Question.2694 - You will be placed in groups of three to four students. The purpose of this Collaborative Assignment is to read, review and discuss one of the articles listed herein below with the members of your group. Then, prepare a short (4-6 pages) group written report responding to the following questions or statements. Be sure to include APA in-text information as well as References information. Your instructor will either assign your group one of the following articles to use for this assignment <or> you and your group will be allowed to select one of the two. Both articles are located in "Files" in the course and are also available through the DeVry University Library (library.devry.edu). The Practices that set Learning Organizations apart. Collings, D. G., & McMackin, J. (2021). The practices that set learning organizations apart. MIT Sloan Management Review, 62(4), 1-6. https://www.proquest.com/scholarly-journals/practices-that-set-learning-organizations-apart/docview/2528896779/se-2?accountid=44759 (https://www.proquest.com/scholarly-journals/practices-that-set-learning-organizations-apart/docview/2528896779/se-2?accountid=44759) A Framework for Integrating Strategic HR and Knowledge Management for Innovation Performance. Trivedi, K., & Kailash Bihari, L. S. (2021). A framework for integrating strategic HR and knowledge management for innovation performance. Strategic HR Review, 20(1), 11-16. http://dx.doi.org/10.1108/SHR-08-2020-0076 (http://dx.doi.org/10.1108/SHR-08-2020-0076) Collaborative Assignment - Group Paper - Requirements Introduction: Include a short introduction to the assigned article. Evaluate Organizational Outcomes: Evaluate organizational outcomes as they relate to the assigned article. What does your group predict as the future of organizational outcomes when considered in relation to talent supply initiatives and employee retention? Why are these matters important to consider and discuss? Strategic Planning: Skills based Strategic Planning is considered by many to be the "heart and soul" of Human Resource Management. Based on your knowledge and understanding of Strategic Planning, as well as using relevant information from the article, appraise workforce analytics, employee career path and retention initiatives. Synthesis and Summary: Synthesize the information from the above two questions. Assemble it in such a way that it is a cogent summarization of the information. Based on this analysis, propose three to five recommendations concerning strategic staffing for an organization's executive leadership team. Collaboration with Others: Assess your group's process / processes while completing this assignment. What worked well? What didn't work well? Why? APA Style and Formatting: Include appropriate APA Style in-text citations and References information.
Answer Below:
Introduction Organizations need help adjusting to digital revolutions, automation, and continual learning in the quickly changing modern workforce (Waruwu et al., 2020). Effective businesses strategically approach learning and development (L&D) to manage these complications, as examined in "The Practises That Set Learning Organisations Apart" by David G. Collings and John McMackin. The article analyses seven key principles that top organizations use to highlight learning and development (L&D) 's crucial role in boosting worker agility, resilience, and competitiveness. As we continue this discussion, it becomes clear that the ideas presented provide a road map for organizations to address current needs while also planning for and prospering in the future (Collings & McMackin, 2021). This introduction sets the stage for a close examination of the paper's ideas, focusing on strategic planning, the results for the organization, and group discussions about the analytical process. Evaluate Organisational Outcomes The assigned paper highlights the significant influence that learning and development (L&D) strategies have on organizational outcomes, especially regarding talent supply initiatives and employee retention. Positive organizational outcomes are expected when the seven key concepts described in this article are successfully implemented. A highly flexible and future-ready workforce is anticipated for organizations that adopt strategic L&D programs. A continuous influx of qualified personnel will support talent supply goals and easily align with the organization's changing needs. Retaining competitiveness is contingent upon this inflow, particularly in sectors of the economy experiencing swift technological revolutions (Cop et al., 2020). 3 Effective L&D strategies also promote a culture of ongoing learning and development, which helps to retain employees. Businesses that support their employees' growth and offer chances for skill improvement and career advancement have a higher retention rate. Consequently, this lowers attrition rates, lessens the expense of hiring and onboarding new employees, and improves the retention of institutional knowledge. Businesses' ability to adjust to the evolving nature of work will determine how well they do regarding talent availability and staff retention. Organizations want a workforce with the newest skills since automation, artificial intelligence, and digital business models are becoming essential. When it comes to luring, nurturing, and keeping talent, companies that invest strategically in L&D stand to gain an advantage over their rivals (Malik et al., 2020). For several reasons, these issues are extremely important. First, the necessary talents might not be relevant tomorrow in today's fast-paced corporate world. Companies need to prepare their employees ahead of time for new difficulties. Second, there is a general concern about the need for more talent, particularly in fields where specialized talents are highly sought. Successful talent supply programs guarantee a large pool of competent people prepared to support organizational objectives. Furthermore, retention is a key performance indicator for organizations at a time of high employee mobility and a competitive labor market. In addition to causing large expenses, high turnover rates often interfere with ongoing operations. When workers believe that their professional growth is a top priority for the company, they are more likely to remain devoted and involved. Finally, there is an inherent connection between strategic L&D practices and the future of organizational outcomes. The agility and resilience of organizations in the face of changing 4 industrial landscapes will depend on their capacity to draw in, nurture, and hold onto talent through efficient talent supply efforts and employee retention measures. These factors will become increasingly important as sectors continue to change, highlighting how important it is to fund the education and training of workers (Collings & McMackin, 2021). Strategic Planning Strategic planning, frequently called the "heart and soul" of HRM, is crucial in coordinating workforce skills with organizational goals. Within the context of this article and a broader understanding of strategic planning, a close examination of workforce analytics, employee career paths, and retention programs shows how important they are to achieving business goals. Workforce Analytics: Using data-driven insights to inform workforce decisions is the goal of workforce analytics. The article emphasizes the importance of determining a "North Star" for learning and development and matching staff competencies with strategic aims. The compass for this alignment is workforce analytics, which enables businesses to evaluate their skill set, spot gaps, and project future skill requirements. As the article mentions, one example of the strategic use of analytics to determine the supply and demand of key skills is the case of a European technology company (Marshalsey & Sclater, 2020). Employee Career Paths: Creating meaningful career routes for employees is part of strategic planning. The paper highlights the value of creating a skills baseline using skills inventories, which advances our knowledge of the capabilities of the labor force. Career paths for employees are essential elements of strategic planning because they allow companies to match individual goals with organizational objectives. Dell's transformation from a traditional technology hardware company to a cloud-based infrastructure provider exemplifies this. As part of its strategic strategy, Dell created a new career framework with 23 key talents to help individuals 5 improve their skills in line with the organization's transformative objectives (Sadler-Smith, 2009). Retention Initiatives: Employee retention is a vital element of strategic planning, knowing that the cost of talent acquisition is generally more than retaining and growing existing talent. The importance of organizations matching their L&D initiatives to their strategic aims is emphasized in the article. The article highlights PwC's $3 billion investment in digital upskilling as an example of a retention program that provides staff members with competencies aligned with the company's expansion goals (Xie, 2020). Therefore, workforce analytics, career trajectories for employees, and retention programs are essential elements of strategic planning in HRM. These components help organizations match collective and individual talents with strategic goals, allowing them to traverse the complexity of the changing business environment successfully. Organizations are certain to be well-positioned to prosper and manage present issues when they take a strategic approach to personnel planning. Synthesis and Summary Looking at organizational results and strategic planning together, especially regarding workforce analytics, employee career paths, and retention campaigns, we can see how important strategic HRM is for shaping an organization's future successes (Cop et al., 2020). The ability to proactively prepare for the changing demands of the workforce is inextricably linked to organizational outcomes. Well-executed learning and development (L&D) strategies, with a distinct "North Star," can create a more flexible and resilient workforce. Workforce analytics becomes the keystone for companies to use data-driven decision-making to match personnel competencies with corporate priorities. This aligns with the article's emphasis on the 6 importance of creating a skills baseline to assess the workforce's present capabilities, pinpoint any gaps, and make long-term plans for skill requirements. Another aspect of strategic planning is employee career paths, which are crucial for individual and organizational development. Building meaningful career paths aligns with the emphasis on developing personalized learning pathways and coordinating them with strategic priorities. The example of Dell, which repositioned itself as a provider of cloud-based infrastructure, shows how strategic planning entails creating a new career framework in line with the transformative objectives of the organization. With the help of this strategic strategy, employees are guaranteed to have the requisite skills and clear career growth tracks inside the company (Malik et al., 2020). As the article discusses, retention measures are essential to strategic planning. Talent retention requires a strong focus on career development, ongoing learning, and coordinating L&D initiatives with organizational aims. PwC's $3 billion investment in digital upskilling is an example of how businesses deliberately invest in their workforce to keep workers by offering growth opportunities that complement the organization's long-term goals. This analysis allows for the proposal of many strategic staffing recommendations for the executive leadership team of an organization: ? Link Leadership Development to Overarching Objectives: Make the organization's overarching goals align with the leadership development programs. This entails using workforce analytics to determine the essential knowledge and abilities needed for leadership positions. ? Use Data-Driven Decision-Making to Manage Executive Talent: Use workforce analytics to guide executive talent management choices. Plan for future leadership 7 requirements, evaluate the success of leadership development programs and detect leadership gaps using data insights (Safaeinili et al., 2020). ? Create Executive Career Paths: Provide executives with customized career trajectories corresponding to their goals, abilities, and strategic ambitions. By doing this, the executive leadership team is guaranteed to have the tools necessary to propel the company's success. ? Encourage a Culture of Lifelong Learning at the Leadership Level: Emphasise executives' need to learn new skills and stay current with market developments. This is consistent with the article's emphasis on learning while working and ensuring leadership is flexible and prepared for the future. Therefore, aligning leadership development, utilizing workforce data, creating customized career paths, encouraging ongoing learning, and incorporating succession planning are all important components of a strategic approach to staffing the executive leadership team (Marshalsey & Sclater, 2020). These suggestions guarantee that the leadership group is strategically positioned to guide the company into the future and has the necessary competencies for the present. Collaboration with Others Our group worked together on this task successfully, and several good factors came together to create a well-rounded product. Open and accessible communication channels facilitated the prompt sharing of ideas and viewpoints. The work was divided, allowing each member to concentrate on particular areas and promoting individual competence. Frequent check-ins made tracking developments easier and allowed everyone to work together to solve problems. To ensure a balanced distribution of work, a more organized timeframe for some stages would be a possible improvement. Improving coordination for integrating distinct sections could also 8 improve the document's coherence and flow. The cooperative approach proved beneficial, capitalizing on personal proficiencies and fostering a collective comprehension of the article's principal perspectives. References Collings, D. G., & McMackin, J. (2021). The Practises that Set Learning Organisations Apart MIT Sloan Management Review, 62(4) The Practises That Set Learning Organisations Apart (mit.edu) Cop, S., Alola, U. V., & Alola, A. A. (2020). Perceived behavioral control as a mediator of hotels' green training, environmental commitment, and organizational citizenship behavior: a sustainable environmental practice Business Strategy and the Environment, 29(8), 3495–3508. https://doi.org/10.1002/bse.2592 Malik, S. Y., Cao, Y., Mughal, Y. H., Kundi, G. M., Mughal, M. H., & Ramayah, T. (2020). Pathways towards sustainability in organizations: Empirical evidence on the role of green human resource management practices and green intellectual capital Sustainability, 12(8), 3228. Sustainability | Free Full-Text | Pathways towards Sustainability in Organisations: Empirical Evidence on the Role of Green Human Resource Management Practises and Green Intellectual Capital (mdpi.com) educationMarshalsey, L., & Sclater, M. (2020). Together but apart: Creating and supporting online learning communities in an era of distributed studio education. International Journal of Art and Design Education, 39(4), 826–840. https://doi.org/10.1111/jade.12331 Sadler-Smith, E. (2009). Learning and development for managers: Perspectives from research and practice John Wiley & Sons. Learning and Development for Managers: Perspectives from Research and Practise, Eugene Sadler-Smith, Google Books 9 Safaeinili, N., Brown-Johnson, C., Shaw, J. G., Mahoney, M., & Winget, M. (2020). CFIR simplified: Pragmatic application of and adaptations to the Consolidated Framework for Implementation Research (CFIR) to evaluate a patient-centered care transformation within a learning health system Learning health systems, 4(1), e10201. https://doi.org/10.1002/lrh2.10201 Waruwu, H., Asbari, M., Purwanto, A., Nugroho, Y. A., Fikri, M. A. A., Fauji, A.,... & Dewi, W. R. (2020). Transformational leadership, organizational learning, and structure's role in innovation capacity: evidence from Indonesian private schools EduPsyCouns: Journal of Education, Psychology, and Counselling, 2(1), 378–397. https://orcid.org/0000-0003- 2460-9171 organisationsXie, L. (2020). The impact of servant and transformational leadership on learning organization: a comparative analysis Leadership & Organisation Development Journal, 41(2), 220–236, https://doi.org/10.1108/LODJ-04-2019-0148More Articles From Human Resource
.ico)
.ico)
.ico)
.ico)
