Summary Of The I/O Program

Each of us possess personal characteristic strengths that makes each of us unique. As individuals these strengths allow us to add value to all of our relationships both personally and professionally. For many of us, we can recognize the characteristics and how they add value to lives, unfortunately though many of us will struggle voicing these strengths openly during job interviews, performance evaluations, or team meetings. One of the first challenges is to understand that we are all lifelong learners and it is through these experiences that we develop these strengths which allows us to become an essential part of a relationship whether it is a personal or professional relationship. As within the realm of a Human Resource Professional the ability to recognize these strengths in people we must also recognize them within ourselves so that we may leverage those skills to advocate for both the employee and the organization. Throughout my life, my strengths have tended to gain more clarity and centered on my profession because form many of the majority of our time is spent there. Some of my personal characteristics that will bring value and strength to any organization are: organization, communication, the ability to be discrete and ethical, conflict management/problem solving and change management. As in many organization HR management requires a very orderly approach. Throughout my

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

Investing in the continued professional development of people is beneficial, for employee morale and for the company’s bottom line

I am recommending a restructuring of employee mentorship and incentive programs to increase employee morale and decrease turnover.

Training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts that are the best part of career consequences are those that take place between employees and their bosses. Tempting as it is, nobody ever enhanced their career by making the boss look stupid. Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won 't compensate for a sour relationship with a superior, peer, or customer. Typical roles in the field

I choose to talk about the ASTS or ATD which is an association dedicated to people who deal with talent management including acquisition, development, and retention. It is a non-profit organization targeting workplace learning and performance professionals and training managers, career planners. ASTD was founded in 1944 to help those professionals get together to benefit from each other’s knowledge and experience. As a learning and staff development specialist at an international organization, it was logical to choose to look for a professional organization as prominent and widely recognized as the ASTD. I reaped a number of benefits for its membership. On the top of them is supporting my career progression

Managing people in this day and age is now more about development and empowerment than it is about command and control. Increasingly, managers are taking a majority of the responsibility for ensuring that their staff members always have the knowledge and skills necessary to perform at the highest level possible. Managers are doing more coaching than ever before. For this reason, it is imperative that effective leaders master the skills necessary to become knowledgeable teachers and successful coaches because internal coaching is very important for the success of organizations. According to Manning & Curtis (2012), a learning organization uses six key ingredients to discover, create, and transfer knowledge and skills (P. 350). They are constantly in search of new knowledge and ways to apply it, review both successes and failures, benchmark and implement best practices, share lessons learned, reward innovation, and encourage experienced and new employees to learn to together (Manning & Curtis, 2012). Leaders who follow this tactic have a respectful attitude, build self-esteem, use the correct medium or combination of techniques, uses coaching rather than judging, and encourages repetitive practice to build proficiency (Manning & Curtis, 2012). Mary, my current manager, is a very capable

The Building and Leading Effective Teams module within the Tufts MSEM program has taught me numerous concepts which I have applied at my job. Just prior to the start of the semester I was placed on a capital project team to design and implement a new process step within our manufacturing stream. I was fortunate to have this assignment line up with this module as it has provided me with opportunity to apply the concepts being taught. I believe I have been successful in doing so and I feel I have grown and improved in my own role because of it. Three concepts that I’ve learned in this module and have applied at my place of work include providing feedback using the SBI model, becoming aware of and modifying mental models I had built, and improving a work relationship using the Myers-Briggs Type Indicator (MBTI).

Throughout the course of my workplace practices class I have participated in a consisted of completing assignments and work experience regarding my career pathways. As I look back and reflect on my time at this course, I am able to explore the graduate qualities and capabilities I have achieved over the duration of this study period, as well as the skills and abilities I need to improve on. Graduate qualities are skills that have been learned by students throughout the course of their schooling life, for example, it is a learning outcome of a program specifically stating the things that's been learned by students who have completed that program of study. In this reflection, I will be discussing about my strength and weakness personal

Kelly OCG understood the company’s business strategy and had a strong focus on achieving them. They aligned talent management initiative and HR activities, systems and processes so that they were fully integrated. Senior executive had limited contact with talent programs processes. Realizing that talented employee were the heart and soul of an organization talent planning and management process in now becoming a core business practice driven by business strategy and talent strategy. (Dowell, 2002). Jeff Immelt, GE’s CEO, stated, “developing and motivation people is the most important part of my job. I spend one third of my time on people”. (Lawler, 2008). Many companies rely on HR to design, implement and monitor various talent management programs and

Jusko, J. (2012). How to Develop High-Potential Employees. Industry Week/IW, 261(9), 26-29. Retrieved from http://www.industryweek.com/

In these trying times, Federal Bank immediately decided to conduct one on one career development meetings after carefully reviewing the performance results of those employees who were in dire need of long-term goals/motivation. Most employees experiencing these problems were asked to reexamine their present long-term goals, identify behaviors, activities, and experiences that will help them reach the goals, and do the same for short term goals in order to be able to combine each goal desires to put it into effect (Greenhaus & Callahan, 2010, Chapter 5, Kindle: 1759). Thankfully, Michele was one of the rare few that actually decided to reach out to Federal officers and her husband for further feedback. Nevertheless, this event was necessary for the development of the Human Resource Management and Career Development system today because it helped valued-driven managers keep on moving forward in the corporate ladder that once reaches a dull point in their careers. The HR management department truly savaged the operational errors with the employees so that it would not evolved into a greater ordeal. For that reason, lets not forget that for this financial institution and any other institution if the employees do not feel taken care of, goal-oriented, motivated, and happy it is quite impossible to provide a customer driven environment. Hence, the internal

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.

Today’s Society as a whole is ever changing and exceedingly diverse. This can also be said in the nature of business. Therefore, it is critical for organisations, HR managers and employers within any business to find different methods of training and development to suit their workforce, as well as trying to attract and keep talented employees through such opportunities. It is not satisfactory for employers to treat each employee the same, but instead must view each as an individual with differences, such as working styles, personality traits, culture, socioeconomic background, educational background and

More often, managers were beginning to realize that the methods of the past where not effective. The awakening field of psychology was looking for new ways to motivate people, and in a short time, managers would begin looking to psychologists for new methods of management (Mescon).