Human Resource and Career Development Programs

Human Resource
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Human Resource
Question 1
In every organization, Human Resource managers play a paramount role in enhancing and propelling career development. One of the critical roles they undertake to get an organization running is staffing, which involves hiring and negotiating salary packages. Additionally, managers take their employees through training and development programs to enhance their growth and skills (Lesson 1, n.d.). Equally critical, HR managers determine the compensation of employees, and they must ensure it is attractive to enhance the motivation and commitment of employees.
Undeniably, HR managers are integral in the career development programs of the organizations they work for. For instance, they formulate basic workplace policies about safety, schedules, and vacations for employees, among others. Ideally, organizations with outstanding and favorable policies tend to attract and retain top-quality employees. The same rings true when it comes to compensation, which is another role HR managers undertake in career development programs. Similarly, HR managers play an active role in updating regulations concerning employees' safety and healthcare, among others (Lesson 2, n.d.). The managers also engage in performance appraisal, where they measure the performance of employees and look at ways of improving the same. Equally critical, human resource has the obligation of equipping employees with the requisite skills and know-how, which include communication and negotiation skills.
Several factors come into play to actualize employees’ career success, and for distinct reasons. First, an organization’s culture plays a pivotal role in giving impetus to employees’ careers, while the contrary is true. For example, an organization that espouses diversity and multiculturalism is bound to reinforce the growth and development of underprivileged people. In essence, the two elements facilitate the equal treatment of all employees regardless of their background (Lesson 3, n.d.). The other prominent factor that influences career success is the physical and mental abilities of individuals. Some people have cognitive abilities that help them rise through the ranks to attain unprecedented success in their careers. The same is true regarding physical abilities since some careers require employees with elevated physical well-being.
While creating and implementing a career development program, organizations encounter several challenges. One of the challenges is managing the cost involved in implementing the process (Lesson 1, n.d.). The other challenge organizations face in career development is attrition, which refers to a diminishing workforce over time. This depends on several factors, including external competition, and affects career development programs substantially.
References
Lesson 1. (n.d.). Human Resource Management Chapter 1. https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/Lesson%201%20script.pdf
Lesson 2. (n.d.). Human Resource Management Chapter 2. https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/Lesson%202%20script2.pdf
Lesson 3. (n.d.). Human Resource Management Chapter 3. https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/Lesson%203%20script.pdf
Question 2
While developing employees, engaging them actively in the entire process is essential. This is because it results in a highly functioning team, which, in turn, consolidates the overall performance of organizations (Lumen, n.d.). To this end, two relationships play an integral role, and they are mentoring and coaching. The two are similar in several dimensions and have almost the same functions in developing the careers of employees. First, they focus on developing individuals and rely, to a considerable degree, on relationship building. Second, they seek to scale up skills and knowledge, and their principal components are discipline and self-awareness. They also facilitate employees to acclimatize to their work situation and overcome any on-the-job challenges (Saylor, n.d.). In other words, such programs substantially enhance employees' motivation and reduce the risks of unionization, which could drastically dent the overall image of an organization.
On the flip side, coaching and mentoring have several differences. To begin with, as opposed to mentoring, which is a longer-term undertaking, coaching is usually a short-term engagement geared towards achieving a number of goals and objectives. Secondly, coaching usually involves an outsider brought in to specifically deliver expertise. On the other hand, mentoring involves senior employees who mentor their subordinates. In my view, coaching and mentoring should be informal because they provide a feeling of more naturality, which results in ...