Journey Leadership Development Program Assignment

Journey Leadership Development Program Assignment Words: 2479

The Role of the Human Resource Depart It is important to define and understand the role of the Human Resource department in the Leadership Talent Review process. The textbook defied of “Human Resource Management encompasses those activities designed provide for and coordinate the human resource of an organization. ” (By 2011 this definition also applies to the HRS role in the Leadership Talent process. The Human Resources department is not responsible for index and unilaterally designing, implementing, and operating the Leadership Review process.

Rather, the Human Resources department will provide ounces, research and act as facilitators in the process. The Orlando Gag The Department of Defense agency located in Orlando, Florida has an en strength of 1,200 employees. Its mission is to research, procure, develop and ultimately provide state-of -the-art training devices for the United S military as well as, some foreign militaries. The employee professional c are engineers, logistical, contract specialists, project managers, staff, a administrative positions. It uses a formal Leadership Talent Review pro This agency “supports employee participation in Leadership Developed

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Programs. There are internal; JELL and NULL programs and there are e programs. Mentoring is another focus area for this command and lots o v communication and coordination is accomplished to educate the work about the benefits of the Mentoring program”. (Spans, 2012) Journey El Development Program “The JELL Rooney Leadership Development Program) is a program ides support and enable the development of leadership skills at all levels oft organization and is geared to compliment our masters-level leadership p the UNFAIR Leadership Development Program (NULL).

The program has suggested 1-2 year completion program length and does not guarantee promotions, awards, or bonuses” (Commander Naval Air Systems Com 2011). The JELL is designed to develop employees in the lower mid-level upgrades. It requires the employee to submit an application and be AC upon review. UNFAIR Leadership Development Program NULL (UNFAIR Leadership Development Program) is the name of the headquarters version of a Leadership Talent Review. It is a voluntary pr that requires each applicant to submit a very extensive application that on the essay portion.

Although it is voluntary, occasionally there are e hat show exceptional potential and are highly encouraged to apply. It i personnel in the upper mid-level pay grades. “The NULL consists of two the Management Leadership Track and the Continuous Process Improvement (ICP) Leadership track. Both focus on leadership, and specifically, developing you as a leader. As core value of this organization, continuous process improvement is a leadership responsibility at every level in UNFAIR. That’s why, in the ICP track, participants will work side-by-side with master black belts on high-profile projects our senior leaders choose and fully support.

Along the way, lull earn your own black belt certification. For leading and managing complex teams, the Null’s Management Leadership track focuses on executive core qualifications (SEC’s) and extended rotational assignments, as well as Project Sponsor or Green Belt training. Each program has both ICP and leadership training components. Participants are committed to learning a broad range of leadership, management, and productivity improvement skills. Both tracks share common Leadership Development courses.

Both program components also require each person to have a formal mentor to offer career advice and audience along the way. This program does not guarantee promotions, awards, or bonuses. ” (Commander Naval Air Systems Command, 2009) The Management Leadership Track takes three to five years to complete (part time). The Continuous Process Improvement (ICP) Leadership Track takes two to three years to complete (full time). The Headquarters Command in Patient River, Maryland that the Orlando agency reports to, reviews all the applications and makes a determination as to who is accepted into the program.

The NULL selection board convenes annually at the headquarters location. It is composed f executive level management personnel. The board reviews applications submitted from personnel that belong to headquarters and all of its subordinate agencies. The number selected each year is determined by the amount of budget available to fund the selected training requirements through the entire program. The board is designed to be independent and advocating for or against any of the applicants is not part of the process. Subordinate agencies are not entitled to board representation.

However, the board does attempt to select candidates in equitable numbers from all the subordinate agencies. Although, for completing the program the selected are not promised a promotion, raise, or a bonus, it is past program graduates that are typically selected for strategic and key upper-level management positions. Mentor Program The Mentor program is a mentoring program open to all employees at all levels. An employee reviews a list of mentors and makes a selection and upon mutual agreement; mentor and proto©g©’ are teamed up.

The purpose as stated in the handbook is, “To enhance mission effectiveness and productivity through the promotion of employee personal and professional development: enhance knowledge transfer, produce higher retention rates, improve employee morale, and yield greater promotion potential. ” (Naval Air Warfare Center Training Systems Division, 2012). Although the Mentor program is not a part of the JELL or NULL program it is a program that can set an employee onto the path of professional development. Current Trends in Leadership Talent Reviews There are several ways for an organization to approach the Leadership Talent Review process.

One way would be for Top Management to engage the organization’s own Human Resources department to interactively work with management to design a program. An organization could outsource the price with management participation. Another way would be for management to develop a process independent of the Human Resources department and without outside consultants that specialize in this kind of work. The last option would not be advisable because management may not be aware of the laws a regulations governing employee relations, diversity in the workplace, as well a many other areas of employment law.

Leadership Talent Review Process Overview The first step is to establish a board, with the full support of the organization’s pop leader; the Chief Executive Officer, President, etc. Decide how often the board will meet and the purpose and agenda of each meeting. Establish the criteria for consideration. Create a list of employees that are being nominated to the review process. Establish groups of employees with leadership potential with respect to their current position and future potential. The review board should examine each of the employees and assess their talent potential.

Once the review of talent is complete, the employees identified for future leadership potential should be placed into a development program. If the Leadership Talent Review process has been successful it should feed into the organization succession planning so, that as employees leave the organization there is an existing known quantity of fully developed employees ready to take their place (Smiths Group, 2012) Establishing the Leadership Talent Review Board Establishing a Leadership Talent Review Board is the first step in the review process.

It is important to select members that are diverse professionally, culturally, and from different business units. Board members should be matt both emotionally and professionally. The wrong type of personalities on the board can create problems and impede the progress of the board’s agenda. Some examples are as follows: 1. “The used car saleswoman shows up prepare to “sell” every one of her employees. 2. The defense attorney, “l object”! Each possible fault is torn apart and disputed, just like Johnny Cochran and a glove that doesn’t fit. 3.

Your Grandmother, everybody’s just wonderful, and knob could possibly have any weaknesses. 4. The toe taper has better things to than to sit around and talk about damn people. 5. The wimp couldn’t take a stand if her life depended on it. 6. The invisible man sits there and doesn’t s a thing – unless called on. 7. The mean girl doesn’t just offer constructive feedback – she goes for the jugular. 8. The storyteller seems to have at least one – sometimes more – long-winded yarn about EVERY employee. 9. The process engineer loves to take a simple and easy process and make it more complicated. 10.

Jessica Simpson, just can’t seem to understand the differed between performance and potential, and keeps getting the two mixed up. ” (McCarthy, 2012). It is unlikely that each of the above types of personality can be screened out of the board membership. Therefore the selection of a star leader should be chosen to be the board leader. A strong board leader can eke the meeting on the agenda, ensure key milestones and deadlines are met, and keep problematic board members in check. Once the board is selected a timeline for the entire process should be established as well as individual meeting agendas.

The Review of Employees This is the heart of the entire process and should be thorough and methodic The board may utilize various methods to review employees, such as an employee’s application, manager’s recommendation, personnel files, or a database. Each board member should review each employee and grade them according to an established method used by the entire board. There are many grading tools available, a typical example is shown below. (McCarthy, 2012) The Performance and Potential Matrix (McCarthy, 2012) The individual box labels can be tuned to the organization’s goals and values.

All board members use the same tool to grade all the employees. The boxes should be populated with the names of employees under consideration. The grading should be as unbiased and objective as possible. It may be that some exes are over-populated and some boxes are under-populated. This is not a problem, because it will give a true picture of the organization’s potential talent pool. The next step in the process is for group consensus grading which will assign employees into talent categories and establish the final ranking of each employee within their category.

This is the point in the process that the board’s leader needs to maintain an even yet, strong role so that some of the personalities previously discussed do not impede or derail the process. The categories should be organized to identify top talent, exceptional performers, merging talent, steady performers, and employees to reconsider. The number and names of these categories can be adjusted to fit the organization’s needs. The results are announced and it is time to engage the selected into the next phase of the process; leadership development.

Leadership Development Leadership Development is a comprehensive process to help the employee develop to his or her identified leadership potential. The Leadership Development program should be structured to meet the needs of the organization’s core values and strategic leadership goals. The basic framework he elements of the program should be created for the entire organization with each employee in the program having an Individual Development Plan (DIP). A DIP should capture the basic requirements of the organization’s Leadership Development Program and also include elements and goals that are tailored to the individual employee.

A time frame should be established that allows ample time for the employee to complete all the elements, reach all the milestones an ultimately complete the program. It should include formal classroom training, workshops, and seminars. It should have an employee rotation element, to all he employee to work in another business unit or another geographic location an extended period of time. Each employee in the program should have an assigned mentor. The employee should be assigned to shadow other successful leaders within the organization for brief periods of time.

The program should monitored to check the progress of each employee as they advance through the program. The costs of the program could be significant with requirements for travel, lodging, and fees associated with classes and seminars. Therefore it should be fully funded from start to finish. Upon completion each employee would be biblically recognized for successful completion of the program. Employee recognition is always good practice but it will also help to stimulate positive interest in the program across the organization.

The benefit of the Leadership Development Program to the employee is that it provides a pathway to upward mobility. The benefit to the organization is improved strength of leadership and a valuable enhancement to its succession planning program. Succession Planning “Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.

Taken narrowly, “replacement planning” for key roles is the heart of succession planning. Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression” [ (Charka, 2001) l. An organization that has properly planned and executed a comprehensive Leadership Talent Review process will be able to execute a good Succession Plan to fill its leadership positions as they become scant. The consequence of not properly executing a succession plan is that the organization’s leadership positions are either gaped or filled with ill-prepared employees.

An organization that has leadership positions that are vacant or filled with ill-prepared employees is risking the loss of its competitive edge or worse, imploding to the point of self-destruction. Conclusion Whether an organization is a for-profit company, a non-profit company, or a government agency it is in some way connected to the complex fast paced global environment. The current trends in economic conditions and the politics of oral affairs are ever-changing, organizations must be equipped to keep up as changes occur.

It is for this reason that Talent Leadership Reviews are vital to an organization’s existence and its future viability. Although they refer to it by a different name, the Orlando Agency has a comprehensive program that is in-step with current trends of Leadership Talent Reviews. However, their particular program relies on individual employees voluntarily submitting application packages to its headquarters office located in Patient River, Maryland. Therefore, their entire potential talent pool is never impolitely identified, reviewed and developed.

Recommendations The Orlando Agency could identify its potential talent pool by creating a database of employees that meet the basic eligibility requirements of the NULL. The profile could be constructed over time to accommodate updates. Each eligible employee’s database profile could be interactive, accessible by management and the individual employee, with privacy concerns respected. Annually, a local panel could be convened to review and grade the potential talent pool. Upon completion of the annual review each employee considered to eve high potential leadership talent could be contacted and encouraged to apply to the NULL.

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