Management Development Strategy
The strategy for employee development should be based on the notion that a workforce that is engaged and well led affects positively on the quality of employee production and provides high degree of satisfaction. The alternative employee fir management should be based on training, coaching and mentoring so as to have a management team that is self-driven, skilled, experienced and satisfied with their positions. Training involves imparting skills or cultivating skills in individual to attain their target growth objectives by refreshing their old skills, whether technical or even soft focus (Mumford & Gold, 2004). The training should involve involvement in various activities, discussions exercises or through role play. The aim is to increase the skill set and their confidence in using these skills which will broaden the management role so that it is not only just a plan on skills applications. The intended management trainee should concentrate on important areas that will assist in their present and future goals but this should be done through a process that aligns these goals to company goals. Coaching involves orienting the employees to the hands on management responsibilities with a specific set duration for completion (Stern, 2013). The programs involved in the coaching process should be structured and the various sessions scheduled on constant basis. The focus on the coaching program should focus on issues touching on development and specific areas of development. Mentoring on the other hand is a long-term process that is aimed at development management employees for the future tasks (Stern, 2013). It involves the mentor establishing a relationship with the managers that last a long-time so that there is no deviation from the intended development goals. This can be carried out through informal meetings that take place when the mentee needs support, guidance or even advice in their management task.
Executive coaching and mentoring involves establishment of a one-on-one relationship between a trainee and an adviser where confidentiality is highly regarded and personal development facilitated. Executive coaching equip individuals to handle management issues with high confidence and competence especially in the short term issues (Stern, 2013). They help individuals to perfect their management and leadership skills which have immediate and lasting impacts. It is a good way of providing encouragement and motivation which are necessary in revitalizing the management process in an organization. Mentoring and coaching programs help in providing managers with current changes in real world management activities and experiences (Stern, 2013). They bridge the gap between executives and mentors and thus bring change needed in refreshing management performance.
For the management development to be successful, various factors have to be considered before a program is instituted. These include various competencies and roles, employee expectations and the relation with the total quality management. Competencies refer to those skills needed for in the process of management and which may be required in order to rejuvenate the performance of employees so as to ensure that the goals of the organization are achieved. The development program should consider all the previous training, job experience and efforts that in the past have been aimed at employee development (Mumford & Gold, 2004). This means that various job competencies should be exhibited by the managers or employees while performing their functions. Management roles include those functions that have been undertaken by the employees and which needs renewed effort in completion of their intended mission of the organization. The management must ensure that they evaluate what the employees expect in regard to their personal growth and career development plan whose neglect in the past could have led to poor or average performance (Mumford & Gold, 2004). Focusing on these issues could help in avoiding the loss of talented managers and employees who think they are not offered the opportunity for career and personal development. Since employee normally want development, they should be highly motivated or the organization will not get the right opportunities to retain improve their performance or retain them. The other factor to consider is how the management development will be linked to the organization’s total quality management. This consideration ensures that management is trained on how they can take part in the improvement of products, services and processes and a culture that ensures that customer satisfaction is achieved (Mumford & Gold, 2004). The management will resume the necessary aspect of customer –focus, total involvement of all employees and ensuring that the process is time focused. These factors are necessary for ensuring that development strategy is aligned with overall organizational objectives. A work-life balance can be struck in the development process.
Succession planning is an important step in talent management especially when there is a need to address competency gaps in various occupation or positions in management. It is proactive processes that enables organizations to identify individuals who can occupy those positions and impart them will relevant skills and competencies so as to undertake these roles (Mumford & Gold, 2004). In the process management development process, the succession management involves a proactive step that identify high potential individuals who can be recruited, trained and mentored to occupy future management positions.
References
Deb, T. (2006). Strategic approach to human resource management: Concept, tools and application. New
Delhi: Atlantic. 241-254
Mumford, A., & Gold, J. (2004). Management Development: Strategies for Action. Wimbledon: Chartered Institute of Personnel and Development.
Stern, L. R. (2013). Executive coaching: Building and managing your professional practice. Hoboken, N.J: Wiley.
