Introduction
A midsize firm’s executive team has asked the head of training to revive the management development strategy. The senior leadership has suggested that executive-level leaders be included as a strategy component. The executive team believes that each of these variables must be investigated to determine the company’s aim and goals for future development. Executive-level executives are expected to invest their time in helping their staff members improve their problem-solving abilities, morale, dedication to aims and priorities, and decision-making processes. The responsibility of executive-level supervisors is to advance a worker’s abilities, ambitions, and purpose.
Alternatives for Employee and Organizational Development
All employment categories should participate in personnel development even though the foundation of staff training focuses on management. Formal training, evaluation, professional experience, and social ties are possible alternatives for workforce development (Singh & Ramdeo, 2020). Organizations may encourage staff development using a range of on-site or off-site formal education initiatives. Assessment is an additional method for employee development, which involves gathering data and providing workers with feedback on their conduct, communication skills, or ability. Most employee growth happens through work experiences — the intersection of relationships, challenges, responsibilities, tasks, and other aspects of a person’s position (Petrou et al., 2018). By connecting with a more experienced organization member, workers may learn skills and expand their understanding of the firm and its consumers. Management is capable of identifying a worker’s growth requirements and preparedness to accomplish a job assignment.
Considerations for Management Development
Understanding the management process is necessary for conducting a suitable needs analysis. This knowledge is crucial for the coach to determine the teaching approach that will better suit the development goals of the management. Management development considerations encompass succession planning, training executives with behavior problems, and induction (Singh & Ramdeo, 2020). Succession planning enables creating, identifying, assessing, and monitoring highly talented individuals capable of completing various work duties and transitioning into that role. This may be planned or unexpected due to employee turnover or corporate expansion. Educating managers with disordered habits who are nevertheless skilled may partake in conduct that renders them unproductive or possibly toxic (Raines, 2019). In other words, some managers may turn into individuals who suppress innovative concepts and repels others. This style of conduct involves a lack of empathy, aggression, conceit, inability to fulfill goals, incapacity to change or adapt, and poor conflict resolution abilities. Such eventualities should be considered by the management when designing employee development programs.
Role of Executive Coaching and Mentoring in Management Development
Coaching enables executives to create the appropriate strategy for training by utilizing their management style throughout the performance planning process. Rekalde et al. (2017) demonstrate that coaching supports and assists leaders in establishing recognizable links between different styles of leadership, merging goals specified in the present and future performance planning exercise, and increasing employee preparation for attaining each particular goal in work performance. Coaching workers enables executives to collaborate with the staff to inspire them, offer reinforcement and feedback, and build the person’s abilities.
A mentor is an experienced, competent senior staff member who assists in developing a person with little experience, known as the protégé. Colleagues, acquaintances, and support networks all contribute to developing mentoring relationships. A worker is motivated to learn from their protégé by acting as a mentor. The latter imparts knowledge about the company’s purpose, values, priorities, and ambitions for future development (Rekalde et al., 2017). By examining their past experiences, the mentor will lead them and outline a clear professional route. The benefit of mentoring is that it gives all workers access to internal mentors.
Training Content Areas
Assessment: Training may boost organizational efficiency if it addresses quality gaps in coursework, seminars, and self-study alternatives. Organizations can examine managers’ capabilities using operational data, such as production delays or product faults. This may include product development, business skills, or teamwork.
Leadership: Ineffective leadership encourages workers to prioritize the incorrect tasks. Improving leadership skills helps all staff to perform efficiently. Leadership training prepares attendees to make intelligent choices, negotiate successfully, communicate properly, and outsource technical tasks to concentrate on strategic activities that help the firm reach long-term objectives efficiently.
Knowledge Transfer: Encouraging skilled personnel to advise less competent ones fulfills several objectives. Experienced and knowledgeable personnel are recognized and rewarded, while new hires get help developing their skills. Customer support experts record and coach new personnel on troubleshooting. This boosts new workers’ organizational efficiency by expediting arbitration and raising customer satisfaction.
Career Development: Offering high-potential workers (HIPOs) with possibilities for career development training generally boosts enthusiasm and work satisfaction. Additionally, it improves staff retention rates, resulting in higher organizational effectiveness and productivity. For instance, empowering senior staff to pursue project management accreditation helps them acquire competencies and information that contribute to their professional growth.
Management Development and Succession Planning
The practice of locating and monitoring HIPOs who will be capable of filling senior management roles when they become available is known as succession planning. Leadership might assess a worker’s suitability for a new job in the organization through succession planning. Planning for succession enables the organization to consider any role and prevents the early promotion of a manager or personnel to an administration role (Raines, 2019). Prospective management candidates who have developed the abilities, expertise, and experience necessary for a top executive position are drawn to the succession planning process. Management may assess and concentrate on individuals with great potential thanks to succession planning. HIPOs, from the firm’s perspective, are qualified to occupy top-level management roles.
A succession strategy includes selecting and preparing candidates for key managerial positions. According to Ballaro and Polk (2017), this is a crucial but sometimes neglected step. With a succession strategy, the unexpected exit of a senior employee is a manageable occurrence rather than a serious organizational issue. Finding and preparing a good nominee for a management position might take time. Therefore, the organization should not delay in interviewing likely candidates. Although the company may not believe it will require a new employee in the near term, preparing someone to take a key position provides a vital safety net.
Conclusion
Personnel skill- and knowledge-development opportunities are provided through management development strategies. Workers have the choice to modify their professional life and capitalize on their strengths and weaknesses. The strategic planning concepts that have traditionally outperformed trends are the most efficient today. To create a profitable company, strategic planning must be an overarching ideology that equips organizational leadership with the flexibility to adjust to and transcend varying customer requirements and demands. The philosophy must ultimately be compatible with governmental rules and regulations, markets, commercial and technical advancements, economies, and geopolitically influenced changes in economic conditions.
References
Ballaro, J. M., & Polk, L. (2017). Developing an organization for future growth using succession planning. Organization Development Journal, 35(4), 41-59. Web.
Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766–1792. Web.
Raines, S. S. (2019). Conflict management for managers: Resolving workplace, client, and policy disputes. Rowman & Littlefield.
Rekalde, I., Landeta, J., Albizu, E., & Fernandez-Ferrin, P. (2017). Is executive coaching more effective than other management training and development methods? Management Decision, 55(10), 2149–2162. Web.
Singh, R., & Ramdeo, S. (2020). Leading organizational development and change: Principles and contextual perspectives. Cham: Palgrave Macmillan.