The New Intern Leadership Development Program

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

The assignment for this week focuses on the team’s understanding of the goals and objectives of training program development and delivery. Team C summarizes the following highlights of this week’s discussions: determining organizational development theories and applications; differentiating between mentoring and executive coaching; identifying the major components of employee training; and comparing career development strategies.

When the organization invests in training and development to improve the knowledge and skills of its employees, the investment is expected to yield productive and effective employees. The programs could be focused on individual performance or team performance depending on the development need identified by a training needs analysis which helps in the creation and implementation of training and management development programs. In the view of Grobler, Warnich, Carrel, Elbert and Hatfield (2004:345), training needs have to be determined first.

The AANP offers a twelve month leadership program. It recruits nurse practitioners from the United States and trains them with advance leadership development. “To advance the role and visibility of the nurse practitioner as a provider of high-quality, personalized and patient center healthcare, AANP joins other health organizations through multiple alliances ” ("AANP - Home," 2015, para. 6 ). Joining the alliances, will help the NP build awareness of their role within their profession. Some of the alliances includes: American Cancer Society, Coalition for Patients’ Rights, Daisy foundation, and Million Hearts. AANP is a partner with Million Hearts; nurse practitioners have an important role of helping to prevent heart disease. They work with Million Heart by helping to reduce the number of patients who need treatment for heart attacks and strokes; and improving the lives of the ones who actually need help.

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

Employee development, presents a prime opportunity to expand knowledge of all employees, facilitates cross-training, increases employee engagement, is a retention strategy, and allows to identify those individuals with high potential to support the succession plan. When developing the 1-3-year development plan for my team, I partner with HR to agree on the program, then I start by reviewing their performance reviews, I meet with each team member to learn about their career aspirations, and their areas for development, based on my observation and strategic needs, I will recommend training as well, such as leadership, conflict management, change management etc.; once the final plan is reviewed and approved, is up to the employee and myself to ensure it gets implemented.

Cliffside Holding Company of Massapequa (CHCM), an insurance firm that has successfully been in business for more than 50 years has never established a leadership development program. During a senior executive staff meeting held in August 2014, the director of operations suggested that CHCM establish a leadership program to prepare junior insurance executives for future advancement (A. Ravaswami, personal communication, October 10, 2014). In a memorandum to Ms. Cynthia Castle, CEO of CHCM, Mr. Anil Ravaswami, Vice-President of Human Resource, addresses and evaluates a proposal for the leadership development program submitted by Ms. Florence Forsythe.

Since 2011, Mountaire has sought to reinforce a culture of operational excellence through the development of leadership skills and strategic understanding through the Six Pillars employee development program. Since its implementation, enhancements have been made to ensure, that this program continues to be foundational for Mountaire’s continued success. With an increasingly competitive market, however, it is our desire to expand the development of our people’s competencies and skills. To this end, I am pleased to announce the growth of employee and organizational development initiatives at Mountaire through the rollout of Mountaire University.

The second recommendation is for the creation of a formal mentoring program. Results of the study show that 55% of millennials agreed with the implementation of a formal mentoring program, as opposed to just 22.86% of non-millennials. An explanation for the result is that millennials are still at the onset of their professional career and the non-millennial cohort make up a larger percent of upper management. What this means is that development may not be a need or benefit given that a significant amount of non-millennials are already in leadership positions. The United States Air Force General Michael V. Hayden, stated, ‘‘only if we mentor effectively – only if we teach our new recruits and learn from them – will we achieve the objectives of our Strategic Intent” (Hershatter, & Epstein, p.220.)

For this assessment, the industry is defined as the handful of top business schools within the world that provide elite MBA degrees to Executives.

Feedback is a key part of a Leadership Development Plan (LDP). It is designed to improve the performance and share information during this process. Feedback is essential and should be clear about its purpose and intent. It is important to address feedback with the specific individual that it 's intended for. This will help limit confusion and negative feedback. This paper will identify the different types of feedback that will be in the Leadership Development Plan, along with how often each type will be used. In additional to how the feedback will be discussed, tracked, and will also provide sample forms that evaluate the feedback. “Let no one seek his own good, but the good of his neighbor (1

Jusko informs those interested in developing high-potential employees of the basic steps to create efficient leaders. To have a successful employee development program, it is very beneficial for the upper-level management of organizations to have an extensive involvement in leadership development. The organization should also have dependable, clear-cut, high moral level culture which should look toward what skills will be needed in future occupational endeavors when reviewing current talent’s work performance. High-potential employees should be given opportunities to learn and develop skills that will be rewarding for themselves as well as the organization in the future. Motivation increases the retention of high-potential employees. Furthermore, managers of these employees should be held responsible for the development of their skills.

As we push forward into the 21st century, organizations are realizing the very real value of having high quality and focused training available to their employees. A dollar value return on investment is the reward to any organization willing to make the bold move toward provided the kind of high quality training that is becoming standard to be a cutting edge industry leader. The benefits organizations are seeking for their employees are organizational commitment, job satisfaction and low turnover.

In the ever changing environment of the business work place it is increasingly important to have a development program in order to make individuals aware of their competences. The purpose of this study is to inform individuals of their peers in order to help leaders work more effectively. In order to do these you will need to gather the research data and evaluate it giving you the ability to determine whether or not our research is worthwhile.

There is a constant need to look for people who can think non-linearly and adopt unconventional ways in working and achieving the goal. They need to be encouraged and empowered so that they in turn become and act as “change agents”. This is a key element in achieving development and change. The HR department should strive to mentor and nurture talent. There should be a constant lookout for people who act as catalysts for change and who can motivate other employees to participate in development and initiate change. Supportive management with supportive working environment speeds up this process. Care to be taken that those who contribute towards development and change should be suitably rewarded and adequately recognized which serves as an added incentive which further serves as a boost.