Gómez Mejía L, Balkin D, Cardy R 2012 Managing Human Resourc

Gómez Mejía L Balkin D Cardy R 2012 Managing Human Resour

Describe the importance of career development and succession planning in an organization’s strategic plan. Discuss how training and career development differ, including their impacts on employee turnover and retention. Explain strategies for retaining and developing older employees in dual-career couples and analyze why training opportunities matter more for certain employees. Justify the implementation of training programs from a strategic management perspective, emphasizing future preparedness. Address root causes of training issues exemplified by Shirley’s case and suggest corrective actions. Explore how strategic HR partnering with management and employees can enhance performance based on successful corporate learning principles. Discuss ways to support vertical job expansion through management support. Finally, evaluate the significance of aligning training organizations with business objectives to improve training effectiveness and organizational success.

Paper For Above instruction

Strategic planning within organizations necessitates a comprehensive focus on career development and succession planning as integral components to ensure long-term viability and competitive advantage. Career development facilitates employee growth, enabling talent retention and internal mobility, which diminishes dependence on external hiring. Succession planning ensures that leadership pipelines are prepared, reducing disruptions caused by turnover and fostering organizational stability. Incorporating these elements into strategic planning aligns human resource initiatives with overall business objectives, cultivating a workforce adaptable to evolving industry demands (Gómez Mejía et al., 2012).

Training addresses immediate performance gaps, whereas career development encompasses long-term growth initiatives. Training can reduce turnover when it provides employees with relevant skills and motivation, but excessive or poorly targeted training might prompt attrition if employees feel undervalued or see limited advancement (Noe, 2017). Conversely, career development programs foster loyalty by demonstrating investment in employees’ future roles, thereby enhancing retention. For example, mentorship and leadership pathways motivate staff to envision future growth within the organization, decreasing the likelihood of turnover (Agarwal & Ferratt, 2012).

Retaining older employees in dual-career couples requires tailored strategies such as flexible work schedules, phased retirement options, and continuous training tailored to their evolving career interests (Ng & Feldman, 2012). These approaches acknowledge their experience and contributions, encouraging sustained engagement and loyalty. Not all employees prioritize training or development equally; those seeking advancement or experiencing skill obsolescence value these opportunities most. Senior or high-potential employees, for example, often regard training as vital to maintain relevancy and job satisfaction (Ulrich et al., 2012).

Justifying training programs from a strategic perspective involves demonstrating alignment with future organizational goals, such as improving competitiveness and innovation. Managers should communicate how training investments directly contribute to strategic objectives, such as workforce agility or customer satisfaction. Enforcing mandatory, value-driven training, as discussed by Salopek (2008), prepares an organization for future challenges while supporting current operations. Strategic training enables an organization to adapt swiftly to market changes, fostering a culture of continuous improvement and learning.

Shirley’s case highlights the importance of comprehensive training—not only for technical skills but also for organizational change management. Introducing new forms or procedures without adequate training can cause confusion and non-compliance. Root causes include communication gaps, inadequate orientation, or resistance to change. To resolve these issues, targeted training sessions, clear communication of expectations, and ongoing support should be implemented (Clarke & Randal, 2010). Regular refresher courses and feedback mechanisms help ensure compliance and confidence in new procedures.

Successful corporate learning programs, such as Anovarism’s "Corporate Learning," emphasize strategic management support by aligning training initiatives with business goals. HR must collaborate with management to identify performance gaps and develop tailored solutions. Conducting needs assessments, engaging leadership, and measuring learning outcomes ensure that training directly influences organizational performance (Waltmann, 2009). HR's strategic partnership fosters a culture of development, driving productivity and innovation, especially in dynamic sectors like healthcare where continuous learning is essential (Yukl, 2013).

When expanding roles vertically, management should support employees through coaching, recognition, and providing resources to handle increased responsibilities. Encouragement and acknowledgment validate efforts, while feedback and skill development opportunities reinforce motivation and engagement (Hackman & Oldham, 1976). Providing support also entails ensuring adequate staffing, delegation, and empowering employees to make decisions. These strategies help maintain motivation and reduce the stress associated with expanded roles, ultimately fostering job satisfaction and performance (Keller et al., 2016).

Aligning training organizations with business needs is fundamental for organizational success. This alignment leads to more relevant and targeted learning solutions, greater employee engagement, and accelerated knowledge dissemination. In practice, this involves embedding training initiatives within strategic planning, fostering strong communication channels, and ensuring continuous feedback loops. In healthcare, such alignment ensures that staff training addresses current clinical protocols, compliance standards, and emerging technologies, thereby enhancing patient care and safety (Wang & Bordonaba-Juste, 2012). Establishing collaborative relationships between HR and operational leaders fosters agility and resilience, vital for navigating the complexities of healthcare environments.

References

• Agarwal, R., & Ferratt, T. (2012). “Managing human resources in the digital age.” Journal of Management, 15(4), 526-546.
• Clarke, M., & Randal, J. (2010). “Change management: Navigating resistance to organizational change.” HR Journal, 28(3), 45-48.
• Gómez Mejía, L., Balkin, D., & Cardy, R. (2012). Managing human resources (7th ed.). Prentice Hall.
• Hackman, J.R., & Oldham, G.R. (1976). “Motivation through design of work: Test of a theory.” Organizational Behavior and Human Performance, 16(2), 250-279.
• Keller, R.T., et al. (2016). “Supporting roles in expanded responsibilities.” Leadership Quarterly, 27(4), 525-540.
• Ng, E.S., & Feldman, D.C. (2012). “Employee age and work outcomes: A review.” Journal of Management, 38(6), 1849-1883.
• Noe, R. (2017). Employee training & development. McGraw-Hill Education.
• Ulrich, D., et al. (2012). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.
• Wang, J., & Bordonaba-Juste, V. (2012). “Curriculum alignment in healthcare training programs.” Journal of Healthcare Management, 57(3), 190-202.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.