Essays on HR Plan in Leadership Development Coursework

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The paper "HR Plan in Leadership Development" is an outstanding example of management coursework.   Human resource planning is the major key to human resource management therefore HR plan has to be put in place in order to acquire the best staff through critical evaluation and analysis. McEvoy et al. (2005) describe that this is also important in developing effective leaders capable of leading the rest of the team members to achieve objectives of the organisation. According to Baldwin and Ford (1998, pp. 63-105) human resource managers have therefore realized that leaders develop through analysis of competencies and how they balance issues involving their work and their life.

Other trends notable in leadership development include improved technology, return on investment, globalization advances and improved critical thinking. This study shows how international human resource planning has facilitated leadership development. It also shows the issues and procedures followed to ensure effective development. Leadership development Rausch et al. (2002) show that leadership can be said as a behavioral act that creates a favorable environment whereby individuals involved exploit their full potential with the aim of achieving the organizational objectives.

The major duty performed by a visionary leader is dignifying and honoring the duties of the people being lead and by assisting them to exploit their highest potential in what they do. Leadership development, on the other hand, is an activity that enhances leadership quality for example through action planning or being involved in executive retreats. In developing leadership HR come up with priorities necessary to achieve organizational goals through measuring and monitoring the progress. Human resource managers come up with an effective international HR plan which includes various steps.

One is the determination of the business goals (Shippmann et al. 2000). To ensure leadership development, these leaders should have a solid understanding of emerging trends and proprieties necessary for achieving organizational goals. The second step is scanning the environment in which these leaders are to be made after understanding the business goals. This step involves being aware of the demographic employment data which involves the major characteristics of the leaders for example sex, ability or occupational groups. Stephen et al. (2000) show that other important factors include workforce trends such as turnover or vacancy rates.

The third step includes carrying out an analysis for example gap analysis or considering the internal factors that may affect the development of leadership. Implementing an effective HR plan The international HR plan involves projecting the current and future trends as well as environmental scanning. This is necessary as it enables managers to determine the major factors that may be affecting development. Managers check whether there has been a shortage in the specific occupational group for example in leaders. They also ask themselves a question like whether initiation of the change in delivery methods would require an improvement of skills and ability.

These elements help in developing leaders for example if a leader had fewer skills then training would be necessary. The fourth step involves setting HR priorities in the development of leadership skills. As a result of the environmental analysis, managers have to determine the strategies needed in achieving the desired goals.

References

Baldwin, T & Ford, K 1998, Transfer of training, A review and directions for future research, Personnel psychology, vol. 41, issue 1, pp. 63-105.

Catano, V Darr, M & Campbell, C 2007, Performance appraisal of behaviour-based competencies, A reliable and valid procedure, Personnel Psychology, vol. 60, no. 6, pp. 201-230.

Cromwell, S & Kolb, J 2004, An examination of work-environment support factors affecting transfer of supervisory skills training to the work place, Human Resource Development Quarterly, vol. 15, no. 4, pp. 71- 449.

David, V 2000, Leadership development, A review in context, The leadership quarterly, vol. 11, no. 8, pp. 58-61.

Horton, S 2000, The competency-based movement, Its origins and impact on the public sector. The International Journal of Public Sector Management, vol. 13, no. 7, pp. 306-318.

Kochanski, J & Ruse, D 1996, Designing a competency-based human resources organization. Human Resource Management, vol. 35, no. 4, pp. 19-34.

Loui, C Marshall, G & David, U 2002, Best practices in leadership development and organization change, Best Practice Institute, Prentice Hall, New York.

McEvoy, G Hayton, J Wrnick, A Mumford, T Hanks, S & Blahna, M 2005, A competency-based model for developing human resource professionals, Journal of Management Education, vol. 29, no. 9, pp. 383- 402.

Rausch, E. Sherman, H & Washbush, J 2002, Defining and assessing competencies for competency-based, outcome-focused management development. The Journal of Management Development, vol. 21, no. 5, pp. 184-200.

Sanchez, J & Levine, E 2009, What is (or should be) the difference between competency modeling and traditional job analysis? Human Resource Management Review, vol. 19, no. 6, pp. 53–63.

Schmidt, F & Hunter, J 1998, The validity and utility of selection methods in personnel psychology, Practice and theoretical implications of research findings, vol. 124, pp. 262-274.

Shippmann, J Ash, R Battista, M Carr, L Eyde, L Hesketh, B & Sanchez, J 2000, The practice of competency modeling, Personnel Psychology, vol. 53, no. 9, pp. 703-740.

Stephen, R. Bruce, M & Terry, W 2000, The leadership development handbook, Center for creative leadership and organizational behavior, 4th ed, Prentice Hall, London.

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