders and their leadership needs on a regular basis. These needs must also be aligned with the
organization’s strategic goals. HR is also responsible for providing leaders and potential leaders with
adequate developmental experiences, relationships, and training needed for the continuation of development.
Assessing Leadership Development Needs
The training professional must begin looking at current leaders in relation to the organization’s goals and
strategies when assessing leadership development needs (Scisco et al., 2017). Some of the things to
consider when analyzing leadership development needs include:
HRM 6303, Training and Development
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UNIT x STUDY GUIDE
Title
Most jobs, depending on the type and complexity, require a specific set of knowledge and skills. Competency
mapping is often used for leadership or other positions to identify key competencies for a particular position.
These competencies can be tied to behaviors and personal skills that distinguish excellent performance from
the average. The competencies can be used in training and development, recruitment, performance
management, succession planning, job evaluation, and many other aspects of the employees’ work.
A competency assessment is typically a result of the key competencies formed during the mapping
process. The competency assessment identifies the skill gaps against those specific competencies that
the organization considers important. There are some organizations that may have their own competency
assessments. However, many consultants and vendors offer competency assessment tools in various
formats.
An important aspect of performance management within leadership is the coaching and developing of skills
needed to be successful (Fernandez-Araoz et al., 2017). The results from a competency assessment reveal
how well a candidate or employee may perform the required skills needed for the job in relation to its
performance standards. Competency assessments also provide the foundation of an individual development
plan (IDP) and identify the necessary training and development programs needed to cultivate the skills and
abilities needed to perform well. If you recall, the use of IDPs was discussed in an earlier unit.
Assessment Tools for Leadership Development
Some of the tools that organizations use to assess leadership ability include work sample measures. Work
sample measures are assessment tools that require candidates to demonstrate levels of attained leadership
proficiencies. These work samples include situation judgment tests (SJTs), simulations, and assessment
centers.
•
•
Situational judgment tests (SJTs): Prospective leaders are presented with sample situations and
problems that they may encounter in a work environment along with the probable answers.
Candidates are asked to place the answers in order from best to worst, choose the best and worst
answers, or just provide the best answer to the given situation.
Assessment centers and simulations: These are very similar to SJTs in that they can provide a
candidate with a wide range of problem-solving exercises and leadership scenarios. These exercises
or scenarios could include financial or business data analysis, leaderless group discussions, inbasket tests, role plays, and interview simulations. The series of exercises are observed by multiple
HRM 6303, Training and Development
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raters who give an evaluation on each of the targeted performance factors.
assessors
UNIT xThen,
STUDY
GUIDE collect
their results to provide an overall assessment score.
Title
Though these methods have proven to be highly successful, some methods have shown to be more useful
than others (SHRM, 2017). For example, SJTs, work sample tests, and other tools that require
demonstrations of leadership have high validity. However, they can also be very expensive in terms of design,
development, and delivery.
Emotional Intelligence Assessment Tools
Emotional intelligence (EI) is the ability to competently handle interpersonal relationships along with being
aware of and in complete control of one’s emotions (SHRM, 2017). Many organizations are looking for
leaders who possess strong EI. EI assessment tools are a good way to identify the EI competency within a
leader. EI assessment tools come in many shapes and sizes. There are some that are used for hiring,
spotting high-potential candidates, coaching, and assessing performance feedback. Many of the EI
assessment tools currently found in the open market have not been empirically evaluated (Giles, 2016). The
three empirically evaluated EI assessment tools that have been identified in at least five published journal
articles or book chapters with some empirical data to back their validity are BarOn Emotional Quotient
Inventory, Emotional and Social Competence Inventory, and Genos Emotional Intelligence Inventory.
For more information on additional empirically validated EI assessments, please consult the Consortium for
Research on Emotional Intelligence in Organizations website.
Leader Development Strategies
Many organizations take a formal approach when designing developmental opportunities for leaders. This
approach requires organizational discipline, design, implementation, and sustenance to keep the program
running. Utilizing this approach can be very successful in shielding the organization from succession surprises
and can also be a competitive advantage in a number of other ways.
•
•
•
•
A system-wide approach on leadership development can help build leadership capacity throughout
the organization.
Initiatives in leadership development should align in all levels of the organization and provide a clear
path of the skills and competencies needed to be developed from one level to the next.
Each manager should have an IDP where they are held accountable for making yearly progress.
Leadership development should be integrated into the ongoing work-related experience.
Leader Development Methods
Below you will find a list of effective leadership development methods commonly used in organizations today.
Challenging assignments: Individuals develop leadership capacity by being exposed to a variety of
experiences that test and expand their abilities to handle a number of issues and scenarios. Scisco et al.
(2017) mention how research has validated that high-performing employees tend to perform at their peak
within 2 years of being in a new assignment and that performance declines after that if the individual is not
given new and more challenging assignments. Often, leadership skills do not materialize until an individual is
moved out of his or her comfort zone. Assigning high-performing individuals challenging assignments that are
outside of their expertise will force them to identify collaborative resources and figure out on their own what
they need to do to succeed.
Risk management: With the exposure of more challenging assignments for the employee, the risk of failure
substantially increases. Hence, there should be appropriate support given to the employee to minimize risk.
This can come in the form of training, mentoring, coaching, and other forms of support. At the same time, this
should be balanced by monitoring the amount of support given because too much support may compromise
the value of the experience and keep the employee from developing core leadership competencies such as
problem-solving and drawing on his or her own resources.
Real-life problem-solving in a controlled environment: Some organizations use real-life situations to help
leaders develop the core competencies for which they are searching (e.g., handling a real business mistake
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or crisis that is actually happening within the organization). This is typically done
in ax controlled
environment,
UNIT
STUDY GUIDE
such as a leadership development center or in a special taskforce, which allows
the organization to manage
Title
the risk and have some control over the situation.
Training: Often, organizations use formal training to help leaders develop the competencies they need to be
successful in their roles. The training is typically done at a time when the leader may need to know something
in order to achieve a specific result and has the opportunity to use the new knowledge in a real-life situation.
This is where training becomes most effective in developing leadership competencies. Examples of this
leadership methodology are workshops, seminars, or classes.
Training and leadership development are important topics in any organization. Organizations today must have
leaders who are prepared to lead in a global environment. Selecting the right leadership development
methods is key to success.
References
Fernandez-Araoz, C., Roscoe, A., & Aramaki, K. (2017, November-December). Turning potential into
success: The missing link in leadership development. Harvard Business Review, 95(6), 86.
http://search.ebscohost.com.libraryresources.columbiasouthern.edu/login.aspx?direct=true&db=edsg
ao&AN=edsgcl.513826863&site=eds-live&scope=site
Giles, S. (2016). Developing organizational leaders. Society for Human Resource Management.
https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/developingorganizationalleaders.aspx
Rawpixelimages (n.d.). ID 45539364 [Photograph]. Dreamstime. https://www.dreamstime.com/stock-photopeople-global-business-meeting-image45539364
Scisco, P., Biech, E., & Hallenbeck, G. (2017). Compass: Your guide for leadership development and
coaching. Center for Creative Leadership.
Society for Human Research Management. (2017). SHRM research overview: Leadership development.
https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expertviews/Documents/17-0396%20Research%20Overview%20Leadership%20Development%20FNL.pdf
HRM 6303, Training and Development
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UNIT VIII STUDY GUIDE
Performance Management
and Learning
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Formulate different approaches to training.
2. Describe major training-related theories.
3. Outline elements of effective sharing of knowledge among employees.
4. Evaluate the application of different delivery systems.
5. Synthesize cultural influences on learning and development in an organization.
6. Evaluate resources used with career development programs.
8. Analyze the role of training and development in organizations.
8.1 Explain how organizations can enhance performance through learning and development
activities.
Required Unit Resources
In order to access the following resources, click the links below.
Deschamps, C., & Mattijs, J. (2018). How organizational learning is supported by performance management
systems: Evidence from a longitudinal case study. Public Performance & Management Review, 41(3),
469–496.
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct
=true&db=bsu&AN=133199714&site=ehost-live&scope=site
Seven Dimensions (Producer). (2015). Performance management (Segment 8 of 14) [Video]. In HR Strategy
and Management. Films on Demand.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPla
ylists.aspx?wID=273866&xtid=93357&loid=374095
Unit Lesson
Introduction
As we learned early in this course, many organizations are making a strategic shift to becoming learning
organizations. Learning organizations can address many issues quickly due to their nature of adaptability,
flexibility, and nimbleness. When mistakes are made, they are able to quickly learn from those mistakes and
apply what they have learned as they continue forward in achieving their objectives. A part of a learning
organization is its training and development function, which is often tied to performance management. Now
more than ever, we are seeing a big shift in the workforce in which Baby Boomers are retiring and being
replaced by millennials who bring with them a whole different set of developmental needs. Additionally, there
are increasing numbers of virtual employees across the globe who have various views on how to measure
performance effectively (Kim, 2017).
HRM 6303, Training and Development
The Intersection of Learning and Performance Management
UNIT x STUDY GUIDE
Title
According to the Society for Human Resource Management (n.d.). performance management is the process of
improving or maintaining an employee’s job performance over time. Learning plays an important role in
performance management. A global human capital trends report by Deloitte (2016) showed that 84% of
executives see learning as a vital aspect to their strategic growth. However, only 37% of the organizations
believe that their current learning programs are effective (Deloitte, 2016). Herein, we see that there is a
disconnect between learning and performance management. Some organizations do this well because of
learning opportunities presented in the face of developmental deficiencies. On the other hand, some
organizations separate learning and performance management and keep them in their own silos. Hence, these
organizations lose the effectiveness that learning and development could have on the performance of their
employee workforce.
Often, performance management involves the use of performance assessment tools. Once a skill gap is
identified by the employee’s supervisor or manager, the information is provided to human resources (HR). HR
professionals can conduct a gap analysis and then give consultation on the appropriate intervention strategies
(i.e., learning and development tools), such as training, coaching, feedback, and or improved communication
between the employee and the supervisor/manager.
Conducting a gap analysis can aid in strategic development of an organization.
(Vaeenma, n.d.)
All of the activities among the employee, the manager, and HR as well as the learning development activities
taking place need to be tracked in some manner. This is done through a learning management system (LMS).
An LMS is an electronic system that holds suggested curriculum and course content. An LMS may also have
certification paths for those needing certification in a given area. The LMS has the ability to manage and track
employee registration and completion and many other employee development activities such as career and
skills development. This gives both management and HR oversight of the learning opportunities in which the
employee has been engaged.
Perceptions of Performance Management
Performance management may often be viewed as a negative among many organizations that may find the
process very time-consuming. However, research done by SHRM (n.d.) suggests that the achievement of
goals is motivational and aids in the enhancement of performance among employees. If done correctly,
performance management can help drive employee engagement. In return, employee engagement can boost
individual performance and productivity, which drive business results and the attainment of organizational
goals. Additionally, performance management can provide more information to the organization about its
HRM 6303, Training and Development
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strengths and weaknesses in order to identify gaps in capabilities. Strategy and
learning
plansGUIDE
can be put in
UNIT
x STUDY
place to bridge the identified gaps.
Title
Organizations can realize the effectiveness of performance management by utilizing the steps listed below.
•
•
•
•
Organizations must gain the support of senior leaders for the performance management process.
Managers who support the performance management process must fully accept its value to the
organization and understand how to implement it.
An education program should be put in place for employees in regard to the performance management
process and how to get the most value from it.
Improvements are regularly made to the performance management process to ensure its continual
alignment with the strategy and culture of the organization.
The Alignment of Performance Management Goals to Organizational Values
Performance management goals should mirror the values that the organization has defined and communicated
with its employees (SHRM, n.d.). Organizations can call attention to specific values in performance goals. For
example, acting in a way that shows commitment to customer service could be exhibited by some employees
and made as an example to others throughout the organization. Individual performance goals are also a way to
show employees how their individual efforts align with the organization’s strategy. If skill gaps are identified
(e.g., employees who do not exhibit the values and goals of the organization), then the proper learning and
development activities can be employed to bridge the gap. The alignment of performance management to
organizational values ensures that the organization will have employees who exhibit behaviors that the
organization believes are necessary for success.
Components of the performance management process.
(Adrian, n.d.).
Enhancing Performance Management with Learning
As discussed, the blending of performance management and learning gives organizations an opportunity to
identify better ways to develop talent. This convergence of performance and learning allows organizations to
recognize gaps in organizational capabilities and enhances the organization’s ability to meet strategic goals.
Below are common methods used by organizations to enhance performance through learning and
development activities.
HRM 6303, Training and Development
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•
•
•
•
•
UNIT x (2011),
STUDY IDPs
GUIDE
Create effective IDPS: If you recall from an earlier unit, according to Mooney
give
information on the employee’s learning outcomes and intentions alongTitle
with the support necessary to
meet the employee’s goals. The IDP aligns directly with the goals of the organization and, therefore, is
aligned with its overall strategy. Employees should have discussions on how their roles can be
developed to be more challenging as well as how to acquire new skills or sharpen their current skills to
carry out new and/or challenging tasks. Employees will certainly be engaged when they see that their
performance is tied to merit increases due to meeting organizational objectives and goals.
Increase the visibility of learning opportunities: The organization’s LMS is a great way to increase the
visibility of learning opportunities across the organization. For many organizations, it can be a
challenge to get employees to log in to their LMS and explore professional development opportunities
that could enhance their performance. However, some organizations have tied mandatory processes
to salary increases that may require employees to regularly log-in to the LMS to gain the appropriate
skills needed. A policy such as this will increase the usage rate of the LMS, as highly motivated
employees will target competency gaps found in the IDP and will spend time developing career plans
based on the developmental opportunities available in the LMS.
Align training initiatives to organizational needs: Often, for many organizations during a recession, the
learning and development budget is the first line item to be slashed. A training group can change this
by presenting to leadership how training and development initiatives directly impact the organizational
strategy. This becomes much easier to do if learning and development is already integrated into the
organization’s performance management process. Talent development professionals are able to see
which programs are needed most and are critical to the organization’s success. This also helps the
talent development professionals forecast development needs that are necessary for future success.
Create strategic value by combining HR and training: Training and development naturally converges
into many HR functions that go beyond certifications and mandatory compliance. This convergence is
tied to many strategic talent management areas such as retention of talent, succession plan
management, performance, skill development, career planning, and many more. As HR and training
are combined, they create a strategic value for the organization and can enhance its competitiveness.
Use the performance review as a learning opportunity: Learning opportunities can be identified before,
during, and after a formal performance review.
o Before the review, employees can be asked what they would like to learn and the new skills they
would like to acquire to achieve their desired employee developmental goals.
o During the review, questions can be asked about what employees have learned in their current
roles and what they need to learn.
o After the review, employees can use their performance evaluation as a guide to tailor learning
programs that address performance gaps.
As you can see, there are many ways that learning and development can be used to enhance performance
management. The list you see above is by no means a comprehensive list but, rather, common methods
currently used by organizations to bolster performance management.
References
Adrian, V. (n.d.). ID 105737672 [Image]. Dreamstime. https://www.dreamstime.com/performancemanagement-flow-chart-showing-key-business-terms-strategy-plan-monitor-image105737672
Deloitte. (2016). Global human capital trends 2016: The new organization: Different by design. Deloitte
University Press. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gxdup-global-human-capital-trends-2016.pdf
Kim, S. (2017, January 9). Connecting learning and development with performance. Association for Talent
Development. https://www.td.org/insights/connecting-learning-and-development-with-performance
Mooney, J. T. (2011, June 14). Ramp up professional growth with individual development plans. Society for
Human Resource Management. https://www.shrm.org/resourcesandtools/hr-topics/organizational-andemployee-development/pages/individualdevelopmentplans.aspx
HRM 6303, Training and Development
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Society for Human Resource Management. (n.d.). Managing employee performance.
UNIT x STUDY GUIDE
https://www.shrm.org/resourcesandtools/tools-andTitle
samples/toolkits/pages/managingemployeeperformance.aspx
Vaeenma. (n.d.). ID 179365528 [Photograph]. Dreamstime.com. https://www.dreamstime.com/gap-analysis-toworkforce-strategy-image179365528
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