Leadership Development and High-Potential Employees

Use this information about CapraTek to do the assignment.

Introduction

CapraTek is a 45-year-old company that specializes in the design and manufacture of computer server components.

You have been hired as the HR training and development team leader. Right away, you get some important assignments. Your responsibilities include creating an employee leadership program outline and making recommendations for the formalization of a loosely defined group of employees who are referred to as the high potential group (HI-PO).

But as you begin to work with your team, you discover that your take on your HR role might not be the same as the person you report to.

After completing this activity, you should be able to:

• Analyze components of human capital models that align to human resource management strategy.

• Evaluate how a strategic human resource perspective drives organizational success.

• Examine how internal and external economic and demographic shifts change how human resource strategies respond to those changing conditions.

Email

CapraTek is a 45-year-old company that specializes in the design and manufacture of computer server components. You are a new HR professional who has been hired at CapraTek to replace Wanda Stark, a long-tenured HR director Your first task is to create a presentation for Fred Barton, CapraTek’s founder, that addresses the organization’s succession planning challenges and makes recommendations.

It looks like you have email. You’ll want to read that now.

Leadership dev and HI-PO

From: Evelyn Unger

Welcome aboard! I’m so glad you were able to start so soon. We’ve got some projects that we need to get off the ground fast, and that’s where you come in.

I know Kathleen told you that our first priorities at CapraTek are the leadership development program and, in tandem with that, the high-potential group. I need an outline for the program and a set of recommendations for how we’re going to identify that HI-PO group and what we’ll do with them once they’re identified.

Let’s get some time on the calendar to talk through what I’ll be expecting.

–Evelyn

Meeting with Evelyn

Your meeting with Evelyn about the leadership development program and HI-PO group doesn’t go quite like you thought it would.

Evelyn Unger – Human Resources Manager

Q: Okay, Evelyn, let’s start with the outline for the leadership development program. I’m sure we’ll talk about who gets to participate, but I wanted to start with development mechanisms. I think it would be a good idea to start with a personality assessment and maybe an aspirations instrument. I’m a certified Myers-Briggs facilitator, so…

A: [Learner’s first name], I’m going to stop you right there. I know there are plenty of people who embrace all that…well, the only word I can think of is psychobabble. All I can tell you is that I’m not one of them. I don’t want to see a lot of touchy-feely, ice-breaking, let’s-get-in-touch-with-our-feelings activities. This program needs to be concrete and successful. We need leaders who can lead, and that means actual leadership skills. So whatever you’ve got prepared, I think you’d better take another look at it and make sure you can tell me how each tool is actually going to contribute to a stronger cadre of leaders at this company.

Q: Okay, I’ll…I’ll do that. Based on that, perhaps we should discuss the HI-PO group? There are some pretty important questions we’ll need to resolve, starting with whether the employees we identify as high potential will be told they’re high-potential, and whether others in the company will be told. Obviously, whether we tell people or not, we’ll need to be careful to take diversity and fairness into account.

A: Well, of course we’ll need to tell them. The rest of the company doesn’t have to know, but I can’t imagine why we wouldn’t tell the high-potentials themselves. More important than what the rest of the employees think is whether these high-potentials look the part. That’s the important thing. I don’t want to get bogged down in political correctness.

Chatting with Matt

After your meeting with Evelyn, you run into Matt Hayes, director of staffing at CapraTek.

Matt Hayes – Director of Staffing

Q: Hey, Matt, I just had a meeting with Evelyn and it was…

A: Bloodcurdling?

I was going to say interesting…

Well, you’re new here, you’ll learn to use stronger language. Let me guess, she had a lot to say and you didn’t get to finish too many sentences?

Q: Well, yes. And the things that mattered the most to me were the ones she thought were either ridiculous or out of the question.

A: We all went through that at first. She’s been here a long time and she’s pretty convinced she knows it all. Don’t get me wrong, she’s smart and she does know a lot. But she kind of has to get used to you before it’s possible to reason with her.

Email 2

After your meeting with Evelyn, you run into Matt Hayes, director of staffing at CapraTek.

Deadlines

From: Evelyn Unger

It’s been a few weeks and I know you’ve been meeting with the people on your team and getting acclimated. But I want to start seeing the results of your work on leadership development and the HI-PO group.

Here’s what I’d like to see from you:

1 I need a list of selection criteria for the leadership development program. It should include the required qualifications and the performance record the employee should have.

2 I’d like you to develop an invitation to the program for the HI-PO employees. They don’t have to do it, so that should be made clear.

You’ll be part of the leadership development selection panel with Fred Barton (our CEO), but you won’t be responsible for managing the program.

Can I get these items by the end of the week?

–Evelyn

OvervieW

For this assignment, you have been hired as the HR training and development team leader for a Fortune 50 organization. Your responsibilities include the creation of an employee leadership development program outline and recommendations for the formalization of a loosely defined group of employees who are referred to as the high-potential group (HI-PO). However, you report to a traditional, tenured, compliance-based HR director who is seeking a strong rationale and concrete recommendations.

By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies and assignment criteria:

• Analyze components of human capital models that align to human resource management strategy.

• Evaluate how a strategic human resource perspective drives organizational success.

• Examine how internal and external economic and demographic shifts change how human resource strategies respond to those changing conditions.

• Communicate professionally with all stakeholders.

• Evaluate the leadership development program selection criteria for CapraTek. List the criteria, including necessary qualifications and the performance record the employee should have.

• Assess the strengths and weaknesses of the leadership development program.

• Assess the potential positive and negative impacts of the high-potential group program.

• Discuss the course materials related to HR’s responsibilities conducted in an environment like CapraTek.

Your training program outline should be written coherently to support a central idea, in appropriate APA format, with correct grammar, usage, and mechanics as expected of a business professional.

Assignment Requirements

• Written communication: Demonstrate graduate-level writing skills through accurate communication of thoughts that convey the overall goals of the analysis and do not detract from the message.

• References: Support your analysis with at least two academic, scholarly, or professional resources from the Capella University Library.

• Format: Resources and citations are formatted according to current APA style.

• Length: 3–4 pages, not including the references list.

• Font and font size: Times New Roman, 12 point.

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