Discussion Response
Respond with 200 words each
Post #1:
1. The first thing that comes to mind when helping employees plan their development is that it benefits the company. They want to keep this employee interested and they will want to have this employee as proficient as possible in their field. By identifying strengths and weaknesses, and helping their employee be a better overall employee, companies can enjoy better retention amongst workers and managers. This makes the company more competitive and do better in the market. Developing employees allows for the company to stay flexible and stay up to date in order to produce products or services that is relevant to today’s world. Some disadvantages or risks would be that is cost money. Companies will have to spend money for trainings, seminars, continuing education, and more. This usually involves food and other expenses as well, so the costs continue to rise. Another risk is that putting employees through these trainings and offering development aides can end in a flop. Simply put, some employees don’t see the development plans as worth it. They only want a certain thing out of their job, and many simply do not want to stay. For example, a worker at the blood donor center I work at was clear from the start she was only there as a temporary worker. She refused to learn other facets of the job simply because she knew she wasn’t staying long.
2. As a human resource manager, you do have some responsibility in creating a nurturing environment that people want to work at. But there is a fine line. For my job, as an NCO I must be involved somewhat in my soldiers’ lives. It would benefit me, and in turn benefit them, to know if there are marital problems, financial problems, and/or drug problems. This way, I can find the resources needed to help the soldier, and offer my own limited advice. Again, this is a fine line. Intrusions like this are to be reserved. If I tried to solve my soldier’s marital issue by myself, I will only make things worse and really lose the trust of that soldier. But I don’t believe that you should turn a blind eye as a HRM. Because not only should you care about your employees, but you should know when their distractions can be devastating for the company. So I believe it should be case-by-case, and to be aware when things are out of your hands.
3. Mentoring programs are meant to match a mentor, or someone who is seasoned, with someone who is a little more green. Noe and associates write, “One major advantage of formalized mentoring programs is that they ensure access to mentors for all employees, regardless of gender or race,” (Noe et al., 2015). Some benefits for the mentor is that they can share their knowledge and passion for the job. This also looks good for the mentor and may open up opportunities, as well as build rapport within the company. Some benefits for the protégé is that they can develop a relationship to people within the company, they can gain valuable skills that they might not have had before, and it gives them the foundation to turn around and mentor others down the road.
Reply:
POST #2:
1.1. Why should companies be interested in helping employees plan their development?
It is crucial for companies to assist employees in planning their development for reasons. Guiding employees in their career advancement not only aids them in reaching their career aspirations, but also cultivates a culture of continuous learning and progress, within the organization. Moreover, assisting employees with their development plans ensures that individual objectives are aligned with the company’s goals. When employees have clarity about their prospects within the organization, they are more inclined to dedicate themselves to their roles leading to productivity, lower turnover rates and overall organizational prosperity. Additionally, supporting employee development planning showcases a dedication to their well-being and advancement promoting a workplace environment that boosts employee engagement and loyalty.
1.2. Benefits of professional development
Professional development initiatives help companies attract and retain talent by demonstrating support and appreciation, for staff members growth. This contributes to reducing turnover rates and related expenses while also improving employee performance, productivity levels, satisfaction and engagement. When employees are provided with a career path and opportunities, for advancement they tend to feel more motivated and engaged in their work. This in turn results in job satisfaction and overall employee contentment.
1.3. Risks of professional development
As for the risks associated with PD, it may necessitate additional resources and investments from the company. Offering training and growth opportunities could require investments in training facilities, external consultants or internal talent development programs. Additionally, there might be some resistance to change among employees. Certain employees may be hesitant to participate in career development activities or reluctant to adapt to roles or responsibilities. Overcoming this challenge can be a hurdle for companies and might impede the effectiveness of efforts.
2.
2.1. If off-the-job stress and dissatisfaction begin to create on-the-job problems, what are the rights and responsibilities of the human resource manager in helping the employee to overcome these problems?
Managing stress is a synergistic approach that requires management and employees to collaborate and deal with it effectively (Gomathi & Rajeswari, 2021). In the scenario when off-the-job stress and dissatisfaction start affecting an employee’s performance and well-being, it becomes the duty of the human resources manager to step and address these issues. The HR manager holds the responsibility and authority to cultivate a work environment that prioritizes employee wellness and handles issues regarding stress or discontent. However, it is crucial to find a balance, between supporting employees and respecting their privacy. Approaching these situations with sensitivity and confidentiality is key for the HR manager. Involving the employee in decision making, offering guidance and resources as needed and ensuring that interventions align with company policies while upholding employee rights are very important steps. Moreover, clear communication about expectations and boundaries of assistance is vital to avoid intrusiveness or violating employee privacy.
2.2. Are intrusions into such areas an invasion of privacy, a benevolent and altruistic employer practice, or simply a prudent financial step taken to protect the firm’s investment?
Intrusions into an employee’s personal life to tackle off the job stress and dissatisfaction can be a delicate matter. Upholding the employees right to privacy and autonomy is paramount. While some may view interventions as acts of kindness from an employer, it is imperative that any actions taken are voluntary and stem from concern, for the well-being of employees. While it can be argued that interventions into these areas are a benevolent and altruistic employer practice, it is crucial to ensure that such actions are consensual and based on genuine concern for employee well-being. Intrusive actions may be seen as a violation of privacy, leading to distrust and resentment. Proactively addressing these concerns helps companies minimize risks and ensure the welfare of their staff.
3.
3.1. Why do companies develop formal mentoring programs?
Formal mentorship initiatives can assist companies in attracting and retaining talent. Numerous protégé outcomes are positively correlated with mentoring (Eby et al., 2008). Moreover, these programs facilitate knowledge transfer across departments, teams and hierarchies. This knowledge exchange can foster innovation and effective problem-solving practices that ultimately benefit the organization. Furthermore, mentorship programs offer leaders opportunities to hone their skills and acquire experience. This enables companies to nurture a pool of leaders of steering growth and achieving success. Additionally, mentorship programs can enhance employee engagement levels and overall satisfaction, within the workforce. By investing in the growth and advancement of their employees, companies can cultivate a work culture that is inclusive of all individuals. As a result, increased motivation and dedication lead to productivity and reduced turnover rates.
3.2. Benefits for the Mentor, for the Protégé
Formal mentoring programs bring advantages to both mentors and protégés. These programs provide a platform for individuals to expand their knowledge and skills offering guidance and support to all participants. Mentors have the chance to share their expertise and wisdom while protégés receive advice and perspectives. Moreover, formal mentoring initiatives promote professional growth, enhance leadership abilities and cultivate connections. The mentoring relationship can enhance the commitment of protégés to their organizations (Gang et al., 2022). In essence, these programs offer a win-win situation for mentors and protégés, enabling them to learn from each other, grow as individuals, and contribute to the personal and professional development of both parties involved.
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