COLLAPSE SUBDISCUSSIONWilliam Dixon Sr.3:58pmJun 3 at 3:58pm
Manage Discussion EntryMarcus,
In your comments you said, "Leaders are cultivated rather than born. They are also formed through time, molded by personal and professional events. Development and On-the-job training account for the majority of development and learning. The most exemplary leaders take careful, purposeful steps to learn from their mistakes. Making good improvements needs deliberate effort and is rarely easy."
This is true and according to Lazzara, et al., (2021) this change requires new competencies, how would you suggest to new leaders how they can acquire these competenciesand what would you advise to employees who needs them as well?
References
Lazzara, E. H., Benishek, L. E., Hughes, A. M., Zajac, S., Spencer, J. M., Heyne, K. B., ... & Salas, E. (2021). Enhancing the organization's workforce: Guidance for effective training sustainment.Consulting Psychology Journal: Practice and Research,73(1), 1
YesterdayJun 2 at 10:28pm
Manage Discussion Entry
Hiring and retaining talented employees is expensive, and the inability to maintain employees is also expensive. Turnover rates are greatly associated with morale, growth, and profitability. The lack of career development opportunities is the leading reason employees leave their jobs (Lazzara, 2021). Well-trained employees are less likely to quit their employment compared with those who receive little to no training. The importance of investing resources to design, deliver, and evaluate training is imperative into retention rates. Training sustainment is the proficient use of trained knowledge, skills, and attitudes. Coaching employees, leading by example, providing feedback opportunities, and helping employee set goals are just a few ways of empowering employees to become more effective. Leadership development needs to be prioritized. Leadership assessments are one of the most valuable tools. Empathetic leadership is imperative to create better connections to create teams and value the importance of teams which makes it easier to retain talent (Salmone, 2021).
Leaders need to learn to adapt and become flexible within the 21stcentury due to advances within technology. The ability to measure the employee trust is the key to success along with the ability to become more proactive rather than reactive. Self-assessments are especially important for creating an outline for competencies that could assist in the development of a personal leadership action plan. Creating a plan and timeline can assist in reaching personal goals (Traylor, 2020). It is imperative to measure progress, take stock of accomplishments, and reward yourself for making an investment in your success. Reinforcing strengths and transforming weaknesses develop essential leadership qualities
Lazzara, E. H., Benishek, L. E., Hughes, A. M., Zajac, S., Spencer, J. M., Heyne, K. B., Rogers, J. E., & Salas, E. (2021). Enhancing the organization’s workforce: Guidance for effective training sustainment.Consulting Psychology Journal: Practice and Research,73(1), 1–26.https://doi.org/10.1037/cpb0000185(Links to an external site.)
Salmone, J. (2021). 5 Traits To Consider When Assessing Leaders: Approaching leadership development in a post-pandemic world.Leadership Excellence,38(7), 7–9.
Traylor, M. (2020). Mind your gaps.Journal of Property Management,85(1), 28-31. Retrieved from https://www.proquest.com/trade-journals/mind-your-gaps/docview/2407565658/se-2?accountid=32521
YesterdayJun 2 at 10:26pm
Manage Discussion EntryHello class
A talent development program focuses on teaching employees new skills and positioning the for career advancement. It is a set of processes that organizations may use to identify an employee's potential to aid them in their steps toward growth while focusing on their skills and the organization's needs.
A talent development program must identify and articulate the goals and needs of the organization. Without this, a company will not be able to comprehend who would fit into the potential role to meet these goals and needs. Additionally, a talent development program must find the opportunities to develop the necessary skills for these needs and goals. These opportunities can range from conferences to leadership training too online technology courses - depending on the need. Once the opportunities to develop these skills is met, a roadmap will clearly outline and articulate an employee's path from current roles to new or potential roles that fill these opportunities/needs that the organization has. This will allow employees to visualize and consider their options for moving forward. Finally, coaching and follow-up is needed to ensure that employees are finding their way through the goals and achievement of the skills needed.
Organizations need to understand the needs employees will have and how they can effectively fill employee's needs by also answering organizational goals and needs. Training and ongoing opportunity pipeline will be the responsibility of the organization and they need to ensure this is consistently managed and groomed. During this grooming process, the priorities will change with time as we've seen in 21st century needs as organizations huddle and form around technology growth and the needs of today. This will continue and organizations have a responsibility to ensure they are staying chronographically relevant. Additionally, the types of employees should drive talent development. Millennials will want different things than boomers, etc., and this need will morph as time changes.
Leaders have an important role in talent development programs and play a servant leader role in support, encouragement, and guidance through talent development. Often, a leader is responsible for identifying the employee's needs and marrying them with the organizational needs, crafting a path forward for employee growth.
References
Lazzara, E. H., Benishek, L. E., Hughes, A. M., Zajac, S., Spencer, J. M., Heyne, K. B., Rogers, J. E., & Salas, E. (2021).Enhancing the organization’s workforce: Guidance for effective training sustainmentLinks to an external site.(Links to an external site.).Consulting Psychology Journal: Practice and Research,73(1), 1–26.https://doi.org/10.1037/cpb0000185(Links to an external site.)
Vuhuong, J. (2018).
The leadership development journey: How entrepreneurs develop leadership through their lifetimeLinks to an external site.(Links to an external site.)
.Business Expert Press