HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan
Grand Canyon University HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan-Step-By-Step Guide
This guide will demonstrate how to complete the HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan 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 Benchmark Assignment – Organizational and Personal HR Development Plan
Whether one passes or fails an academic assignment such as the Grand Canyon University HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan 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 Benchmark Assignment – Organizational and Personal HR Development Plan
The introduction for the Grand Canyon University HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan 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 Benchmark Assignment – Organizational and Personal HR Development Plan
After the introduction, move into the main part of the HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan 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 Benchmark Assignment – Organizational and Personal HR Development Plan
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 Benchmark Assignment – Organizational and Personal HR Development Plan
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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Sample Answer for HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan
Presentation’s Focus Areas
Welcome to this presentation on acquiring, developing, and leveraging human capital. It is a detailed exploration of what human resource management entails and its role in an organization. The first part is a synopsis of the outcomes for acquiring, developing, training and leveraging human capital within my organization. It also examines the pros and cons of the current processes used in the organization. The second section is strategies for leveraging diversity to improve performance outcomes. The other important sections include a plan for developing and integrating HR positions, recommendations to the organization’s leadership, applying the course’s lessons, and a personal development plan as a human resource professional.
Outcomes for Acquiring Human Capital
Human capital is the total economic value of employees’ experience and skills. The organization uses it to further its goals, and an organization should have adequately skilled employees to achieve its goals. The primary outcome of acquiring human capital is to increase the employees’ skill set and provide the organization with unique capabilities. Often, the organization is obliged to update its skillset depending on emerging needs like data and systems analysts or risk managers. Acquiring human capital also allows the organization to reduce workload, which is instrumental in preventing burnout among employees (Bakker & de Vries, 2021). Other outcomes include replacing lost talent and ensuring the organization’s continuity since reducing workload prevents turnover.
Outcomes for Training and Development
Training and development are a critical part of organizational growth. It involves the continued efforts to boost employees’ performance by helping them acquire new skills or improve their current knowledge and skills (Banfield et al., 2018; McNamara, 2022). Outcomes for training and development in the organization resemble many other organizations since the primary outcome is employees’ empowerment. Employees learn about new technologies, emerging workplace policies, diversity, and workplace relationships, among other skill sets. The new skills boost productivity, increasing the organization’s productivity. Other outcomes include boosting employees’ motivation, leadership development, and employee retention since they feel valued and motivated to work in the organization for a long time.
Outcomes for Leveraging Human Capital
Organizations have employees with varying skills and experiences. Leveraging human capital denotes the consistent effort to squeeze the most from employees but utilize the minimum resources possible. It is the organization’s commitment to enhance and retain the value of human capital. Among many outcomes, leveraging human capital provides the company with a competitive edge in the market. It also leads to efficient processes and commitment to preventing wasteful spending. Other outcomes include improving the employees’ strategic value and the overall business performance. To succeed in this area, leaders should focus on performance management, leadership development, and employee engagement and culture.
Pros and Cons of Current Systems/Processes
The organization uses various processes to acquire, develop, and leverage human capital. The dominant processes include interviews for acquiring human capital and educational programs for training, development, and leveraging. One of the main advantages of interviews is that they are value-based and economical. The organization uses internal staff to help it acquire human capital. Educational programs are employee-centered since they focus on skills gap and inadequacies that should be addressed to enhance employee performance. They are sustainable too. However, interviews are vulnerable to personal bias although panel interviews help to reduce the bias. Like interviews, educational programs are time-consuming and resource-constraining due to intensive planning and the need for massive financial, human, and material resources.
Leveraging Diversity to Improve Performance Outcomes
Like other organizations, the current group of employees has diverse skills, knowledge, abilities, and experiences. The company can focus on these potentials to leverage diversity to improve performance by encouraging teamwork among employees. Teamwork increases employee engagement, encourages collaborative problem-solving, and promotes innovativeness (…….). Mentorship allows new and current employees to learn from their experienced colleagues to improve their skills and abilities. Open communication ensures that employees can express themselves and their needs can be addressed. Inclusive leadership shows that the organization is committed to diverse representation. Doing so will allow diverse ages, genders, ranks, and ethnic groups to interact freely and improve their overall productivity.
Developing and Integrating HR Positions
HR professionals’ roles usually overlap. The organization can save massive resources by combining these positions and having as few departments as possible. The first step in developing and integrating the positions of HR specialist or generalist, HR leadership, HR consultant, or HR of one within the organization is to assess the organization’s overall HR needs. Such needs include employee development, appraisal techniques, technologies, and the recruitment process. This should be followed by a detailed assessment of employees’ special needs and leadership requirements. The organization’s resources should also be evaluated to determine whether it can financially cater for the personnel required for each position. The last step is to integrate the relevant position that matches the current organization’s needs.
Making Sound Decisions when Acquiring, Developing, and Leveraging Resources
Decision-making is critical to an organization’s success and profitability. Among many considerations, the company’s leadership should acquire human talent through panel interviews since they help to reduce selection bias (Sakshaug et al., 2020). Doing so will ensure that only the most skilled personnel joins the organization. Leadership should also consider recruiting diverse talents to promote workplace diversity. Diversity increases creativity and fosters problem-solving. Performance appraisals guide leaders in developing training and development strategies since they indicate areas where improvements are needed. The technology systems that the organization uses should also be updated regularly to enhance efficiency. Above all, leaders should provide adequate opportunities for career development.
Applying the Course’s Knowledge
There are many concepts learned in the course that a HR professional can apply to enhance organization’s performance. I will apply the knowledge to guide the organization on employee selection through interviews, social media selection, and other strategies. The other knowledge area vital for a HR professional includes performance management and appraisal. I will guide the organization in this area to evaluate employees’ skills and develop appropriate training and development interventions. Rewards, employee development, and performance improvement were other areas of emphasis in the course. Accordingly, I will apply the knowledge to help the organization determine pay and incentive strategies and leverage performance. I will also play an influential role in ensuring all activities, decisions, and policies comply with the employment law.
Personal Development Plan Components
Personal development is essential for individual and organizational growth. As a human resource professional, my personal development plan includes four main components. The first component is self-discovery, which is a detailed analysis of my current knowledge, skills, health status (mental and physical), and health needs. The second component is the development plan describing the strategies for achieving personal goals. It will also include timelines for achieving those goals. The third component is interval evaluation of the plan to determine whether the personal goals have been achieved and areas of improvement. The fourth component is a continuous improvement plan to ensure progressive development overall.
Conclusion/Summary
In conclusion, it is crucial to summarize some of the presentation’s key points. One of the main emphases is that human capital requires continuous development for the organization to reap maximally. After acquiring the necessary human capital, organizations must invest heavily in training and development to enhance performance. Training and development denote the continued efforts to boost employees’ performance by helping them to acquire new skills or improve their current knowledge and skills. Diversity has emerged as a critical component of organizational development that should be prioritized by acquiring diverse talents. During selection, interviews are reliable but time-consuming. It is also important to mention that a personal development plan starts with self-discovery.
References
Banfield, P., Kay, R., & Royles, D. (2018). Introduction to human resource management. Oxford University Press.
Bakker, A. B., & de Vries, J. D. (2021). Job Demands– Resources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress, & Coping, 34(1), 1-21. https://doi.org/10.1080/10615806.2020.1797695
McNamara, C. (2022). Employee training and development: reasons and benefits. Management Library. https://managementhelp.org/training/basics/r easons-for-training.htm
Sample Answer 2 for HRM-635 Benchmark Assignment – Organizational and Personal HR Development Plan
Introduction
Presentation’s Focus Areas
Acquiring, developing, training, and leveraging human capital
Leveraging diversity to improve performance
Plans for developing and integrating HR positions
Making sound HR decisions
Applying course’s knowledge
A personal development plan
Welcome to this presentation on acquiring, developing, and leveraging human capital. It is a detailed exploration of what human resource management entails and its role in an organization. The first part is a synopsis of the outcomes for acquiring, developing, training and leveraging human capital within my organization. It also examines the pros and cons of the current processes used in the organization. The second section is strategies for leveraging diversity to improve performance outcomes. The other important sections include a plan for developing and integrating HR positions, recommendations to the organization’s leadership, applying the course’s lessons, and a personal development plan as a human resource professional.
Outcomes for Acquiring Human Capital
Increasing the organization’s skills set
Providing the organization with unique capabilities
Reduce workload
Replacing lost talent
Organization’s continuity
Human capital is the total economic value of employees’ experience and skills. The organization uses it to further its goals, and an organization should have adequately skilled employees to achieve its goals. The primary outcome of acquiring human capital is to increase the employees’ skill set and provide the organization with unique capabilities. Often, the organization is obliged to update its skillset depending on emerging needs like data and systems analysts or risk managers. Acquiring human capital also allows the organization to reduce workload, which is instrumental in preventing burnout among employees (Bakker & de Vries, 2021). Other outcomes include replacing lost talent and ensuring the organization’s continuity since reducing workload prevents turnover.
Outcomes for Training and Development
Employees’ empowerment/boosting productivity
Increased profitability
Employees’ motivation
Leadership development
Employee retention
Training and development are a critical part of organizational growth. It involves the continued efforts to boost employees’
performance by helping them acquire new skills or improve their current knowledge and skills (Banfield et al., 2018; McNamara, 2022). Outcomes for training and development in the organization resemble many other organizations since the primary outcome is employees’ empowerment. Employees learn about new technologies, emerging workplace policies, diversity, and workplace relationships, among other skill sets. The new skills boost productivity, increasing the organization’s productivity. Other outcomes include boosting employees’ motivation, leadership development, and employee retention since they feel valued and motivated to work in the organization for a long time.
Outcomes for Leveraging Human Capital
Leveraging: enhancing human capital value
Outcomes
Providing a competitive edge in the market
Enhancing efficiency
Preventing wasteful spending
Improving the employees’ strategic value
Improving business performance
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Organizations have employees with varying skills and experiences. Leveraging human capital denotes the consistent effort to squeeze the most from employees but utilize the minimum resources possible. It is the organization’s commitment to enhance and retain the value of human capital. Among many outcomes, leveraging human capital provides the company with a competitive edge in the market. It also leads to efficient processes and commitment to preventing wasteful spending. Other outcomes include improving the employees’ strategic value and the overall business performance. To succeed in this area, leaders should focus on performance management, leadership development, and employee engagement and culture.
Pros and Cons of Current Systems/Processes
Pros
Value-based and economical
Employee-centered
Efficient and sustainable
Cons
Risk of personal bias
Time-consuming and resource-constraining
The organization uses various processes to acquire, develop, and leverage human capital. The dominant processes include interviews for acquiring human capital and educational programs for training, development, and leveraging. One of the main advantages of interviews is that they are value-based and economical. The organization uses internal staff to help it acquire human capital. Educational programs are employee-centered since they focus on skills gap and inadequacies that should be addressed to enhance employee performance. They are sustainable too. However, interviews are vulnerable to personal bias although panel interviews help to reduce the bias. Like interviews, educational programs are time-consuming and resource-constraining due to intensive planning and the need for massive financial, human, and material resources.
Leveraging Diversity to Improve Performance Outcomes
Encourage teamwork
Work through mentors
Activate open communication
Provide inclusive leadership
Provide opportunities for interaction and growth
Like other organizations, the current group of employees has diverse skills, knowledge, abilities, and experiences. The company can focus on these potentials to leverage diversity to improve performance by encouraging teamwork among employees. Teamwork increases employee engagement, encourages collaborative problem-solving, and promotes innovativeness (…….). Mentorship allows new and current employees to learn from their experienced colleagues to improve their skills and abilities. Open communication ensures that employees can express themselves and their needs can be addressed. Inclusive leadership shows that the organization is committed to diverse representation. Doing so will allow diverse ages, genders, ranks, and ethnic groups to interact freely and improve their overall productivity.
Developing and Integrating HR Positions
Assess the overall HR needs
Assess employees’ special needs
Determine leadership’s requirements
Evaluate organization’s resources
Integrate the relevant position that matches the current needs
HR professionals’ roles usually overlap. The organization can save massive resources by combining these positions and having as few departments as possible. The first step in developing and integrating the positions of HR specialist or generalist, HR leadership, HR consultant, or HR of one within the organization is to assess the organization’s overall HR needs. Such needs include employee development, appraisal techniques, technologies, and the recruitment process. This should be followed by a detailed assessment of employees’ special needs and leadership requirements. The organization’s resources should also be evaluated to determine whether it can financially cater for the personnel required for each position. The last step is to integrate the relevant position that matches the current organization’s needs.
Making Sound Decisions when Acquiring, Developing, and Leveraging Resources
Acquire talent through panel interviews
Recruit diverse talents
Conduct performance appraisals
Prioritize training and development
Update technologies to enhance efficiency
Provide opportunities for career development
Decision-making is critical to an organization’s success and profitability. Among many considerations, the company’s leadership should acquire human talent through panel interviews since they help to reduce selection bias (Sakshaug et al., 2020). Doing so will ensure that only the most skilled personnel joins the organization. Leadership should also consider recruiting diverse talents to promote workplace diversity. Diversity increases creativity and fosters problem-solving. Performance appraisals guide leaders in developing training and development strategies since they indicate areas where improvements are needed. The technology systems that the organization uses should also be updated regularly to enhance efficiency. Above all, leaders should provide adequate opportunities for career development.
Welcome to this presentation on acquiring, developing, and leveraging human capital. It is a detailed exploration of what human resource management entails and its role in an organization. The first part is a synopsis of the outcomes for acquiring, developing, training and leveraging human capital within my organization. It also examines the pros and cons of the current processes used in the organization. The second section is strategies for leveraging diversity to improve performance outcomes. The other important sections include a plan for developing and integrating HR positions, recommendations to the organization’s leadership, applying the course’s lessons, and a personal development plan as a human resource professional.
Human capital is the total economic value of employees’ experience and skills. The organization uses it to further its goals, and an organization should have adequately skilled employees to achieve its goals. The primary outcome of acquiring human capital is to increase the employees’ skill set and provide the organization with unique capabilities. Often, the organization is obliged to update its skillset depending on emerging needs like data and systems analysts or risk managers. Acquiring human capital also allows the organization to reduce workload, which is instrumental in preventing burnout among employees (Bakker & de Vries, 2021). Other outcomes include replacing lost talent and ensuring the organization’s continuity since reducing workload prevents turnover.
Training and development are a critical part of organizational growth. It involves the continued efforts to boost employees’ performance by helping them acquire new skills or improve their current knowledge and skills (Banfield et al., 2018; McNamara, 2022). Outcomes for training and development in the organization resemble many other organizations since the primary outcome is employees’ empowerment. Employees learn about new technologies, emerging workplace policies, diversity, and workplace relationships, among other skill sets. The new skills boost productivity, increasing the organization’s productivity. Other outcomes include boosting employees’ motivation, leadership development, and employee retention since they feel valued and motivated to work in the organization for a long time.
Organizations have employees with varying skills and experiences. Leveraging human capital denotes the consistent effort to squeeze the most from employees but utilize the minimum resources possible. It is the organization’s commitment to enhance and retain the value of human capital. Among many outcomes, leveraging human capital provides the company with a competitive edge in the market. It also leads to efficient processes and commitment to preventing wasteful spending. Other outcomes include improving the employees’ strategic value and the overall business performance. To succeed in this area, leaders should focus on performance management, leadership development, and employee engagement and culture.
The organization uses various processes to acquire, develop, and leverage human capital. The dominant processes include interviews for acquiring human capital and educational programs for training, development, and leveraging. One of the main advantages of interviews is that they are value-based and economical. The organization uses internal staff to help it acquire human capital. Educational programs are employee-centered since they focus on skills gap and inadequacies that should be addressed to enhance employee performance. They are sustainable too. However, interviews are vulnerable to personal bias although panel interviews help to reduce the bias. Like interviews, educational programs are time-consuming and resource-constraining due to intensive planning and the need for massive financial, human, and material resources.
Like other organizations, the current group of employees has diverse skills, knowledge, abilities, and experiences. The company can focus on these potentials to leverage diversity to improve performance by encouraging teamwork among employees. Teamwork increases employee engagement, encourages collaborative problem-solving, and promotes innovativeness (…….). Mentorship allows new and current employees to learn from their experienced colleagues to improve their skills and abilities. Open communication ensures that employees can express themselves and their needs can be addressed. Inclusive leadership shows that the organization is committed to diverse representation. Doing so will allow diverse ages, genders, ranks, and ethnic groups to interact freely and improve their overall productivity.
HR professionals’ roles usually overlap. The organization can save massive resources by combining these positions and having as few departments as possible. The first step in developing and integrating the positions of HR specialist or generalist, HR leadership, HR consultant, or HR of one within the organization is to assess the organization’s overall HR needs. Such needs include employee development, appraisal techniques, technologies, and the recruitment process. This should be followed by a detailed assessment of employees’ special needs and leadership requirements. The organization’s resources should also be evaluated to determine whether it can financially cater for the personnel required for each position. The last step is to integrate the relevant position that matches the current organization’s needs.
Decision-making is critical to an organization’s success and profitability. Among many considerations, the company’s leadership should acquire human talent through panel interviews since they help to reduce selection bias (Sakshaug et al., 2020). Doing so will ensure that only the most skilled personnel joins the organization. Leadership should also consider recruiting diverse talents to promote workplace diversity. Diversity increases creativity and fosters problem-solving. Performance appraisals guide leaders in developing training and development strategies since they indicate areas where improvements are needed. The technology systems that the organization uses should also be updated regularly to enhance efficiency. Above all, leaders should provide adequate opportunities for career development.
There are many concepts learned in the course that a HR professional can apply to enhance organization’s performance. I will apply the knowledge to guide the organization on employee selection through interviews, social media selection, and other strategies. The other knowledge area vital for a HR professional includes performance management and appraisal. I will guide the organization in this area to evaluate employees’ skills and develop appropriate training and development interventions. Rewards, employee development, and performance improvement were other areas of emphasis in the course. Accordingly, I will apply the knowledge to help the organization determine pay and incentive strategies and leverage performance. I will also play an influential role in ensuring all activities, decisions, and policies comply with the employment law.
Personal development is essential for individual and organizational growth. As a human resource professional, my personal development plan includes four main components. The first component is self-discovery, which is a detailed analysis of my current knowledge, skills, health status (mental and physical), and health needs. The second component is the development plan describing the strategies for achieving personal goals. It will also include timelines for achieving those goals. The third component is interval evaluation of the plan to determine whether the personal goals have been achieved and areas of improvement. The fourth component is a continuous improvement plan to ensure progressive development overall.
In conclusion, it is crucial to summarize some of the presentation’s key points. One of the main emphases is that human capital requires continuous development for the organization to reap maximally. After acquiring the necessary human capital, organizations must invest heavily in training and development to enhance performance. Training and development denote the continued efforts to boost employees’ performance by helping them to acquire new skills or improve their current knowledge and skills. Diversity has emerged as a critical component of organizational development that should be prioritized by acquiring diverse talents. During selection, interviews are reliable but time-consuming. It is also important to mention that a personal development plan starts with self-discovery.
References
Banfield, P., Kay, R., & Royles, D. (2018). Introduction to human resource management. Oxford University Press.
Bakker, A. B., & de Vries, J. D. (2021). Job Demands– Resources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress, & Coping, 34(1), 1-21. https://doi.org/10.1080/10615806.2020.1797695
McNamara, C. (2022). Employee training and development: reasons and benefits. Management Library. https://managementhelp.org/training/basics/r easons-for-training.htm
Ogbonnaya, C. (2019). When teamwork is good for e mployees — and when it isn’t. Harvard Business Review. https://hbr.org/2019/08/when- teamwork-is-good-for-employees-and-when-it- isnt
Sakshaug, J. W., Hülle, S., Schmucker, A., & Liebig, S. (2020). Panel survey recruitment with or without interviewers? Implications for nonresponse, panel consent, and total recruitment bias. Journal of Survey Statistics and Methodology, 8(3), 540-565. https://doi.org/10.1093/jssam/smz012