Leadership Development and Internal Promotion Programs

 As a human resources professional, you have been assigned the task of developing and implementing an organizational career advancement program with three tracks:

1. The first track includes a promotion within field track (WFT) that is associated with traditional supervisory and managerial roles. These promotions will come with a new title, additional compensation, at least two direct report employees, and program functions such as funds, logistics, real property, and transportation assets.
2. The next track is a technical WFT, and this advancement is associated with a new title, additional compensation, and program functions as described above.
3. The last track is identical to the first but is a promotion outside of the employee track with all the attributes of the WFT.

How you might go about developing and implementing a program of this type? In your responses please consider the following:

• How will you recruit for and select for participants in this program?
• Should all or only some employees be included?
• What type of criteria might you use to determine participation, eligibility, and selection?

Resource:

• Church, A. H. (2014). Succession planning 2.0: Building bench through better execution. Strategic HR Review, 13(6), 233–242.
• Harrell, E. (2016). Succession planning: What the research says. Harvard Business Review, 94(12), 70–74.
• Jones, D. (2015). Agile succession planning. Training Journal, 15–18.
• Sims, D. M. (2014). 5 ways to increase success in succession planning. Talent Development, 68(8), 60–65.
• Succession planning: Building leaders. (2014). Trustee, 67(9), A1–A2.
• Timms, M. (2017). Top do's and don'ts of succession planning. Public Management, 99(3), 24–25.

Use the Capella library to select three articles to read from the following on leadership development programs:

• Gurdjian, P., Halbeisen, T., & Lane, K. (2014). Why leadership development programs fail. Mckinsey Quarterly, (1), 121–126.
• Gusain, N. (2017). Talent acquisition vs development: With a focus on leadership development programs. Cornell HR Review, 1–4.
• King, E., & Nesbit, P. (2015). Collusion with denial: Leadership development and its evaluation. The Journal of Management Development, 34(2), 134–152.
• Monarth, H. (2015, January 22). Evaluate your leadership development program. Harvard Business Review Digital Articles, 2–4.
• Samani, M., & Thomas, R. J. (2017, January 11). Your leadership development program needs an overhaul. HR News, 2–5.
• Wolper, J. (2016). Tackling leadership development. Talent Development, 70(12), 64–65.