Why is career development and succession planning an important component of an organization’s strategic plan?

1. Why is career development and succession planning an important component of an organization’s strategic plan?

2. Chap 8- Performance problems seem all too common in your workplace. People do not seem to be putting forth the needed effort, and interpersonal conflict on the work teams seems to be a constant. Is training the answer? If so, what kind of training should be done? What other actions may be appropriate?

3. Chap 8- How effective do you think training can be in raising employee motivation?

4. Chap 9- It has been argued that training can lead to turnover, but career development can reduce it. Differentiate between training and career development. Why might training lead to turnover whereas career development might improve retention? Explain.

5. Chap 9- How would you go about retaining and developing older employees who are part of a dual-career couple?

6. Why are training and development opportunities important to certain employees and not others? To which employees do they appear to be the most important and why?

7. According to the article “The Balancing Act”(Workforce Management 2008), “training and development are extremely critical. Employees must be trained and must understand their career paths. Organizational development is a massive responsibility: How will we lead and motivate our people? How do we prepare for the future? How do we think strategically? In the training area, the focus is on developing mandatory, brand-related training in values and actions, such as onboarding, communications and harassment prevention; customer service skills and financial knowledge; and management and leadership development”. The article discusses how the manager places a high value in training and developing and takes the time to enforce and encourage proper training methods. In the past I have also observed managers that did not place value in training, sending an employee out for training was a cut in the financial budget and a day the employee is out of the office. Basically the manager is focusing on the present rather than preparing for the future.

As a manager how will you justify implementing a training program?

 

Salopek, Jennifer.J.(2008) The Balancing Act Workforce Management, October 29, 2008. Retrieved August 07, 2015  from www.workforce.com/archive/feature/25/89/74/index.php

8. The Lakeside Hospital has been going through rapid expansion after a recent take-over by ACME, a major health care management system.  Shirley has been the head nurse on the pediatric floor for 10 years.  She has been consistently recognized for her high performance over the years.  Today she was called into her new Director’s office and reprimanded for not submitting the shift report on ACME’s new form.  She stated she did not know ACME had a special form and ther