HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Sample Answer for HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally Included After Question

Topic 5 DQ 2

Often times, employees come to a point when they are ready to advance their position or further develop their skills. How can the organization’s leadership support individuals seeking to relocate laterally or advance their careers by moving into a position of higher authority within their organization? Provide an example.

A Sample Answer For the Assignment: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Title: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

An organization should not be afraid to develop talent out of fear of being poached but instead engage and retain employees (Lauby, 2018). The organization’s leadership support for employees seeking to relocate laterally or advance their careers into a position of higher authority can be done by investing in professional development, facilitating mentorships, and promoting from within. Incorporating employee career growth opportunities such as structured training programs and enrichment, enlargement, and cross-training can bolster employee skill sets and promote learning from their peers (Lauby, 2018). Sometimes, it might require organizations to borrow expertise from consultants to host workshops or present new insights as a more effective way to provide training to entire teams. These career support programs make employees more productive and engaged in the workplace, stopping them from pursuing new roles elsewhere. Additionally, instituting succession planning programs by identifying skills and competencies next-generation employees will need to function well in key positions can help fill positions occupied by exiting baby boomers or executives (SHRM, 2022).

Emphasizing a culture of coaching and mentoring is an excellent way for managers to encourage employee growth. Mentoring programs can be used to develop managers, provide opportunities to share experiences, and gain exposure and skills needed to move into management positions (GreggU, 2020). Managers can also use job enlargement techniques to add responsibilities to existing employee roles, broaden their job experience and teach employees additional skills, which is helpful in terms of career

HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

growth and often results in better compensation.

At UTSW, we have a 12-month “Aspiring Leaders Program” for employees who aspire to be leaders but are not currently in a supervisory role with direct reports. The training provides eligible employees with leadership training and resources to facilitate a successful move into a leadership role. The curriculum features in-person leadership group sessions, individual project assignments, development assessments, and one-on-one mentoring with a mentor. After successful completion, participants are credited with one year of supervisory experience.

References:

GreggU. (2020, June 8). Employee and Career Development. (Video). Retrieved from https://youtu.be/LLvacMQr_dM

Lauby, S. (2018, May 11). How to Create a Recruiting Strategy: Buy, Build, and Borrow. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-to-create-a-recruiting-strategy.aspx.

SHRM (2022, January 27). Engaging in Succession Planning. Retrieved from https://www.shrm.org/resourcesandtools/tools-and samples/toolkits/pages/engaginginsuccessionplanning.aspx

A Sample Answer 2 For the Assignment: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Title: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Thanks for your thoughts. Employee coaching is another key method for employee development that can be used to prepare them for promotion or lateral moves within an organization. Especially during organizational transitions coaching can be a great tool to develop employees during, what can be, uncertain times for employees. Another common reason, often overlooked, is that coaching from senior mentors can be used as informal sounding boards for employees. Both of these scenarios do more for employees than one thinks. Because they tend to be informal, “off the record”, and between the coach and employee these types of interactions are often not seen as crucial, however these types of interactions that are unplanned and sincere are often more powerful and do a lot to help

employees.

Have you had a coach or mentor in an organization before? What was it’s effect on you? How could HR encourage this type of interaction and development?

Best!

-Doc

A Sample Answer 3 For the Assignment: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Title: HRM 635 Topic 5 DQ 2 How can the organization’s leadership support individuals seeking to relocate laterally

Organizations are finding that many employees are looking for more than a paycheck, and that employee retention efforts may need to focus on how to make a job a career (Gilsdorf, et al., 2017). Younger employees entering the workforce are looking for jobs that work into a career or have opportunities to prepare them for advancement. Employer are finding it more difficult to retain these employees without offering a way to advance, train, and improve themselves and their career.

Leadership in any organization needs to look for ways to support learning, training, and promotion within the company, or face growing turnover with the loss of employees to companies that do. Leadership needs to develop ad offer professional development opportunities that are designed to identify and empower employees looking for that upward career path. Organizational investment into the growth and training of their own employees will find improving retention numbers and employee buy-in within the organization.

One such program has been developed by Chipotle (Gilsdorf, et al., 2017).. The program encourages employees to participate in the career path developed by the organization, and presents it to employees on their first day with the organization. Due to the success of this career path, Chipotle has found they are currently hiring 90% of their managers from within.

Gilsdorf, K., Hanleybrown, F., & Laryea, D. (2017). How to Improve the Engagement and Retention of Young Hourly Workers. Harvard Business Review Digital Articles, 2–6.

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Performance Category	10	9	8	4	0
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