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.

    Consecution Contemplationning and Strategic Inoculation

    Introduction

    An Talented inoculation contemplation should refertalented attributtalented attributtalented attributtalented solely catch into importance the expectations of the construction yet as-well-mannered the demands ce the employees. Employees are regularly on the lookup ce product opportunities and approaches that conquer repair their functional outaugmentation as well-mannered-behaved-mannered-mannered-mannered-mannered as singular outgrowth. By focusing on the Capra Tek’s contingency, the article caters an counterpoiseview of the clew aspects to be deliberateed in the coursees of conferences and hiring that could unconditionally repair employee success product (O’Neil & Marsick, 2009). The address of summit volume amid an construction is clew to achieving the elder cheerful of the rooted.

    Consecution Contemplationning and Construction’s Strategic Inoculation Contemplation

    Consecution contemplationning envelops the identification of innovating beings who could reinstate the coercionegoing leaders following such occurrences as vocableination, departure or license (Gray, 2014). Compensation of innovating members ce a detail pose could be well-mannered-behaved-mannered-manneredocated to beings who possess an mind of the constructional roles and responsibilities (Garvey & Alred, 2000). This determines that poor inoculation costs and season possess been utilized in the compensation of leaders from other constructions or without the rooted and rather truths those with pertinent proof in the enterprise. This does refertalented attributtalented attributtalented attributtalented solely hinder on costs yet as-well-mannered impresss as a motivation policy ce the construction’s staff team. The consecution contemplationning has been structured in a practice that caters an intensive apprehension of employee motivational approaches.

    Capra Tek’s consecution contemplationning should determine a soften transition unformed beings leaders by preventing a jurisdiction labor. The inoculation should extension the compute of the prefertalented and proofd staff team to determine that they are kept expeditions ce the profittalented roles and responsibilities (Gray, 2014). The commencement culture should be structured in a practice that closes a genius mindbe at well-mannered-behaved-mannered-mannered-mannered the stages of address. The inoculation contemplation includes a sequence of objectives well-mannered-behaved-mannered-mannered-mannered shaped to help the consecution contemplationning demands. It identifies well-mannered-behaved-mannered-mannered-mannered beings with the talent to feign elder province involving commencement and address pose in CapraTek. The confer-upon leaders should be expeditions to stay the staff team in befitting very-much adapted beings. Discriminating product practices are imported as they determine that inhabitants possess been kept up to limit with mound roles and capabilities.  

    Talented Constructional Coursees ce Employee Product

        CapraTek HR has cemulated misspend steps which possess been consolidated into the HR functions with misspend well-mannered-behaved-mannered-manneredocations of funds, seasons and instrument to catch trouble of the employees. This could as-well-mannered obey as an impress of compensate or signification. Employees manage to effect rectify through such aspects as ROI, effectance correction, continued oblation and craveevity (Bennett, 2003). Capra Tek’s success pool address ought to institution itself with the product of diverse feeder groups up and down the well-mannered-behaved-mannered-mannered-mannered series or pipeline of the commencement.

    The integration of success address into the HR coursees is discriminating to achieving outaugmentation ce twain the construction and its employees. The Success address could as-well-mannered be prepared through the truth of recent technologies in closely well-mannered-behaved-mannered-mannered-mannered operations in CapraTek. Product of programs that persistently submit employees to believe encircling the practice in which CapraTek repairs their goals victory and practices in which they could rectify found themselves is important ce the rooted. The success product contemplation catchs into importance twain the constructions demand and those of the employees. Decay measures ought to be betle in betle to determine that likely risks and inoperative issues possess been addressed. Some concepts possess been consolidated into the HR functions including success address and consecution contemplationning.

    Candidates Election ce Conference

    The election of beings ce the conference course was made to determine that well-mannered-behaved-mannered-mannered-mannered the claimants selected ce the conference as the inevittalented fitnesss as undeveloped claimants. The conference course should prepare an mind of each of the team members in practices that produce strong separation incomplete well-mannered-behaved-mannered-mannered-mannered the claimants and thus conclude the most adapted (Blanchard & Thacker, 2013). It as-well-mannered prepares an in-depth evaluation of well-mannered-behaved-mannered-mannered-mannered the claimants to discuss the most adapted beings ce a pose. The assessment of claimants during the conference could as-well-mannered be associated with the preparation of insights towards the hiring team on some of the mound skills or fitnesss that ought to be deliberateed amid Capratek.

    Success Product Contemplation

    The momentous instrument utilized ce success product aids in Capratek include: habitward inoculation, commencement seminars, incomplete voctalented assignments, eespecial projects, mentoring, technical effectshops and cemal teaching.  Success product contemplation is helped touching the demands and goals of the employees. These goals should, so-far, be associated with the functional outaugmentation of the construction as well-mannered-behaved-mannered-mannered-mannered-mannered as those of the rooted. It would be momentous ce the office to deliberate the goals and objectives of well-mannered-behaved-mannered-mannered-mannered the team members amid the posse to consolidate course that persistently minds employees’ demands (Garvey & Alred, 2000). The contemplation should as-well-mannered be helped in a practice that captures the advancement of the employees and constructional aspects that possess been incorporated to help the product.

    The success product contemplation ce the CapraTek pose conquer envelop a seassolely well-mannered-behaved-mannered-manneredocation of tasks to the candilimit to determine that they are persistently occupied in detached constructional coursees. This is momentous as the beings conclude to discern the elder coursees envelopd in the construction, sales, and marketing of the technological products amid the rooted (O’Neil & Marsick, 2009). Well-mannered-behaved-mannered-manneredocation of restricted roles to evaluate their advancement conquer as-well-mannered be persuadeed and compensateing effected underneathneathneath a detail layer of effectance.

    Expected challenges ought to be addressed crave antecedently being encountered amid the rooted to determine cemulation of talented decay strategies to streamline operations. Seassolely reconsideration of employee success outaugmentation and constructional product is discriminating to mind the corporeal gaps that should be focused upon ce enhancing employee outaugmentation (Hall, 2004). Evaluating the worth of employees ce detail operation pose should be effected to determine that employees possess been kept expeditions ce the diverse poses refertalented attributtalented attributtalented attributtalented solely ce construction’s benefits yet as-well-mannered ce singular outgrowth.  

    Candilimit Election in Hiring

    The hiring course should determine compensation of the best volume through avowal of the very-much adapted claimants. The course envelops the identification of qualities, behaviors, and skills that are imported to adding treasure to detail employees’ roles. Capra Tek’s hiring criteria is manifest where the hiring team has been well-mannered-behaved-mannered-manneredocated to persuade the course underneathneathneath a be of factors. The election and screening coursees antecedently hiring possess occupied ttalented of the members of staff and the address amid the departments. This is becatruth the beings possess the pertinent acquirements and proof which is clew to compensation of the best-equipped claimants ce the poses

    The conference questions are cemulated in such a practice that they cater draw compact attrexercise on the fitness of a candilimit ce a detail operation. Although the conference envelops evaluation of skills, acquirements, and proof, test of a candilimit acquirements shows an individual’s raze of commitment to their outaugmentation as well-mannered-behaved-mannered-mannered-mannered-mannered as those of the construction. The candilimit possesses most of the imported requirements to follow roles and responsibilities ce a detail operation pose successfully.

    Organizational Coursees to Stay Success Product

        CapraTek has unembarrassed an annual assessment proceeding that conquer be persuadeed to defy the advancement of the staff team. This conquer close feedback programs that insettle the demands of the members as well-mannered-behaved-mannered-mannered-mannered-mannered as identifies the coursees that should persistently be utilized to conclude employee product (Bennett, 2003). Beings success product discussions conquer be persuadeed on an annual reason with the staff members. This conquer be effected at well-mannered-behaved-mannered-mannered-mannered razes amid the rooted. Capra Tek’s address and supervisory teams should be liberal and held chargetalented on ce staying staff product efforts.

    Success product of the staff team conquer as-well-mannered be concluded through the product of impressivities and programs such as success policy groups, coaching, internships, mentoring, habitward-inoculation and operation order. The staff team should as-well-mannered be caterd with indemnify season and stay ce enhancing success product which exceeds the vulgar operations that are laagered to (Hall, 2004). Employees insettle such as ductile effect preparation is clew to creating an mind unformed Capra Tek’s address and the staff team. Issues corporeal incomplete the effecters are most likely to be underneathneathstood and consolidated into the success product contemplation deliberateing talented message exists unformed the staff and the address.

    Continued employee appraisal conquer repair continued conqueringness to disclose functionally. This conquer be effected through strategic steps focused towards the preparation of recurrent feedback to the employees in a practice that fosters product. The appraisals should as-well-mannered settle the impairment and strengths of the rule as well-mannered-behaved-mannered-mannered-mannered-mannered as be talented to evaluate the transition of employees counterpoise season.

    References

    Bennett, B. (2003). Operation order. Inoculation Strategies ce Tomorrow, 17(4), 7.

    Blanchard, N. P., & Thacker, J. (2013). Talented inoculation (5th ed.). Upper Saddle River, NJ: Prentice Hall.

    Garvey, B., &Alred, G. (2000). Discloseing mentors. Success Product International, 5(4), 216–222.

    Gray, D. (2014). Consecution contemplationning 101. Functional Safety, 59(3), 35.

    Hall, D. T. (2004). The protean success: A quarter-century tour. Journal of Vocational Behavior, 65(1), 1–13.

    Address product methods: How to conclude the fit counterpoise. (2008). Product and Lore in Constructions, 22(6), 29–31.

    O’Neil, J., &Marsick, V. J. (2009). Peer mentoring and impression lore. Adult Lore, 20(1/2), 19–24.