Assignment Task:
Part I: You've definitely made a positive impact during the last few weeks as the VP of Talent Development at SLUHE, Inc. The CEO has a new request for you. Several of the top level executives will be retiring over the next few years. She has asked you to hold a meeting with the Board of Directors to discuss preliminary ideas for an executive development program for the organization.
1. Describe what questions you would ask of the CEO and Board of Directors to better understand what will be required of the new program.
o Since you are a relatively new employee, it is acceptable to ask even basic questions about the nature of the organization, as long as they will help you create a better development program.
2. Describe what high level recommendations you would make to the Board.
Cite Textbook: References and 1 more scholarly article
Blanchard, P. B., Thacker, J. W., & Crosby, D. M. (2023). Effective training: Systems, strategies, and practices (7th Ed.). Sage Publications, Inc. ISBN 13: 9781071927809.
Part II: Response to the following 2 peer discussion posts using Specifically the following questions:
- What questions did your peers suggest that you did not? How do you think these questions are appropriate and useful?
- Where did you and your peers differ in your recommendations to the Board?
JC.1) As the Vice President of Training and a recent addition to the organization, it is crucial to inquire extensively about the company's past and objectives for the program and their definition of success. Leadership development may provide several beneficial but demanding features to the firm, presenting challenges in various forms (Yemiscigil, 2023). When approaching the CEO and Board of Directors, I would inquire about the difficulties they see in their present leadership. How has their management contributed to the company's success? How has their leadership impeded their success? What are your intended objectives for this new program? How do you define success for this program? Is registration in this program available to all workers, regardless of their level, or is it a selective process? What is the number of personnel you expect to hire with this program? When would you like them to commence? Has a TNA (Training Needs Assessment) been conducted to identify the specific areas that need attention?
Leadership development programs are crucial for facilitating long-lasting transformation in businesses. These programs aim to facilitate the development of leadership and teamwork skills, improve the capacity to create and sustain cultural and strategic coherence, attract and retain talented individuals, and advance the organization's mission and intended outcomes (Gleeson, 2023). Successful firms are characterized by their commitment to continuous learning, with their leaders embodying a lifetime pursuit of knowledge and their team members sharing the same mindset. Efficient leadership development programs should prioritize individuals' holistic development, including targeted talents and the cultivation of comprehensive qualities such as self-awareness and resilience. Leaders should introspect on their objectives, purpose, principles, and how well they match with the mission and culture of the firm (Gleeson, 2023). This activity is a crucial building block for the path of leadership and fosters self-awareness, which is essential for identifying areas of personal growth. Leaders who possess a strong inclination to expand their abilities often encounter substantial psychological obstacles regarding their personal and professional growth. Developing a growth mindset is crucial for achieving significant accomplishments. This mentality entails actively seeking input from others, carefully understanding and interpreting that feedback, identifying areas for personal progress, and devising a concrete plan of action.
These questions would give me insights into the company's leadership status and the desired direction of advancement as envisioned by the CEO and Board of Directors. One solution I propose is implementing a corporate University program where workers can enroll in courses or training. I would also recommend doing a thorough Training Needs Analysis (TNA) both before and throughout the training program to have a more comprehensive picture of the extent to which the training effectively assists the development of future executives. This would benefit them since their current responsibilities may limit their availability to participate actively in the development process. Additionally, promoting or hiring within would be more cost-effective than recruiting an external candidate, which is another compelling argument for my recommendation. Alternatively, this concept might be called succession planning (Blanchard et al., 2023). It would take many years of careful planning to assist that individual in comprehending the organization and its trajectory and establishing their mark in achieving success.
Reference:
Blanchard, P. N., Thacker, J. W., & Cosby, D. (2023). Effective Training (7th ed). SAGE Publications, Inc.
Gleeson, B. (2023, March 21). What Makes Leadership Development Programs Succeed, And Why They Fail - The David Goggins Perspective. Forbes.
Yemiscigil, A., Born, D., & Ling, H. (2023, February 28). What Makes Leadership Development Programs Succeed? Harvard Business Review.
KG,2) As the Vice President of Talent Development at SLUHE, Inc., I have been tasked with creating an executive development program for the organization. With several top-level executives set to retire in the near future, it is imperative that we have a plan in place to develop the next generation of leaders within the company. To ensure the success of this program, I would first need to gather information from the CEO and Board of Directors to better understand their expectations and requirements for the program.
One of the first questions I would ask the CEO and Board of Directors is what specific skills and competencies they believe are essential for executives within the organization. By understanding the key competencies that are valued by the leadership team, we can tailor the development program to focus on building these skills in potential future leaders.
I would also inquire about the current succession planning process within the organization. It is important to know if there are any existing plans or initiatives in place to identify and develop potential leaders within the company. Understanding the current state of succession planning will help me to align the executive development program with existing strategies and initiatives.
Another important question to ask would be about the expected timeline for the retirement of the top-level executives. Knowing when these transitions are likely to occur will help in creating a timeline for the executive development program. This timeline will allow us to develop a structured plan for identifying and developing potential successors within the organization.
Additionally, I would inquire about the resources that will be available for the executive development program. Understanding the budget and resources that are allocated to this initiative will help in determining the scope and scale of the program. It is important to have a clear understanding of the resources available to ensure that we can effectively implement the program and provide the necessary support for future leaders.
After gathering information from the CEO and Board of Directors, I would make high-level recommendations for the executive development program. One recommendation would be to implement a structured leadership development program that includes mentorship opportunities, leadership training, and experiential learning opportunities. This comprehensive program will allow potential future leaders to develop the necessary skills and competencies to succeed in executive roles.
Another recommendation would be to establish a formal succession planning process within the organization. By proactively identifying and developing potential successors, we can ensure a smooth transition when top-level executives retire. This process will involve setting clear criteria for identifying high-potential employees, providing them with development opportunities, and regularly reviewing and updating succession plans.
In conclusion, creating an executive development program for SLUHE, Inc. is a critical initiative that will help in preparing the next generation of leaders within the company. By asking the right questions and gathering information from the CEO and Board of Directors, we can develop a program that meets the needs of the organization and ensures a smooth transition when top-level executives retire. By implementing structured leadership development programs and establishing formal succession planning processes, we can build a strong pipeline of future leaders who are well-equipped to lead the organization into the future.
References:
Smith, A. (2020). Succession Planning: A Critical Component of Effective Talent Management Strategies. Journal of Organizational Dynamics, 45(2), 123-136.
Jones, B. (2019). Developing the Next Generation of Leaders: Best Practices for Executive Development Programs. Harvard Business Review, 78(4), 56-70.