As a human resources professional, you have been assigned the task of developing and implementing an organizational career advancement program with three tracks:
- The first track includes a promotion within field track (WFT) that is associated with traditional supervisory and managerial roles. These promotions will come with a new title, additional compensation, at least two direct report employees, and program functions such as funds, logistics, real property, and transportation assets.
- The next track is a technical WFT, and this advancement is associated with a new title, additional compensation, and program functions as described above.
- The last track is identical to the first but is a promotion outside of the employee track with all the attributes of the WFT.
How you might go about developing and implementing a program of this type? In your responses please consider the following:
- How will you recruit for and select for participants in this program?
- Should all or only some employees be included?
- What type of criteria might you use to determine participation, eligibility, and selection?
Resource:
- Church, A. H. (2014). . Strategic HR Review, 13(6), 233242.
- Harrell, E. (2016). . Harvard Business Review, 94(12), 7074.
- Jones, D. (2015). . Training Journal, 1518.
- Sims, D. M. (2014). . Talent Development, 68(8), 6065.
- . (2014). Trustee, 67(9), A1A2.
- Timms, M. (2017). . Public Management, 99(3), 2425.
Use the Capella library to select three articles to read from the following on leadership development programs:
- Gurdjian, P., Halbeisen, T., & Lane, K. (2014). . Mckinsey Quarterly, (1), 121126.
- Gusain, N. (2017). . Cornell HR Review, 14.
- King, E., & Nesbit, P. (2015). . The Journal of Management Development, 34(2), 134152.
- Monarth, H. (2015, January 22). . Harvard Business Review Digital Articles, 24.
- Samani, M., & Thomas, R. J. (2017, January 11). . HR News, 25.
- Wolper, J. (2016). . Talent Development, 70(12), 6465.
