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: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.The next track is a technical WFT, and this advancement is associated with a new title, additional compensation, and program functions as described above.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.

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