HRM 635 Benchmark – Organizational and Personal HR Development Plan

Grand Canyon University HRM 635 Benchmark – Organizational and Personal HR Development Plan – Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University HRM 635 Benchmark – Organizational and Personal HR Development Plan assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for HRM 635 Benchmark – Organizational and Personal HR Development Plan                       

Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 Benchmark – Organizational and Personal HR Development Plan      depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for HRM 635 Benchmark – Organizational and Personal HR Development Plan                       

The introduction for the Grand Canyon University HRM 635 Benchmark – Organizational and Personal HR Development Plan     is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for HRM 635 Benchmark – Organizational and Personal HR Development Plan                       

After the introduction, move into the main part of the HRM 635 Benchmark – Organizational and Personal HR Development Plan     assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for HRM 635 Benchmark – Organizational and Personal HR Development Plan                       

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for HRM 635 Benchmark – Organizational and Personal HR Development Plan                       

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for HRM 635 Benchmark – Organizational and Personal HR Development Plan

Introduction

Organizations employ various strategies to drive their operations, gain competitive advantage and stay ahead in the market. Therefore, the human resource representatives have a crucial role to play to ensure that the organizations have the right staff or human capital which can excellently carry out various organizational duties and help the organization to achieve its mission, vision and goals (Greer, 2021).  The human resource representatives in most cases, use competency-based model that focuses on recruiting, staffing and employee development. As such, the human resource representative plays a crucial role of bridging the gap between the HR tea, and the organization’s goals and mission. This presentation focuses on the important learnings obtained from the human resource course by exploring various aspects.

Outcomes For Acquiring Human Capital

Human capital forms a central part of an organization’s assets as it plays a critical role in an organization’s growth. Therefore, it is important for the human resource department to identify gaps within an organization’s performance and recruit the right staff to which can fill such gaps to help fulfil an organization’s goals. The acquisition of the right human capital leads to increased innovation, enhanced participation rates, increased productivity, better equality and social-well-being. Hiring and retaining the right employees also enhance the quality of services and products in the organization. Identifying, hiring, training and maintaining the human capital also ensures financial success (Collins, 2021). Therefore, acquisition of the right human capital leads to better returns regarding employee-related costs.

Outcomes For Developing Human Capital

From the previous section, it is evident that acquisition of human capital can help drive the organization’s performance forward and lead to success. However, it is important for the organization to take further steps such as development of human capital. It is a process carried out to help improve the employee capabilities and performance by providing the right resources which can then help improve their productivity to the organization achieve its goals. Development of human capital has a potential of improving an organization’s economic growth since the staff’s skills and knowledge are expanded, leading to better performance and increasing the profitability. It also leads to value creation and addition hence revenue generation. The process of development of human capital also ensures that the organization develops and implements strategies which makes it a market leader (Winterton & Cafferkey, 2019). It is worth noting that the human capital has experience, skills, and knowledge which when well developed, becomes a benefit not only to the organization, but also to the employees themselves.

Outcomes For Training Human Capital

Training of the human capital is another important aspect of the human capital resource management. Organizations should take proactive steps in training human capital due to its benefits and advantages. Therefore, the human resource department accomplishes this function or role through corporate training. One of the outcomes is that such training leads to the development of leaders within the organization. It also enhances employee retention and satisfactions since they are trained on how to overcome challenges. The end result is increased productivity.  It also improves the employee efficiency leading to less need of employee supervision. They also become more self-reliant hence reduced waster of resources(Fenech et al.,2019). Training of human capital also helps the new employees to be more competent and confidence in completing their tasks which translates to growth. Besides, human capital training also improves the employability of the trained staff and enhances organizational competencies.

Outcomes For Leveraging Human Capital

The ever increasing competition in the business sector prompts business organizations to employ strategies that can help them gain competitive advantage and remain ahead of the rest in the respective sectors. Therefore, it is important for organizations to leverage its human capital. As such, the organization should understand the potential and strengths of it human capital to leverage it for better performance. Leveraging human capital has various benefits. Among the benefits is increased productivity as leveraging optimizes the employees’ talents and skills which then lead to higher output and efficiency (Valenti & Horner, 2021).  It also supports creativity and innovation as the employees are challenged to think creatively and positively contribute to the organization success. It also enhances employee engagement and retention since the employees feel valued and respected, hence lower staff turnover.

Current HR System: Pros and Cons

It is important to explore the nature of the current human resource system in terms of pros and cons to come up with the right recommendations that can help the organization to grow as appropriate. As such, one of the pros is that the system in place easily mitigates the complicated aspects of human resource and encourages the representative to focus on new initiatives that can help improve organization’s performance. The system also reacts promptly to the staff trends and needs to ensure that staff retention and engagement is well achieved. On the other hand, the current system has data security problems due unauthorized access of such data. There is also higher spending due to investment costs and maintenance of the system. There is also the problem of human errors especially during data input. Therefore, malfunctions occur which makes the system to find it difficult to support human resource needs.

Focusing on  Employees’ Strengths to Leverage Diversity and Improve Performance Outcomes

Improving employee performance is an important aspect of improving organization’s growth (Sugiarti et al.,2021). Therefore, it is important for the human resource representatives or department  to address issues that can lead to underperformance. Therefore, they have to be proactive  in their approach and identify the performance gaps. In addition, they can focus on the inclusion and diversity to improve performance. As such, the HR can explore the employee strengths and unique abilities before leveraging them for performance improvement. They can also use proven strategies such as motivation and capacity-building programs to leverage the employee diversity. Internal training  and harnessing the employee diverse and unique ability can also be used to improve the performance outcomes.

Proposals Plans for Developing and Integrating the Positions of HR Specialist and Generalist

It is important to develop and integrate the positions of HR specialists and generalists. Therefore, it is important to come up with a plan. The human resource strategy should relate to every part of the organization. It is important to consider the customer needs which then helps in informing the basis of incorporating the human resource specialist and generalist positions which can help achieve stakeholder’s needs (Stewart & Brown, 2019). It is also important to understand the organization’s internal process and goals to support the process of integrating these positions. The other aspect is that, the organization should align the proposed roles of the human resource specialist and generalists in efforts to avoid potential task duplication and conflicts.

Recommendations to the Leadership

Recommendations play a key role in helping the organization leadership to undertake various initiatives and improve organizational performance.  As part of the recommendations, the organization needs to engage the right personnel as part of resource acquisition. The leaders should attract a diverse talent during the acquisition of human capital resources. Such an approach leads to the organization recruiting the best. It is also important to consider diversity. Hence during the staff recruitment, there is a need to hire staff from diverse backgrounds, capabilities, abilities and strengths to enhance growth. It is important to engage in continuous development of employee to enhance talent retention (Anwar & Abdullah, 2021). As part of retaining the workforce, the leaders need to use appropriate strategies to consider well-being and health of the employees and ensure the formulation of a healthy working environment.

Applying What Has Been Learned

This course has been important in terms of knowledge acquisition regarding human resources and the roles of human resource representatives. Therefore, I will apply the knowledge learned in various ways. One of them is to functionalize various HR roles such as recruitment, engagement and retention. It is also important to promote the employee values and employment. The knowledge gained will also be used in aligning performance to the organization’s goals and needs. I will also engage in strategies that focus on improving the organization’s performance.

Elements of Personal Development

It is important  to have development plans as they ensure growth and professionalism. Therefore, as part of the plan, I will seek to formalize my education in human resource. This goals or aspect can be achieved through various aspects such online classes, self learning, undertaking projects related to human resource and taking part in internship programs (Ozkeser, 2019). It will also be important to engage in other important activities such as attending professional conferences and seminars which have been shown to be effective in skill development.

Also Read

HRM 635 Performance Appraisals: Aligning Strategic Goals to People Development 

References

Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3824689

Collins, C. J. (2021). Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management, 32(2), 331-358. https://doi.org/10.1080/09585192.2019.1711442

Fenech, R., Baguant, P., & Ivanov, D. (2019). The changing role of human resource management in an era of digital transformation. Journal of Management Information & Decision Sciences, 22(2). https://www.proquest.com/openview/683dd7c5bc7a3658475b0fce99e160d9/1?pq-origsite=gscholar&cbl=38743

Greer, C. R. (2021). Strategic human resource management. Pearson Custom Publishing.

Ozkeser, B. (2019). Impact of training on employee motivation in human resources management. Procedia Computer Science, 158, 802-810. https://doi.org/10.1016/j.procs.2019.09.117

Stewart, G. L., & Brown, K. G. (2019). Human resource management. John Wiley & Sons.

Sugiarti, E., Finatariani, E., & Rahman, Y. T. (2021). Earning Cultural Values as A Strategic Step to Improve Employee Performance. Scientific Journal of Reflection: Economic, Accounting, Management and Business, 4(1), 221-230. http://ojspustek.org/index.php/SJR/article/view/270

Valenti, A., & Horner, S. V. (2020). Leveraging board talent for innovation   strategy. Journal of Business Strategy  https://doi.org/10.1108/JBS-12-2018-0207

Winterton, J., & Cafferkey, K. (2019). 15. Revisiting human capital theory: progress and prospects. Elgar introduction to theories of human resources and employment relations, 218.

Sample Answer 2 for HRM 635 Benchmark – Organizational and Personal HR Development Plan

Introduction/Key Presentation Areas

Welcome to this presentation on organizational and personal HR development plan. As organizations grow in multiple dimensions, employee growth and development continue to be a fundamental component of organizational success. Consequently, human resource managers and other strategic leaders must assess performance and formulate measures for improved employee productivity. Appropriate hiring, employee motivation, and reward programs are other priority areas that determine an organization’s capacity to remain competitive and optimize value. Besides covering the outcomes of hiring, developing, training, and leveraging performance, this presentation also discusses how to integrate the position of the HR leadership, how to apply the knowledge gained in this course, and personal development plan within the field of HR.

Synopsis of outcomes

Acquiring human capital has much to do with getting qualified employees to handle different roles. Targeted outcomes for this acquisition include improved employee productivity, fostering workforce diversity by acquiring differently skilled and gifted employees, and getting more talents. In the evolving and highly competitive workplace, employee skills might become outdated as new work models and technologies replace traditional approaches. As discussed by Watkins and Marsick (2023), employee training and development are fundamental to enhancing knowledge, skills, and values. They help to improve the workplace culture and prepare employees for more advanced roles like leadership. Leveraging on human capital’s main outcomes include employee motivation, talent retention, and performance management. These outcomes are usually achieved by grouping employees in a way that maximizes their strengths as they learn from one another.

Synopsis of Outcomes

The organization applies different systems and processes to acquire, train, develop, and leverage performance. They include interviews, employee referrals, onboarding programs, diversity training, rewards, and performance appraisals. One of the main advantages is their evidence-based nature since they have been proven to work in other organizations and deliver reliable, valid, and consistent results. For instance, research by Armstrong and Taylor (2023) demonstrates that onboarding effectively integrates new employees into the organization and its culture. Meghdad et al. (2020) support performance evaluation through appraisals as an effective strategy for assessing employees’ annual performance, skills, and areas of improvement. Performance appraisals have other advantages, including providing feedback, while rewards and diversity training increase productivity and foster employee engagement.

 Despite the effectiveness of the various systems and processes, they also have some drawbacks that limit their usefulness. For instance, interviews and employee referrals are associated with selection bias. As a result, other interventions like aptitude tests become necessary during employee recruitment. Training and development initiatives are also time-consuming and costly. A suitable example is an education program on information technology where the organization requires educational and training resources. Performance appraisals are also not free from some limitations. The most common is subjective ratings, although it can be addressed by using 360-degree feedback. Performance appraisals can also demotivate employees, especially when they are score-based.

Current Strengths of Employees

The organization has employees with diverse knowledge, skills, abilities, and experiences. Various strategies can be combined to leverage diversity to improve performance and ensure the organization benefits from these strengths. Among many effective measures, leaders should be committed to creating and sustaining an open-minded work culture. Such a culture will inspire free interactions and encourage employees to work without limitations. Manoharan et al. (2024) identified diversity training programs as instrumental in fostering inclusion, enhancing teamwork, and increasing job satisfaction since they enable employees to learn how to co-exist and work together with others from different backgrounds. Zero tolerance toward discrimination further promotes such co-existence. Leadership opportunities and hiring diverse talents are critical to high job performance, which the organization needs for improved competitiveness and reputation.

Proposed Plans

The position of HR leadership or HR specialist can be developed and integrated into the organization by creating an independent position of a senior HR leader/specialist. For this individual to excel in their work, roles and responsibilities should be specified. These roles include providing leadership and guidance on hiring, employee development, and workplace culture matters. Other roles pertaining to this office include managing organizational/system change, leading innovation, and implementing HR practices and policies. As needs arise, the senior HR leader should collaborate with other leaders in implementing and evaluating quality programs. Excellence in this role further requires adequate material, human, and financial resources.

A senior HR leader can promote Christian worldview principles to create a positive and accepting workplace culture through various employee-centered roles. One such role is promoting workplace ethics through principles such as integrity, responsibility, and trust. HR leadership can also encourage servant leadership, whose fundamental tenet is promoting value and development in others by sharing power for the common good of all (Ortiz-Gómez et al., 2020). A servant approach ensures employees serve clients with compassion and respect, leading to healthy interactions, high job satisfaction, and improved organizational reputation. The HR leader would also play a fundamental role in formulating and implementing policies that prevent workplace discrimination, protect employees, and develop employees for better services. All these roles align with the Christian worldview since they recognize the need for dignity, harm prevention, and work that benefits individuals and the community.

Recommendations to the Leadership

Employees are the spine of organizational growth. To make sound decisions when acquiring, developing, and leveraging resources to meet organizational needs, the organization should prioritize hiring diverse talents. In this case, employee acquisition should bring new values, perspectives, and skills to strengthen the present workforce. When conducting performance appraisals, leaders should consider 360-degree feedback to gather input about an employee’s performance from multiple sources (Meghdad et al., 2020). This feedback should be combined with surveys for a comprehensive overview of employees’ performance and their needs. I would also advise the leadership to invest in training and development programs due to their valuable role in improving job performance and making employees more efficient and satisfied with their work.

The other important recommendation to the leadership is to integrate rewards and incentives into human resource development initiatives. As per Ge et al. (2021) and Pamungkas et al. (2022), rewards and incentives enhance job satisfaction, make employees feel valued, and prevent employee turnover. Rewards and incentives could be money, holidays, material gifts, general praise, and other approaches. The organization should also embrace unique benefits or programs, like work-life balance and employee wellness programs. These are internal measures to prevent job burnout by ensuring employees’ health and well-being needs are addressed (Rainstorm, 2023). Leadership support includes assessing general well-being needs and providing time and resources for self-care, relaxation, and exercises, among other measures for improved physical and mental health.

Application of Knowledge Gained

I will apply what I have learned in this course to the organization to accomplish a highly productive, motivated, and healthy workforce. Part of the skills gained will be applied in fostering workplace diversity and inclusion by promoting the right values and recommending appropriate measures to the leadership for a diversely cohesive workforce. As a growing leader and human resource development professional, I will directly and indirectly be involved in formulating employee development policies and implementing initiatives that keep employees motivated and focused in their roles. Other knowledge application areas include guiding the organization in leveraging performance, supporting interprofessional collaboration, and ensuring employees get adequate support to address their health and well-being needs.

Personal development within the field of HR will involve multiple measures that will guarantee progressive growth, development, and preparation for the HR role. The first measure is learning from colleagues through interprofessional collaboration and other opportunities for team-based roles. I am also open to gaining more insights into the HR role through workplace experience. This includes observations of what employees require routinely and initiates that keep them energized and motivated to perform their assigned roles. Other measures integral to personal development and preparation for future roles include further education, formal and informal training, licensure, and continued research on regulations and policies pertaining to human resources.

Summary

In conclusion, outcomes of acquiring, developing, training, and leveraging performance include increased job productivity, a diverse workforce, talent development, retention, and employee motivation. All these outcomes are essential for a productive and committed workforce. As the organization’s leadership continues to implement multimodal measures for high-performance teams, performance appraisal should be highly prioritized. Resources and time should also be devoted to employee development, motivation, and opportunities that enable gradual growth. Since we study to gain knowledge to apply in actual practice, I will utilize the learned skills to develop programs, better organizational culture, and implement policies that create a motivated, cohesive workforce.

References

´Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook of human resource management practice: A guide to the theory and practice of people management. Kogan Page Publishers.

´Ge, J., He, J., Liu, Y., Zhang, J., Pan, J., Zhang, X., & Liu, D. (2021). Effects of effort-reward imbalance, job satisfaction, and work engagement on self-rated health among healthcare workers. BMC Public Health, 21(1), 195. https://doi.org/10.1186/s12889-021-10233-w

´Manoharan, A., Madera, J. M., & Singal, M. (Eds.). (2024). The Routledge handbook of diversity, equity, and inclusion management in the hospitality industry. Routledge.

´Meghdad, R., Nayereh, R., Zahra, S., Houriye, Z., & Reza, N. (2020). Assessment of the performance of nurses based on the 360-degree model and fuzzy multi-criteria decision-making method (FMCDM) and selecting qualified nurses. Heliyon, 6(1), e03257.

´Ortiz-Gómez, M., Ariza-Montes, A., & Molina-Sánchez, H. (2020). Servant leadership in a social religious organization: an analysis of work engagement, authenticity, and spirituality at work. International Journal of Environmental Research and Public Health, 17(22), 8542. https://doi.org/10.3390/ijerph1722854

´Pamungkas, W. N., Wahidi, K. R., & Pamungkas, I. J. A. (2022). Working motivation and reward system influenced nurses’ perception of performance mediated by organizational commitment. International Journal of Nursing and Health Services (IJNHS), 5(4), 374-383. DOI: 10.35654/ijnhs.v5i4.639

´Rainstorm, L. Z. (2023). Work-life synergy: Unlocking the power of a balanced life. Shuttle Systems.

´Watkins, K. E., & Marsick, V. J. (2023). Rethinking workplace learning and development. Edward Elgar Publishing.