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 REPLY TO DISCUSSION

 

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.

 

References:

 

GreggU. (2020, June 8). Employee and Career Development. (Video). Retrieved from https://youtu.be/LLvacMQr_dM