Broadhurst, J. (2012). Employee development is a great business opportunity. Human Resource Management International Digest, 20(6), 27-30. doi:http://dx.doi.org/10.1108/09670731211260861
When a manager monitor and evaluate the performance of an employee, the manager might realise the talent the employee has and how this talent could contribute the overall performance of the organisation. Organisations seek to retain good performers. One of the methods used is career development. An employee could be transferred from one department to another where he/she could contribute to the success of that department at a higher level of performance. Developing an employee’s career could, also, mean enhancing their competence within the context of their position and department.
Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.
In conjunction with my first strength, my second strength has been identified as the capacity to help subordinates grow and develop within their career. I have demonstrated this by mentoring employees. This has included helping them grow within their current position as well as aiding them in moving up from their current level within the organization. This aid is often in the form of teaching, listening, and giving them my insight to what I have observed within the organization in concern to both reviews of work and job promotions. Development of employees has to be a quality that is purposefully demonstrated consistently and not just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a leader has to know employees on a basic fundamental level. The leadership practice of aiding in an employees’ career growth cannot be effectively engaged without the insight gained by the understanding and communication
A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.
Talent acquisition, retention and development is becoming into the range as one of the most critical elements of Human Resource Management. For years, companies have struggled to capture market share through economization and downsizing, while growth had seemed to take a backseat. New technology and tools are now available to address attracting, developing and retaining talent.
"Rick Jordan, who leads the talent acquisition for the nearly 1,500-person company, says longtime employees sometimes have a “gut feeling” about who is likely to succeed. About 1 in 8 don’t make the cut, he notes. “People who are truly fitted to the culture and believe what we believe—they will do anything for the business.”" (Feintzeig). In my leadership journey, I will have to find the right people to work in my organization. I would like to have a team to have belief and care in the success of the company and consist of essential elements of a leader. In my organization I want my team to know that every day when they come to work, they are making a change and that their work is not being taken for granted. I want them to feel satisfied after they finish their job and look forward to coming in the next day. "Recruiting people with leadership potential is only the first step. Equally important is managing their career patterns. Individuals who are effective in large leadership roles often share some career experiences.Perhaps the most typical and most important is the significant challenge early in a career. Leaders almost always have had opportunities during their twenties and thirties to try to lead, to take a risk, and to learn from both triumphs and failures. Such learning seems essential in developing a wide range of leadership skills
Human Resource departments should present new employees to supervisors in a positive light while highlighting the new employee’s potential and making sure that the supervisor and the work group have a clear expectation that the new employees will make a significant impact on the work group’s ability to succeed. Supervisors should be trained in how to impart a positive motivating attitude that fosters a belief in the employee’s ability to perform. Employees should have a clear understanding that there is no question of them performing well. Employees should be given training opportunities to bring out potential rather than working on weaknesses. Over all, the organization should strive to create an understanding among its employees that their potential is great and that all is needed is for that potential to be brought out.
Three generations of management theory have defined how organizations develop human potential. First, under the functional management approach, development was aimed at getting people to follow the standard processes established for each function. The assumption was that employees just needed to be trained to follow the correct processes to be engaged and successful. The second approach to development was founded on the hierarchical model of organizations, whereby developing potential was viewed as taking people up through the ranks. The third model emphasized organizational systems. People were trained
By managing human resources effectively, and ensuring that teams remain motivated, the successful execution of goals is almost guaranteed. Praising achievements, monitoring their actions and making sure they have the necessary skills and tools to perform their tasks leads to a happy, loyal and productive team. This is achieved through good leadership skills and it can be seen in organisations that nurture these values have teams that become a formidable force, always seeking improvement for their own and companies benefit.
Tahir et al. (2014) defined training and development as the organizational function in human resource management entails gaining of knowledge, experience, practices, and techniques. The principal purpose of training and development is to improve the performance of employees in the company. It is a planned experience of learning which teaches employees to perform current and future jobs efficiently. The intellectual skills acquired can be translated into a company’s resource through the individuals who acquired, utilized, and inferred the knowledge to achieve an improved organizational performance. Sims (2002) articulates that while training focuses mainly on the current jobs, development looks at the probable future jobs, and prepares workers for them. The overall goal of T&D is to help in the accomplishment of the mission and vision of an organization. On the side of employees, it increases their knowledge of the job while identifying the company’s goals (Tahir et al. 2014). For an enterprise, it leads to increased positive attitudes towards achieving organizational goals and improved profitability. In essence, improved performance leads to the success in business since it can implement expertise and competencies acquired in the process (Khan et al. 2011). Organizational performance, therefore, depends on the ability of the employees to perform effectively and efficiently. The human resource capital of any company is critical in the development and growth of
At the level of career development, these measures are necessary to ensure the company hires and retains the best skilled and qualified staff members, but also that these staffs are motivated and driven in their career pursuit. The support for career development on the part of the employer generates employee loyalty, which in turn materializes in lower rates of employee turnover.