HRM 635 Topic 5 DQ 2
Grand Canyon University HRM 635 Topic 5 DQ 2-Step-By-Step Guide
This guide will demonstrate how to complete the HRM 635 Topic 5 DQ 2 assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for HRM 635 Topic 5 DQ 2
Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Topic 5 DQ 2 depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for HRM 635 Topic 5 DQ 2
The introduction for the Grand Canyon University HRM 635 Topic 5 DQ 2 is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for HRM 635 Topic 5 DQ 2
After the introduction, move into the main part of the HRM 635 Topic 5 DQ 2 assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for HRM 635 Topic 5 DQ 2
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for HRM 635 Topic 5 DQ 2
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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DQ2: How can the organization’s leadership support individuals seeking to relocate laterally or advance their careers by moving into a position of higher authority within their organization?
Often times, employees come to a point when they are ready to advance their position or further develop their skills. How can the organization’s leadership support individuals seeking to relocate laterally or advance their careers by moving into a position of higher authority within their organization? Provide an example.
REPLY TO DISCUSSION
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An organization should not be afraid to develop talent out of fear of being poached but instead engage and retain employees (Lauby, 2018). The organization’s leadership support for employees seeking to relocate laterally or advance their careers into a position of higher authority can be done by investing in professional development, facilitating mentorships, and promoting from within. Incorporating employee career growth opportunities such as structured training programs and enrichment, enlargement, and cross-training can bolster employee skill sets and promote learning from their peers (Lauby, 2018). Sometimes, it might require organizations to borrow expertise from consultants to host workshops or present new insights as a more effective way to provide training to entire teams. These career support programs make employees more productive and engaged in the workplace, stopping them from pursuing new roles elsewhere. Additionally, instituting succession planning programs by identifying skills and competencies next-generation employees will need to function well in key positions can help fill positions occupied by exiting baby boomers or executives (SHRM, 2022).
The purpose of strategic planning in a health care environment is not only important in that setting but any business setting as this creates the foundation. It allows systematic approaches to any situation, especially with how complex or simple some procedures might be, this gives guidelines any of those situations. But as it can become more complex with each situation being different, there are planning committees that are available for each organization to help plan for any future issues. Factors that may affect future planning in an organization are budgeting, level of staff, time and level of care (Whitney, 2019). A useful tool in future planning is with the SWOT analysis, identifying the strengths, weaknesses, opportunities and threats to the the organization or the situation at hand. This can then help guide towards a decision that is needed to be made.
Emphasizing a culture of coaching and mentoring is an excellent way for managers to encourage employee growth. Mentoring programs can be used to develop managers, provide opportunities to share experiences, and gain exposure and skills needed to move into management positions (GreggU, 2020). Managers can also use job enlargement techniques to add responsibilities to existing employee roles, broaden their job experience and teach employees additional skills, which is helpful in terms of career growth and often results in better compensation.
At UTSW, we have a 12-month “Aspiring Leaders Program” for employees who aspire to be leaders but are not currently in a
supervisory role with direct reports. The training provides eligible employees with leadership training and resources to facilitate a successful move into a leadership role. The curriculum features in-person leadership group sessions, individual project assignments, development assessments, and one-on-one mentoring with a mentor. After successful completion, participants are credited with one year of supervisory experience.
References:
GreggU. (2020, June 8). Employee and Career Development. (Video). Retrieved from https://youtu.be/LLvacMQr_dM
Lauby, S. (2018, May 11). How to Create a Recruiting Strategy: Buy, Build, and Borrow. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/how-to-create-a-recruiting-strategy.aspx.
SHRM (2022, January 27). Engaging in Succession Planning. Retrieved from https://www.shrm.org/resourcesandtools/tools-and samples/toolkits/pages/engaginginsuccessionplanning.aspx
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Thanks for your thoughts. Employee coaching is another key method for employee development that can be used to prepare them for promotion or lateral moves within an organization. Especially during organizational transitions coaching can be a great tool to develop employees during, what can be, uncertain times for employees. Another common reason, often overlooked, is that coaching from senior mentors can be used as informal sounding boards for employees. Both of these scenarios do more for employees than one thinks. Because they tend to be informal, “off the record”, and between the coach and employee these types of interactions are often not seen as crucial, however these types of interactions that are unplanned and sincere are often more powerful and do a lot to help employees.
Have you had a coach or mentor in an organization before? What was it’s effect on you? How could HR encourage this type of interaction and development?
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Hello professor,
I have never had a mentor, but I had the pleasure of partnering with a mentee in a previous course. Up until today, we are still in that mentoring relationship that we have both benefited from greatly. HR can encourage these interactions by pairing people.
Thanks
I agree with you that some employers may be against developing their worker’s talent due to the fear of losing them. Also, the cost and time spent in the training programs may scare some organizations against advancing workers’ productivity (Hongal & Kinange, 2020). However, it is good when organization develop talents among workers. Organizations that support career growth are primary beneficiary of skills and expertise acquired from training programs. Employers can participate in developing and nurturing workers’ performance through initiating mentoring and training programs (Mantow & Nilasari, 2022). In order to create a holistic experience, organizations may include different stakeholders in these initiatives. Organizations have perfect networks that can benefit mentoring programs (De Boeck et al., 2018). Therefore, the employer may use organization’s status to facilitate mentoring and training initiatives. Employers have the opportunity to train their workforce according to their needs through these training and development programs. Coaching activities both within and outside the organization is beneficial in developing talents.
References
De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior, 39(2), 199-213. https://doi.org/10.1002/job.2254
Hongal, P., & Kinange, U. (2020). A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research, 10. Available at SSRN: https://ssrn.com/abstract=3559991
Mantow, H. A. D., & Nilasari, B. M. (2022). The Effect Of Knowledge Management And Talent Management On Employee Performance. Jurnal Manajemen, 26(1), 51-66. DOI: https://doi.org/10.24912/jm.v26i1.837
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Organizations’ leadership can support employees in any way to help them relocate laterally or for advancing their careers by moving into a position of higher authority in the organization. Quinn et al (2018) state that by connecting people with a sense of higher purpose, leaders can inspire them to bring more energy and creativity to their job. When employees feel that their work has meaning they become more committed and engaged. Employees take risks, learn, and raise their game. This is a way to stop monotony and help employers to increase performance, collaboration, and learning. It also reenergizes its employers with positive energy. Also, establishing a career plan that will help the employees with a clear guide of job performance in the organization. This gives a clear view of how they perform and if the improvement is needed to reach the desired position.
Kaiser Permanente takes pride in investing in their work family. Kaiser considers that their employees is what makes Kaiser Permanente a better place to work. Kaiser encourages their employees by enhancing their skills and assisting them by moving up the ladder in their career. The organizations mission is fulfilled and accomplished by providing high-quality, affordable care to members, patients and their nearby communities. Kaiser Permanente has been recognized by their employees for the healthcare organizations culture, leadership, management, and compensation. The organization and employees succeed mutually by fulling the organizations mission and the employees by moving up the ladder, receiving great excellent pay and benefits, and serving for a worthy cause. Kaiser provides a comprehensive compensation and benefits program which supports the health and well-being of the organization’s employees and their families. The opportunities offered to their employees to advance their careers through new and meaningful experiences outside of their current role with KP’s Stretch@KP professional development program. The organization assists with employee-led business resource groups that connect people from diverse programs, provide networking opportunities among employees with common interests or cultures, and create learning and professional development opportunities at all levels. The organization also provides Healthy Workforce Program, which offers all employees with tools and resources to lead healthy, balanced lives at work and home. Kaiser Permanente has been recognized for their commitment to supporting their employees and being the best place to work.
References
Society of Human Resource Professionals. (2021). Retaining Is Key Employment Strategy at Kaiser Permanente. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/retraining-is-key-employment-strategy-at-kaiser-permanente.aspx