5-6 pages For this assessment, complete the following: Analyze how succession planning supports an organization’s strategic training plan. Articulate why candidates were selected to be interviewed. Develop a career development plan for the chosen candidate. Analyze the selection of a candidate to hire for a position. Summarize organizational processes needed to support this career development plan. Additional Requirements Written communication: Written communication is in a professional style with correct grammar, usage, and mechanics. APA formatting: Resources and citations are formatted according to current APA style. Headings: Incorporate level headings according to current APA style. Length: A typical response will be 5-6 typed, double-spaced pages. Font and font size: Times New Roman, 12 point. References: Use at least two references. Assessment 6 In the CapraTek: Succession Planning simulation, identify the three best candidates for the plant manager position, interview each candidate, and select your top choice. Create a career development plan for the selected candidate. For this assessment, you will use the CapraTek: Succession Planning simulation. Using this simulation, featuring a fictitious technology organization, requires you to make decisions about the best candidates for a plant manager position, to interview the candidates, and to select your top candidate in order to create a career development plan. SHOW LESS Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Assess an organization’s strategic plan for training. Analyze how succession planning supports an organization’s strategic training plan. Competency 5: Identify effective organizational processes and roles for employee development. Articulate why candidates were selected to be interviewed. Develop a career development plan for the chosen candidate. Analyze the selection of a candidate to hire for a position. Summarize organizational processes needed to support this career development plan. Competency Map CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course. Toggle Drawer Context Personal and Professional Goals Employees have personal and professional needs. Each employee is an individual who wants to understand who he or she is, to define his or her own professional goals, and to devise a plan for how to achieve these identified goals. It is your responsibility, as a training professional, to assist employees in meeting both their professional and personal goals. Ideally, the employee development system will allow employees to see how their personal goals align with organizational goals. Furthermore, it will set expectations for employees’ continued growth within the organization and provide feedback on their progress toward professional and personal goals. For example, an increasingly popular and important method of employee assessment is the 360-degree feedback method. This assessment tool is a multisource assessment that provides the employee with a chance to receive multi-rater feedback from peers, managers, and other coworkers and sources that work directly with the individual, along with a self-evaluation. The results of this assessment assist the employee with identifying and understanding areas for improvement. SHOW LESS Career Management An organization’s most valuable resource is its employees. An organization that invests time, money, and human resources in caring for the well-being of employees should receive a return of appreciation that shows through longevity, continued contribution, performance improvement, and ROI. Career management is an important issue for organizations that hope to maintain growth for both the organization and employees. As our world changes, so does the need for the organization to maintain pace with advancements in technology and processes. Organizations must constantly look to the future and anticipate human capital needs. Similarly, employees should be encouraged to think about their own long-term goals and how the organization can help them achieve these goals. A solid career management process will meet both the organization’s and employee’s needs. To develop employees for longer-term, continual growth with an organization, this assessment introduces succession planning and developing a career management plan. Toggle Drawer Questions to Consider As you work to complete this assessment, you may find it helpful to consider the questions below. You are encouraged to discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community, in order to deepen your understanding of the topics. What are the important elements that an organization’s plan should have in place for successful employee and career path development? Toggle Drawer Resources Required Resources The following resource is required to complete the assessment. Capella Multimedia Click the link provided below to complete the following simulation activity: CapraTek: Succession Planning | Transcript. SHOW LESS Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom. Library Resources The following resources are provided for you in the Capella University Library and are linked directly in this course. Bennett, B. (2003). Job rotation. Training Strategies for Tomorrow, 17(4), 7. Garvey, B., &Alred, G. (2000). Developing mentors. Career Development International, 5(4), 216–222. Gray, D. (2014). Succession planning 101. Professional Safety, 59(3), 35. Hall, D. T. (2004). The protean career: A quarter-century journey. Journal of Vocational Behavior, 65(1), 1–13. O’Neil, J., &Marsick, V. J. (2009). Peer mentoring and action learning. Adult Learning, 20(1/2), 19–24. Management development methods: How to get the right balance. (2008). Development and Learning in Organizations, 22(6), 29–31. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4047 – Employee Training and Development Library Guide to help direct your research. Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall. Chapter 11. Assessment Instructions Preparation Complete the CapraTek: Succession Planning simulation activity. Be sure to download your activity log results after completing this simulation; you will use them in this assessment. Requirements For this assessment, complete the following: Analyze how succession planning supports an organization’s strategic training plan. Articulate why candidates were selected to be interviewed. Develop a career development plan for the chosen candidate. Analyze the selection of a candidate to hire for a position. Summarize organizational processes needed to support this career development plan. Additional Requirements Written communication: Written communication is in a professional style with correct grammar, usage, and mechanics. APA formatting: Resources and citations are formatted according to current APA style. Headings: Incorporate level headings according to current APA style. Length: A typical response will be 5–6 typed, double-spaced pages. Font and font size: Times New Roman, 12 point. References: Use at least two references. Succession Planning Introduction Email Intranet Spartanburg Organization Chart Interviews and Development Resources Conclusion Credits Introduction CapraTek is leveraging its culture of innovation to expand into emerging wireless technologies. As part of that diversification, CapraTek is developing advanced smart-home technology. Last month, CapraTek announced that it will begin development of an integrated wireless system that will provide seamless integration of virtually all home electronics and appliances all controlled through a single, wireless device and a simple web-based interface. The system (Alfred!) will be produced in a new manufacturing facility in central Illinois. Groundbreaking on the new facility will begin this summer with full operations to be accomplished in three phases over the next two years. While most workers at the new plant will be hired locally, manager and supervisor positions will be filled through a combination of transfers and promotions from the two current U.S. CapraTek manufacturing plants and local hires. The new plant manager, Mark Cranston, had been the assistant plant manager at CapraTek’s Spartanburg South Carolina plant. His promotion leaves a vacancy at the South Carolina plant that will need to be backfilled quickly as the current plant manager is scheduled to retire in less than two years. After completing the activity, you should: Understand how succession planning and employee development relate to an organization’s strategic goals. Be able to select appropriate candidates for development. Be able to apply various tools and resources to an individual’s development plan. Email Succession Issues at Spartanburg From: Evelyn Unger, Senior HR Generalist I am assuming that you have had a chance to read Kathleen’s announcement on the company intranet – if you haven’t, you should. The bottom line is that we didn’t see Mark’s promotion coming and there has not been much done in terms of succession planning at that plant (or, to be honest, at our other plants). It is looking like there isn’t a strong internal candidate to take Mark’s place, so we will be posting the position and looking externally to fill the position. With the current plant manager slated to retire, we’d like to avoid this kind of thing happening again, so I’d like you to take a look at the management and supervisory in Spartanburg and come up with a development plan for one of those individuals. Basically, identify one person who you think has the potential to be a strong internal candidate to replace Chuck when he retires. Identify what needs to be done in terms of succession planning and career development planning, and be prepared to talk about it later this week. You’ll probably want to set up virtual meetings with several potential candidates to talk about their goals and current plans. I’m asking a couple of other people to do the same thing, so be prepared to defend your choice! I’ll follow up with you later. Good luck! ↑ Back to top Intranet Company Announcements: On behalf of the entire Executive Team, I am pleased to announce that Mark Cranston has accepted the position of Plant Manager for our new facility in Mahomet, Illinois. Mark has been the Assistant Plant Manager for our facility in Spartanburg, SC for the last 5 years. In that time, Mark was overseeing production of several new product lines including CapraTek’sSwitchBack server. Mark implemented cost reductions for the last two years, contributed to increasing manufacturing output by 10% without adding to labor costs, saving the company over $75,000. He also introduced Lean Manufacturing and Kaizen Management methods, and created management tools to analyze productivity which were implemented as best practices at our New Mexico plant. We are proud that Mark is a part of CapraTek and appreciate his contributions to the success of our Spartanburg operations. The Executive Team looks forward to supporting Mark as he spearheads the manufacturing of our Alfred! line of products. Please join me in congratulating Mark on his promotion! Kathleen Brady Sr. Vice President – Human Resources View additional Capratek Intranet Content » ↑ Back to top Spartanburg Organization Chart Chuck Fulmer – Plant Manager VACANT – Assistant Plant Manager Suzanne Pope – Quality Assurance Manager AAS in Industrial Management – working on BS online. Five years’ experience – named ‘Supervisor of the Year’ last year and promoted to department manager last year. Great people skills and very ambitious. David Rivers – 1st Shift Manager BS in Mechanical engineering, 12 years with company – rose from supervisor to shift manager in seven years. No interest in more education but a quick learner and very good people person. Needs more current tech knowledge. Doug Knutson – Production Manager BS in Mechanical Engineering – 14 years as a department manager – solid technical skills – decent people skills. While a good solid performer little willingness to learn new things. Well-liked by his staff – a fishing buddy with several of them. Carl Anderson – Product Manager Senior Department Manager with over 20 years as Supervisor and department manager – got BS at night and working on MBA at night. Employees consider him hard but fair. Always willing to take on new assignments and almost always gets the job done on time. Robert Schwartz – 2nd Shift Manager BS in Math, currently completing MBA online. Eight years with company – but only two as shift manager. Strong current tech skills but needs more development in people skills. Sean Lewis – Product Manager BS in industrial engineering – seven years as a Supervisor and three as a department manager. Has recommended several new methods to improve operations in the last two years – well-liked by all and seen as a good boss who supports the people who work for him. ↑ Back to top Interviews and Development Resources Interview Questions: What are your goals for the next 5 to 10 years? Do you have any plans to further your education and if so in what area and why? Are you willing to move into broader management areas than your current position? What are your weaknesses and what training would you need to enhance these? What are your major strengths and how can these be used for your future growth? Are you willing to accept transfers and/or travel to enhance your skills? Development Resources: Formal Education – CapraTek offers tuition reimbursement for employees’ college and university expenses. This program requires employees submit an application and obtain their supervisor’s approval. The program or degree must be related to the employee’s current position or to promotional opportunities. Technical Seminars – Employees attend seminars or conferences that focus on topics or skills relevant to their work. Employees are usually asked to prepare a written report or deliver a presentation to other staff as a way of demonstrating the new knowledge and to extend the benefit to CapraTek. Leadership / “Soft Skill” Seminars – Newly promoted supervisors and managers are encouraged to attend leadership seminars or courses that provide opportunities to develop leadership skills and competencies. Special Projects – These projects provide an employee an opportunity to work on a project that is normally outside his or her job duties. These are coordinated through the manager, the employee, and HR so that goals and expectations can be clarified and measured. Short Term Assignments – Short term assignments are sometimes used to have two employees in different departments “swap” jobs for a predetermined duration, usually to increase collaboration and inter-department understanding. Cross-Training Opportunities – Cross-training uses training and development opportunities to ensure employees have the skills necessary to perform various job functions within an organization. Mentoring – CapraTek has a structured mentoring program in which an experienced employee is paired with a less experienced employee in a similar job or career structure. The mentor assists the mentee in developing skills and knowledge relevant to the employee’s professional growth. Activity Log Complete the interviews in the activity and the content of the interviews will appear here. ↑ Back to top Conclusion Activity Complete! You have completed all the modules of the Succession Planning activity. Based on your completion of this activity, you should have the following: An understanding of how succession planning and employee development relate to an organization’s strategic goals. The ability to select appropriate candidates for development. The ability to identify the right tools and resources for an individual’s development plan. ↑ Back to top Credits Subject Matter Expert: Dr. Richard J Wagner Interactive Design: Estelle Domingos, Peter Hentges, Christopher Schons Instructional Design: Peter Lindner, Felicity Pearson Project Manager: Josh Bondy, Amanda Holman, Tom Kapocious Licensed under a Creative Commons Attribution 3.0 License.