SOLUTION: HRM FPX5075 AU Leading and Influencing for the Human Resource Practitioner Paper

Running Head: HR LEADERSHIP DEVELOPMENT
HR Leadership Development
Name
Leading and Influencing for the Human Resource Practitioner
Instructor
School
1
HR LEADERSHIP DEVELOPMENT
2
HR Leadership Development
Introduction
Continuous improvement and learning are crucial elements of any human resource
leaders in the modern agile world. This provides the space for the human resource leader to grow
and understand the changing workforce dynamics that contribute to the organization’s positive
advancement—as such, coming up with a leadership development plan as an HR practitioner and
leader is crucial to career and organizational progress. This paper will focus on a personal
leadership development plan based on previous leadership skills and strengths. It will clearly
define personal SMART goals for human resource development.
Analysis of Strengths and Leadership Qualities
From the earlier assessment, there were some strengths and leadership qualities
identified. The first step in developing personal leadership development plans is to carry out selfreflections that outline where individual strengths and weaknesses lie (Rouillard, 1998). This
section will not major in this. Instead, there will be a brief mention of the strengths and core
leadership qualities to inform the goals of the personal development plan. The strengths
identified from the personal reflection include the ability to give feedback to employees and even
interns. The other power is in my communication and convincing skills to employees, which has
helped me become an influential leader in the organization and beyond. The last core leadership
quality identified in the assessment is my creativity and problem-solving abilities. Over the
years, this has contributed to the proper analysis and critical thinking of issues and provided a
leeway for problem-solving.
Goals
HR LEADERSHIP DEVELOPMENT
3
Goal 1- To Increase the Culture of Proper Feedback with Minimal Ambiguity and
Misinformation by at least 10 percent in 2021
One of the personal development plan goals is to be able to sandwich feedback to be
received positively. Even with the understanding that individuals will improve more given the
feedback, the delivery method matters. Employees do not want a leader who shows them that all
they have done is in the negative. It is essential to sandwich feedback as a leader, which is one
art that I have not mastered. I tend to give criticism (negative) without considering how the
continuous use of this could negatively impact the employees. This then turns into
misinformation and sometimes ambiguity, which is characteristic in other departments, as
reported by the HR department’s surveys. As the leader in this department, it is my role to ensure
that all the organization’s people receive feedback that will build rather than burn bridges.
Employees should feel that their work is meaningful and contribute to an organization’s
success as a whole. As such, this goal will be achieved through personal conscious training and
decisions to ensure that I use the sandwich feedback method at all times. This will be better than
the ‘brutally honest’ approach, which has often left employees quite demoralized. I will also join
the American Management Organization and ensure to attend one seminar by mid-2021. The
organization focuses on advancing management principles (Duval, 2020). The importance of
joining this association is that it will help me interact with human resource managers worldwide.
This interaction provides the opportunity to learn a lot about human resources management
principles as being practiced in the workforce’s current changing dynamics. It will then offer the
opportunity to inquire from other professionals on the strategies they apply when giving
feedback. This information exchange will allow the organization to grow in terms of the input to
share with my employees and me.
HR LEADERSHIP DEVELOPMENT
4
Goal 2- Better Retention of Current Staff to Reduce the Hiring Costs of New Staff
Based on the strength of being a creative thinker and a problem solver, I also have
another goal. This is to leverage these creative thinking and problem-solving abilities for the
human resource department’s continuous improvement so that our organization’s department is a
global human resource leader. Constant improvement provides staff members with job
satisfaction as they are also experiencing professional and personal development, which actively
contributes to talent retention. The choice to connect continuous improvement and talent
retention emanate from the understanding that the world is quite agile. There is a need for human
resource leaders to spearhead constant improvement and learning. The advantage of this will
have a workforce that does not believe in settling. They will always be looking for ways to better
themselves and, consequently, the organization, which eventually gives the company a
competitive advantage. More specifically, the goal is to ensure that the organization can move
from a staff retention rate of 38 percent to about 50 percent by the end of 2021.
This goal will look into different stakeholders that lead to the success of the human
resource department. One of the stakeholders that I will require and influence in this case
includes the employees themselves. These are the targeted stakeholders to feel satisfied with the
organization’s job and not leave for others. They will be influenced through continuous
improvement initiatives. These initiatives will include regular pieces of training both on and off
the job. To achieve this goal, the organization will pay for the professional membership of the
training and development department members within the human resource department to join the
talent development association.
This association will provide a lot of material, workshops, and seminars to help the
department’s enlightenment on how to best train talent in the organization for a probable boost in
HR LEADERSHIP DEVELOPMENT
5
staff retention (Duval, 2020). On a personal level, I also plan to pay for the membership in this
organization to learn how staff in the organization is retained. The other step that will be
imperative in achieving this goal’s success is to ensure that the skills learned are passed on to
other vital stakeholders in the job retention cycle. It is not only the human resource development
that makes it possible to retain staff as departmental managers, and top managers also play a
crucial role.
Under my leadership, the human resource development department will ensure that it
organizes the departmental managers’ regular training to ensure that they will put in place the
proper strategies for ensuring the staff retention goal’s success. Zwilling (2016) supports this
notion by noting that leadership only happens through mentoring and failure. Mentoring the
other employees through training them will be a significant part of success for the organization.
This will not be possible without management as other stakeholders. They will need to approve
the budget for professional membership sponsorship. As a human resource leader, I will have to
influence their decision by illustrating what the organization will gain from implementing this
goal. This will involve outlining the benefits and showing them that it is possible to reduce the
cost of new hires that the company is currently grappling with.
Conclusion
This personal development plan has helped unveil some of the much-needed skills in my
career progress and overall organizational success. It has helped bring out the fact that human
resource leaders should never indeed arrive or think that they are at the pinnacle of success. This
is because there is a need to continue improving even on their skills. For instance, I had
identified that giving feedback is one of my strengths. However, considering the changing
workforce dynamic, there is the understanding that there is a need to have sandwich feedback,
HR LEADERSHIP DEVELOPMENT
6
which is something that I should improve on. as such, the field of HR leaders should focus more
on continuous improvement and development.
HR LEADERSHIP DEVELOPMENT
7
References
Duval, J. (2020). 11 HR associations and groups to boost your career. Retrieved from
https://www.fuseworkforce.com/blog/11-hr-associations-groups-to-boost-your-career
Rouillard, L. A. (1998). Goals and goal setting, revised edition. Menlo Park, CA: Crisp
Publications
Zwilling, M. (2016). Leadership is learned from experience, mentoring, and failure. Retrieved
from https://www.entrepreneur.com/article/273414
HR Leadership Development: Leadership Development Plan Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Analyze strengths,
leadership philosophy, and
role to define clear goals for
human resource leadership
development.
Does not analyze
strengths, leadership
philosophy, or role to
define clear goals for
human resource
leadership
development.
Identifies development
goals that are unclear or
not related to strengths,
leadership philosophy, or
value as a human resource
leader.
Analyzes strengths,
leadership philosophy,
and role to define clear
goals for human
resource leadership
development.
Critically analyzes the relationship and
significance of strengths, leadership philosophy,
and role to define clear, measurable, and
attainable goals with significant relevance to
human resource leadership development.
Identify specific action
steps and timelines needed
to achieve development
goals.
Does not identify
specific action steps
or timelines needed
to achieve
development goals.
Identifies action steps and
timelines to achieve some,
but not all, development
goals.
Identifies specific
action steps and
timelines needed to
achieve development
goals.
Explains the relevance of specific action steps
and timelines to achieving development goals.
Identify resources to assist
in achieving development
goals.
Does not identify
resources to assist in
achieving
development goals.
Identifies resources to
assist in achieving some,
but not all, development
goals.
Identifies resources to
assist in achieving
development goals.
Explains the relevance of resources to achieving
development goals.
Explain how a goal
supports influencing
stakeholders as a human
resource leader.
Does not explain how
a goal supports
influencing
stakeholders as a
human resource
leader.
Identifies goals that support
development as a human
resource leader, but does
not explain how a goal
supports influencing
stakeholders.
Explains how a goal
supports influencing
stakeholders as a
human resource
leader.
Explains the relevance of a goal in influencing
stakeholders as a human resource leader.
Convey intended purpose
by adhering to organization,
professional, and scholarly
writing standards and
incorporating relevant
supporting evidence.
Does not convey
intended purpose,
incorporate
supporting evidence
or adhere to
organizational,
professional, and
writing scholarly
standards.
Conveys purpose in a
sufficient manner. Clear,
effective communication is
inhibited by insufficient
supporting evidence and/or
minimal adherence to
applicable writing
standards.
Conveys intended
purpose by adhering to
organization,
professional, and
scholarly writing
standards and
incorporating relevant
supporting evidence.
Conveys clear purpose. Supports assertions,
arguments, and conclusions with relevant,
credible, and convincing evidence. Exhibits strict
and nearly flawless adherence to organizational,
professional, and scholarly writing standards,
including APA style and formatting to in-text
citations and references.
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Assessment 4 Instructions: HR Leadership Development: Leadership Development Plan
Use insights from Assessment 3 to write a 4-6 page plan to deliver to your leader in which you outline future actions for your development as a human
resource leader.
Introduction
Human resource professionals encourage, guide, and develop plans to assist others in their career growth. As a professional, it is equally important that you
continually grow and develop your own leadership competencies by setting in motion a personal development plan.
A personal development plan needs to be tailored to the individual’s specific needs for growth. It is based on an individual’s clear definitions of their
strengths, goals, and career needs. The personal leadership statement you wrote in Assessment 3 will serve as a guide to your developmental plan. Your plan
will include clear action steps with a timeline for completion that is relevant for you. It does not contain general concepts; rather, it contains measurable
outcomes that can be clearly identified as having been accomplished.
Your final assessment in this course will be the development of this focused plan for you.
Note: You will need to incorporate results from Assessment 3 into this assessment. Therefore, you are to complete this assessment after completing
Assessment 3.
Introduction
A clear development plan is important to not only maintain focus on steps to expand a leadership role. It also helps define the type of support needed
through resources or individuals to achieve them. Clear development plans begin with defining goals that fit the SMART model: Specific, Measurable,
Attainable, Relevant, and Time-Bound. In this assessment, you will be writing your personal leadership development plan to submit to your leader as a tool to
assist in your advancement as a human resource professional.
Scenario
Your leader has requested from you a development plan to assist your advancement as a human resource professional. Your plan will need to be specific,
measurable, attainable, relevant, and time-bound to allow your leader to support you in your growth. Your leader wants to hold you accountable to the
actions you need to take, as well as identify additional support you will need to accomplish the goals set forward in your plan.
Leadership Development Challenge
In Assessment 3, you defined your strengths, your leadership philosophy, and your role as a future human resource leader. In this assessment, you will use
insights from Assessment 3 to outline future actions for your development as a human resource leader.
To prepare for this assessment, you will need to:
Use your personal leadership statement from Assessment 3 as a foundation for your development decisions. Define goals that would target your
development as a good strategic partner within human resources as well as to employees and leaders within the organization.
Identify effective goals. The Development Goals activity gives you clear steps and ideas in the goal setting process.
Determine resources to assist you in your development. The resource activities provided with this assessment provide options to consider.
Instructions
Write a 4–6 page plan to deliver to your leader in which you outline future actions for your leadership development. Your Development Plan needs to be
specific with attainable, relevant, time-bound actions that are clearly measurable in their outcomes. Your paper should be well organized and cover the
following elements. Because it is your plan, identifying yourself in the first person would be appropriate. You may also choose to use tables, charts, or other
strategies to more effectively communicate your plan.
Analyze your strengths, leadership philosophy, and role as a human resource leader to define clear goals you need or desire for your own human
resource leadership development. Address the following.
Each goal addresses all elements of SMART goals: Specific, Measurable, Attainable, Relevant, and Time-Bound. For example, define specific
outcomes you wish to happen by achieving a goal:
“Being a better leader” is not specific.
“Improving my communication, trust, and influence with my two team members” is more specific.
The Development Goals activity gives you clear steps and ideas in the goal setting process.
One of the goals supports your ability to influence stakeholders as a human resource leader.
Explain how one of the goals supports your ability to influence stakeholders as a human resource leader.
Identify specific action steps and timelines needed to achieve each of your development goals.
Break down each identified goal into action steps. You may need several action steps for each goal and ensure they are realistic to achieve. For
example:
“Attend all SHRM conferences in the next year” may not be a realistic scheduling choice.
“Attend one local SHRM workshop by May focusing on communication” would be more specific, attainable, and relevant.
Provide a timeline of each action step on your personal development plan. Be as specific as you can with realistic dates of completion for each
action item.
You may find it useful to use a chart for this section of the assessment.
Identify resources to assist in achieving each of your development goals.
The Human Resource Professional Development activity provides a list of potential ideas on resources to assist you.
Include other resources as needed to support you in achieving each of your development goals.
Indicate the outcomes you expect by using each of the resources.
Additional Requirements
Length: 4–6 typed, double-spaced pages, plus the cover and resources pages.
The first page should be a cover sheet with your name, the course number, assessment title, and date. No other information is required on this
page.
The last page should be the reference list.
Organization: Make sure that your assessment writing is well organized, using headings and subheadings to organize content for the reader.
Font and font size: Times New Roman, 12 points.
Resources: Use 2–6 references to support your assertions and conclusions.
APA formatting: Resources and in-text citations are formatted according to current APA style and formatting.
Written communication:
Adhere to professional and scholarly writing standards to achieve a professional quality product.
Support assertions and conclusions with relevant and credible evidence.
Review the HR Leadership Development: Leadership Development Plan Scoring Guide prior to submitting to ensure you have met the requirements of the
assessment.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide
criteria:
Competency 2: Assess strengths and personal leadership capabilities to inform development as a human resource leader.
Analyze strengths, leadership philosophy, and role to define clear goals for human resource leadership development.
Identify specific action steps and timelines needed to achieve development goals.
Identify resources to assist in achieving development goals.
Competency 3: Analyze ways in which human resource leaders build trust and relationships to influence stakeholders in the workplace.
Explain how a goal supports influencing stakeholders as a human resource leader.
Competency 4: Communicate professionally through writing that is organized and supported and that clearly conveys intended information.
Convey intended purpose by adhering to organization, professional, and scholarly writing standards and incorporating relevant supporting
evidence.
ePortfolio
You should consider adding this assessment to your personal ePortfolio. This assessment demonstrates your ability to articulate your development needs and
opportunities to continue to grow as a human resource professional. Along with demonstrating the ability to actively engage in your own development, this
skill is valuable for human resource professionals to be able to encourage, guide, and develop plans to assist others in their career growth. You will want to
organize your assessments to more easily support future reflection and completion of your HRM capstone project as well as for showcasing y …
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