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Developing employees

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Since you were hired a little over 6 months ago you have been working on management training and development program. Your company is planning in the near future to introduce a new way of developing employees for management positions. The current process consists of a trial and error process that employees have come to call baptism by fire. The new program is designed to better equip and educate people to fully embrace the complex role of manager. Within this context, discuss the phases a of this change and how each phase is important. Give examples of how each phase might be designed.

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Phase 1:
Identifying the managerial positions that need to be filled: This is important to set the objectives for your plan.
1. A company wide survey and study should be carried out for assessing the needs of management positions;
2. Every Vice-President is required to submit in writing the designations of the management positions open in his department that need to be filled.
3. Discussion with the VP about the qualifications and abilities required for each open management position.
Phase 2
Identification of the persons suitable for each managerial position that is open: This is important for matching the persons with positions;
1. For every position open, the qualifications and experience ...

Solution Summary

Developing employees for management positions is discussed very comprehensively in this explanation.

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What steps will you take in your policy review with Thompson-Pritchett, Inc? What will that involve?

You are the newly hired Human Resources Manager for Thompson-Pritchett, Inc., a customer service and sales organization that has been in operation for two years. You were hired to develop a fully functioning Human Resources department which will provide enhanced HR services for the 150 employees and the leadership team. Over the past two years, the human resources functions have been spread among several individuals within the organization, including an administrative position which processed paperwork and the management team which typically handled their own human resources issues.

The CEO recognized the need to bring in an HR professional who will provide more strategic support for the organization to help them with their aggressive expansion goals. You are aware that there may be initial resistance from the management team; therefore, you plan to schedule one-on-one meetings with each manager, where you will get to know their leadership styles, department functions, as well as their needs and challenges. You also plan to hold communication sessions with employees to introduce yourself and discuss your role in helping them with HR needs they may have. You realize that trust is earned, and it may take some time for the management team and employees to feel comfortable with you. You are prepared for this!

Before you can begin addressing organizational issues, it will be important to engage in an organizational analysis to find out where things currently stand. This process consists of familiarizing yourself with the company background and assessing existing challenges and issues. Part of this process may include what is referred to as SWOT analysis-identifying the strengths, weakness, opportunities, and current threats with regard to human resources areas. This type of analysis provides the foundation from which to begin to formulate recommendations.

The critical areas in which you intend to focus initially include staffing, policy review, training, performance management, pay practices, benefits, career development/recognition, and retention. You are aware that with the HR functions spread among several individuals within the organization, procedures and policies are inconsistent within the organization. Through the centralization of these functions under the "HR umbrella," consistency should be restored.

You are very much aware that any initiatives you recommend must be tied to the corporate goals and designed to support the CEO's vision for the company. If you are to successfully align yourself as a true business partner, you will need to be prepared to provide financial data and other concrete figures to support your recommendations. For example, in your brief time with the company you quickly recognized an issue with employee turnover. You know that in presenting recommendations for addressing turnover, you will need to show the financial benefit to the company and how a reduction in turnover can lead to an increase in productivity and reduced expenditures. Demonstrating the return on investment for your recommendations will be key.

Additionally, with all strategies and policies you recommend, you will keep in mind the culture and ethical values of the company and how you can help to support those values through your recommendations. HR policy can either detract from or enhance company performance. You intend to demonstrate, through your recommendations, that you are a strategic business partner focused on helping the company to achieve its goals and remain competitive.

You realize this will be a challenge and know that effective communication and relationship building will be critical and will help to facilitate the changes to be made. You have considered what will be required, and you are prepared and eager to make a difference!


With regard to human resource policies, there are varying perspectives on the value they bring to an organization. In other words, the policy may be viewed as one which will either detract from, or enhance company performance. When the policies are not properly aligned with the company goals, this can affect the success of the organization. As you are still consolidating your position, you are concerned that missteps now will cost you your "place at the table."

You decide to consult with your mentor-an experienced, powerful HR executive at another company. She presents the following for you to consider:

What steps will you take in your policy review with Thompson-Pritchett, Inc? What will that involve?
As you consider their HR policies, how will you ensure they are effectively aligned with what you see as the company goals?
If you find areas where policy revision is needed, how will you present your recommendations?
How do you feel your recommendations will be viewed? Do you anticipate resistance? If so, what plan do you have to overcome that?
What do you see as the possible outcome from policy revision in terms of impact on the company's performance?
Write her an email addressing these issues.

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