DQ: 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?

DQ: 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?

HRM 635 Topic 5 DQ 2


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 2010 IOM report had four key messages or recommendations for nurses to position themselves strategically in healthcare provision. Firstly, the report stresses the need for nurses to practice to the fullest level of their education and training without any hindrances imposed by state boards of nursing. The message influences nursing practice as it means that nurses should be barred from practicing what they have trained on in different specialties (Price & Reichert, 2018). Secondly, the report asserted that nurses should engage in lifelong learning to acquire higher levels of education and training based on a better education system. The message means that the nursing practice requires professional nurses to engage in continual professional development to attain the latest skills and knowledge in healthcare provision, especially the deployment of technology.

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.




GreggU. (2020, June 8). Employee and Career Development. (Video). Retrieved from

Lauby, S. (2018, May 11). How to Create a Recruiting Strategy: Buy, Build, and Borrow. Retrieved from

SHRM (2022, January 27). Engaging in Succession Planning. Retrieved from

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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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.


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.


De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior39(2), 199-213.

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 Research10. Available at SSRN:

Mantow, H. A. D., & Nilasari, B. M. (2022). The Effect Of Knowledge Management And Talent Management On Employee Performance. Jurnal Manajemen26(1), 51-66. DOI:

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.

Quinn, R., Thakor, A. (2018). Creating A Purpose-Driven Organization Review.

96(4). 78-85.

Thank you for your post, An organization that connects with ones sense of higher purpose in leadership or advancing in the organization is the first step to encouraging and supporting employees who want to advance.  People crave promotions for many reasons such as more pay, responsibility or improved job satisfaction, and these promotions can provide opportunities to reward performance (Dessler, 2016). Yet on the flip side if an employee is promoted without training or support it can quickly turn from a positive experience to a negative one and even leading to one losing their job. It is the responsibility of a leader or organization providing promotions to support those they promote for the benefit of the organization and the employee. At times career development is inconsistent and leads to programs that lead to blockades in training, the role of the leader is to remove these barriers (Dessler, 2016) Career planning and having a clear plan to towards the promotion is the first step providing support is what makes it successful.

thank you

Hi Lis! I really like what you talked about with employees being set towards a higher purpose. That kind of leadership that empowers them to find a purpose in their work is very powerful. We all want mean members who are engaged in their work and in the culture! I also like that you brought out creating a career plan for them that allows them to think futuristically about their lives. That is a really great thing!

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.



Society of Human Resource Professionals. (2021). Retaining Is Key Employment Strategy at Kaiser Permanente.

I agree with you that Kaiser’s feelings after investing in their work family is right. Kaiser knows that the decision will make the place better for many people. The employer understands the role of the workers in attaining organizational goals. As a result, Kaiser encourages their workers by enhancing their skills. The organization creates a conducive environment for create growth (Budworth et al., 2019). In turn, most established workers become loyal to such employers. Most organizations pride in having competent workers due to their high professionalism and performance levels. Competent workers display quality when performing their roles (Suh, 2021). As a result, organizations with competent employees receive positive feedbacks and referrals. There are many benefits that employers get when they supporting career and productivity growth in their workforce (Jayathilake et al., 2021). Some bosses may perceive the decision to develop talents as an avoidable risky. Other employers may want to improve individual performance to the benefit of the company.


Budworth, M. H., Harrison, J. A., & Chummar, S. (2019). Beyond feedback: understanding how feedforward can support employee development. Journal of Management Development.

Jayathilake, H. D., Daud, D., Eaw, H. C., & Annuar, N. (2021). Employee development and retention of Generation-Z employees in the post-COVID-19 workplace: a conceptual framework. Benchmarking: An International Journal

Suh, B. (2021). Workplace learning: how to build a culture of continuous employee development. The Learning Organization


According to Forbes (2021) when leadership fails to have professional development conversations with their employees, there is the possibility for attrition. In general, I believe it is management’s responsibility to get to know their employees. What this looks like is having regular conversations with them to see how things are going, and to support them in areas where they may need assistance or additional training. In these regular conversations, professional development is a must. Not every employee is satisfied staying in the same position for the duration of their career. If an employee expresses interest in developing professionally, and moving on to something better for themselves, leadership must support this. I have a motto that what is best for the employee is best for the organization. An unhappy employee who is held back is eventually going to have poor performance over time, and there will be a loss in productivity. Within my Agency we support employees who choose to go back to school, and will do our best to find a schedule that works best to accommodate this. We are a social/human services Agency, so more often than not the way to move up or out is by getting some letters behind your name. For those employees happy ding the same type of job there is also opportunity for them.


Panel®, E. (2023, September 12). Council post: 10 ways managers can support employee career growth. Forbes.