HRM 635 Organizational and Personal HR Development Plan

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

This guide will demonstrate how to complete the Grand Canyon University HRM 635 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 Organizational and Personal HR Development Plan                      

Whether one passes or fails an academic assignment such as the Grand Canyon University HRM 635 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 Organizational and Personal HR Development Plan                      

The introduction for the Grand Canyon University HRM 635 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 Organizational and Personal HR Development Plan                      

After the introduction, move into the main part of the HRM 635 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 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 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 Organizational and Personal HR Development Plan

Presentation Outline

• Synopsis of outcomes​
• Leveraging diversity to improve performance outcomes​
• Plans for developing and integrating various HR positions​
• Recommendations to the leadership​
• Course application and personal development plan ​

Outcomes For Acquiring Human Capital Within The Organization

• Acquire particular skills​
• New technology​
• Solve situational problems​
• Address expansion requirements​
• Staff replacement/fix staff turnover​

Outcomes For Training And Developing Within The Organization

• Enhance current and future performance ​
• To make employees more efficient ​
• Keep pace with industry changes ​
• Increase job satisfaction and morale ​
• Reducing employee turnover​
• Maintain skill and knowledge ​

Outcomes For Leveraging Human Capital Within The Organization

• To enhance employees’ efficiency​
• To reduce workforce costs ​
• To improve organization’s competitive edge ​

Strategies ​

• A culture of employee engagement ​
• Performance management processes​
• Technology adoption as appropriate ​

Pros of Current Processes

• Efficient/reduce wastage ​
• Results-oriented​
• Evidence-based and up-to-date​
• Affordable ​
• Organizational-wide appropriate ​
• Not sustainable since they focus on delivering immediate benefits​
• Too dependent on internal facilitation ​
• Time-consuming​
• Vulnerability to human bias ​
• Intensive planning (tedious)​

Focusing on Employees’ Strengths to Leverage Diversity

• Assign coaches ​
• Provide opportunities for leadership​
• Promote group work/teamwork​
• Encourage rotation of roles​
• Provide opportunities for involvement ​
• Promote inclusion ​

Developing and Integrating HR Specialist/Generalist

• To guide recruitment and staffing logistics​
• To direct the organization in performance management ​
• For employee orientation and development ​
• Ensure new hires understand their rights ​
• To team up with the management in space planning​

Recommendations to the Leadership

• Hire diverse skills​
• Prioritize performance appraisal ​
• Conduct on-the-job training regularly​
• Ensure employees are tech-savvy​
• Provide adequate employee motivation programs​
• Involve employees in decision making​
• Provide opportunities for health and wellness ​

Applying the Course’s Concepts to Improve Organization

Applicable Areas​

• Employee recruitment ​
• Talent management ​
• Training and development​
• Workplace diversity ​
• Motivation and retention ​
• Leveraging human capital ​

Components of Personal Development Plan

• Current skills’ analysis- Strengths and weaknesses​
• A vision of where I want to be​
• The gap between the current and desired level​
• Steps to achieve the desired level ​
• Facilitators and priority level ​

Recap/Reflection

• Human capital is a critical organizational asset​
• Continuous development is necessary for performance improvement​
• Hiring and training should be need-based ​
• Leaders should be conscious of diversity and inclusion​
• Performance evaluation and skills development should be part of the organization’s strategic plan ​

Also Read

HRM 635 Performance Appraisals: Aligning Strategic Goals to People Development 

References

Madlabana, C. Z., Mashamba-Thompson, T. P., & Petersen, I. (2020). Performance management methods and practices among nurses in primary health care settings: a systematic scoping review protocol. Systematic Reviews, 9(1), 1-9. https://doi.org/10.1186/s13643-020-01294-w​

Mlambo, M., Silén, C., & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a metasynthesis of the literature. BMC Nursing, 20(1), 1-13. https://doi.org/10.1186/s12912-021-00579-2​

Nyberg, A. J., & Moliterno, T. P. (Eds.). (2019). Handbook of research on strategic human capital resources. Edward Elgar Publishing.​

Yadav, R., Panday, P., & Sharma, N. (2021). Critical issues on changing dynamics in employee relations and workforce diversity. Business Science Reference.​

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

Health organizations operate in highly complex and dynamic environments. Health organizations constantly face challenges such as intense competition and changes in the healthcare needs of their populations. This implies that organizations must be adaptive and strive to embrace interventions that address actual and potential needs in their markets. Organizational leadership can leverage existing resources such as the skilled workforce to achieve the set missions and visions. Therefore, this essay examines organizational and my personal development plan as a nurse leader.

Acquiring Human Capital

            The acquisition of the right human capital is crucial for organizational success. Organizations adopt robust approaches to the acquisition of human capital to not only ensure improved performance but also achieve their desired efficiency through enhanced staff retention. The practice site uses the contract-to-hire method to acquire its human resources. The contract-to-hire is an approach to talent acquisition where the organization hires employees temporarily and then converts their terms into permanent or full-time terms after a period. This method enables the organization to hire best-fit employees to drive the desired excellence in service provision(Mitosis et al., 2021). Rigorous, intensive, and systematic methods are used in the organization’s contract-to-hire approach to acquiring staff. For instance, the staff has to undergo three interviews with different leaders and managers to determine their suitability for the organization. The disadvantage of this approach has been that too much time is spent in the hiring process. In addition, potential candidates shy away from the organization because of the initial contract terms, which might be unfavorable.

Developing Human Capital

            Health organizations achieve excellence in service delivery by focusing on developing their human capital. The practice site utilizes strategies such as training, and education, and offers benefits to employees to promote their competency development. Training and education also promote job satisfaction, which in turn lowers staff turnover rates. A motivated workforce is crucial for the delivery of patient-centered care that improves other outcomes such as patient satisfaction with care and minimal errors in the care process(Mlambo et al., 2021). Despite the benefits, the strategies used by the organization are unsustainable. For example, it has been inconsistent in providing employees with training and educational opportunities. The strategies are also expansive to sustain.

Training Human Capital

            Training is an essential component for excellence in health organizations. Training ensures the employees remain updated with current issues that affect their practice. The training also contributes to employee job satisfaction and the potential for increased retention. The practice strives to provide regular training opportunities to its staff. The training focuses on topics such as safety, continuous quality improvement, delivery of patient-centered care, and translating evidence into practice(Mlambo et al., 2021). Despite the benefits, training has its disadvantages such as being expensive for the organization to organize regular training.

Leveraging Human Capital

            Organizations adopt systems that would help them to understand their employees better and adopt effective strategies to address their needs as a strategy to improve performance. The practice site uses performance appraisal and management to understand the employees’ needs. It undertakes performance appraisals half-yearly and uses the results to make decisions such as promoting the employees and introducing training and educational opportunities to address the identified gaps(Collins, 2021). The methods used by the organization promote continuous quality improvement. However, performance appraisal systems used may not identify the unique talents that each employee has.

Focusing on the Employee’s Current Strengths to Improve Performance Outcomes

            Health organizations must understand the importance of focusing on their employees’ strengths and talents to improve performance. Employees perform optimally if they use their knowledge, skills, and experience to perform the things they like doing. One of how organizations can achieve this objective is by encouraging teamwork. Employees can utilize their strengths for improved outcomes by working in teams. Teamwork would help them learn about each other’s strengths and how to use them to improve outcomes. The other strategy is to assign employees tasks based on their strengths. This strategy will align the employees’ expectations, attitudes, knowledge, and experience with the task, which improves success outcomes. Organizations should also incorporate employee strengths into performance reviews and conversations to increase employee awareness and encourage further competency development(Hughes et al., 2021). Lastly, managers and leaders should positively acknowledge the employee’s strengths and help them explore how to use them for enhanced performance and outcomes.

Plans for Developing and Integrating HR Specialist Position

            The organization should develop and integrate the position of an HR specialist to enhance its outcomes. In doing so, it should begin by determining the future HR needs. Identifying future HR needs will support the organization’s focus on prioritizing HR specialist roles. It will also guide the adoption of responsive strategies when making human resources-related decisions. The second approach is considering the current HR capabilities. The organizational stakeholders should seek answers to questions that relate to the organization’s future, performance against benchmarks, strengths, and weaknesses, and risks to support the need for HR specialists. Based on the data obtained in the above steps, the organizational stakeholders should identify the gaps in the current and future HR capabilities(Stewart & Brown, 2019). This should inform the need for an HR specialist as well as its prioritization. The plan can then be shared with stakeholders for implementation.

Promoting the Christian Worldview Principles

            The Christian worldview principles form part of the decisions and actions in any organization. The principles act as driving forces for rationality, mortality, and ethics of the decisions that organizations make. The integration of an HR specialist in the organization will introduce new personnel who will enforce faithful thinking in any organizational endeavor. The HR specialist will also challenge the existing status quo in HR practices, which would transform organizational systems and processes. In addition, by integrating a new HR role and involving other stakeholders in the process, a new culture characterized by active stakeholder participation is created(Nicolaides, 2020). This makes the employees understand the importance of diversity, fairness, and equity in undertaking organizational activities, hence, the promotion of the Christian worldview principles.

Recommendations for Organizational Leadership

            One of the recommendations to the organizational leadership is to focus on talent in their human resources acquisition, development, and leveraging resources. Leaders should aim at linking talent to value for them to drive the desired organizational excellence. In this case, they should shift from the traditional approach to managing human resources where roles and talent are separated. The focus should be on hiring the most talented people to undertake specific tasks in the organization that align with their talents for optimum outcomes. The other recommendation is to ensure that the organization offers employees the best experiences possible. Employees perform optimally when their organizations provide opportunities that align with their expectations. Authentic, motivating experiences strengthenthe employees’ performance, and dedication to excellence, and eliminate adverse outcomes. Organizational leadership should also aim at strengthening employee capacity to change when developing human resources. The existing human resources should be able to embrace new changes that would enhance performance and organizational adaptability to unforeseen events(Stewart & Brown, 2019). Lastly, the leadership should explore new HR models that can enable them to acquire the best talent there is in the market for their organizations.

Applying what has Been Learnt and Elements of My Personal Development Plan

            I will apply the knowledge gained from this course to my organization. First, I will advocate the use of best practices in human resource acquisition, development, and leveraging resources. I will emphasize the need to focus on talent in human resource acquisition and align it with the organization’s needs. I will also advocate the creation of an enabling organizational culture(Stewart & Brown, 2019). The culture should support the use of best practices such as stakeholder participation, open communication, and transparency in undertaking organizational activities.

            My personal development plan will comprise some elements. One of them is vision. A vision statement will communicate what I intend to become in the future. The other element is strategy. The strategies will encompass the things that I need to do to achieve my desired future. The other element is measures of performance. This will include the benchmarks that I will use to evaluate if I am achieving my vision or not(Stewart & Brown, 2019). The other element is reflection, which will entail the routines that I will engage in to identify my strengths, weaknesses, and opportunities for continuous improvement.

Conclusion

The success of health organizations depends on the systems and approaches adopted in human resources acquisition, development, and leveraging resources. Leaders should be open to new approaches to employee acquisition, development, and leveraging on human resources. The position of HR specialist should be integrated into the organization. I will apply the lessons learned in the course in my professional practice

References

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

Hughes, V., Cologer, S., Swoboda, S., & Rushton, C. (2021). Strengthening internal resources to promote resilience among prelicensure nursing students. Journal of Professional Nursing, 37(4), 777–783. https://doi.org/10.1016/j.profnurs.2021.05.008

Mitosis, K. D., Lamnisos, D., & Talias, M. A. (2021). Talent Management in Healthcare: A Systematic Qualitative Review. Sustainability, 13(8), Article 8. https://doi.org/10.3390/su13084469

Mlambo, M., Silén, C., & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a metasynthesis of the literature. BMC Nursing, 20(1), 62. https://doi.org/10.1186/s12912-021-00579-2

Nicolaides, A. (2020). Contemplating Christian ethics and spirituality for sound leadership in organisations. Pharos Journal of Theology, 101. https://www.pharosjot.com/uploads/7/1/6/3/7163688/article_37_vol_101__2020___unisa.pdf

Stewart, G. L., & Brown, K. G. (2019). Human Resource Management. John Wiley & Sons.