Matching Items (8)

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Soft Skills are Paramount in Leadership Development Programs

Description

Many companies recognize the need of soft skill improvement and utilize leadership development programs. As the program states, the company uses the curriculum to focus on developing and cultivating leadership skills for their employees. While perfecting the aptitudes, it is

Many companies recognize the need of soft skill improvement and utilize leadership development programs. As the program states, the company uses the curriculum to focus on developing and cultivating leadership skills for their employees. While perfecting the aptitudes, it is vital that these curriculums focus primarily on developing soft skills rather than hard skills. Not stating that hard skills are not significant; just that leaders require to apply soft skills abundantly in their day to day duties. Within this thesis, the discussion is on the gap of soft skills and why the need to improve and narrow the breach is imperative in today's workforce. About 67% of HR managers will hire a candidate with strong soft skills, even if their hard skills are lacking; since HR managers value and recognize the proficiency gap of soft skills in the workforce today. Because of the necessity for soft skills, it is vital for employers to identify how to assess for soft skills. In order to do so, the companies should focus on the competencies that are required for the needed position. For the competencies that are utilized in leadership positions, soft skills are emphasized and assesses for more. Salt River Project is utilized, in the thesis, as a company example on assessing competencies that are desired when hiring for leadership positions, varying from a supervisor level position to a director level position. Due to the findings stated in the thesis, soft skills are weighed heavily and are recognized as required skills for most leadership positions. Therefore, soft skills are paramount in leadership development programs.

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Created

Date Created
2018-05

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Leadership Skills for Public and Private Sector HR Leaders: Does the Leadership Skills STRATAPLEX Hold?

Description

Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It

Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It is the primary focus of this research to view leadership as the collection of skills that an individual develops over time which allows them to demonstrate leadership ability regardless of their actual position within an organization. Through a review of the leadership skills literature, a potentially unifying framework for understanding and measuring leadership skills was extrapolated: Mumford, Campion, and Morgeson’s Leadership Skills STRATAPLEX (2007). In order to determine the ability of the framework to serve as a unified model between the divergent characteristics of the public and private sectors, a limited replication study was performed on a targeted sample of Human Resources (HR) leaders in the public and private sectors. The study consisted of a twenty-three-question survey which captured the HR leaders’ years of experience, sector type (sector of employment), and their self-rated measurement of the twenty-one leadership skills needed to perform in their position. Through the limited replication study, it was found that there existed no statistically significant difference between the sector type and any of the twenty-one leadership skills within this replication study. Although it should be noted that some of the leadership skills did approach statistical significance, a more robust replication of the STRATAPLEX for the explicit purpose of determining a relationship between sector type and the twenty-one leadership skills would prove useful in determining the veracity of these results. The results of this study serve to doubly inform leadership researchers of the possibility of creating a unified leadership skills framework as well as demonstrating to organizational leaders the value in producing leadership training which models this framework as its foundation for all leadership positions.

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Created

Date Created
2020-05

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Selection Measures for Expatriates

Description

Expat assignments can be incredibly useful, if done correctly. However, 10-20 percent of expat assignments fail due to various difficulties \u2014 adjustment, preparedness, family issues, etc. There are many ways to mitigate this failure rate, include training and development, proper

Expat assignments can be incredibly useful, if done correctly. However, 10-20 percent of expat assignments fail due to various difficulties \u2014 adjustment, preparedness, family issues, etc. There are many ways to mitigate this failure rate, include training and development, proper preparation, support throughout the assignment \u2014 the one this thesis evaluates is proper selection measures for choosing an expat going abroad. Selecting the right candidate is the first step in the battle and if this is done correctly, it increases the likelihood that the expat assignment will be successful. Here we evaluate three selection measures: job performance, resiliency, and employee readiness. Included are interview questions with raters, as well as comments from current/past expats and managers of expats. If the three characteristics are well assessed for, a better selection for an expat can be made, thus increasing the probability of a successful assignment.

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Created

Date Created
2017-12

The Impact of Training and Development in Student Organizations

Description

Student Organizations at Arizona State University experience a high volume of employee turnover throughout the school year. Change in organizations is inevitable; however, this element of change directly affects the prosperity of the organization. The intent of this project was

Student Organizations at Arizona State University experience a high volume of employee turnover throughout the school year. Change in organizations is inevitable; however, this element of change directly affects the prosperity of the organization. The intent of this project was to research and identify the motives behind the departing student workers and offer a solution for retention. The Programming and Activities Board \u2014 the second largest student organization on campus, known for its event planning expertise, was used as a means of testing the idea of the impact of training development on student workers. This study involved research in human resource management and industrial organizational psychology. As a result, job analysis was performed, organizational restructuring occurred as well as the creation of a one stop platform for learning and development that contains online interactive trainings, platform for management to engage the workers, pre-test and post-tests as well as additional organizational information. Student Organizations provide undergraduates and graduates with the opportunities to grow and develop skills for the real world. By restructuring the way of management within the organization will provide an opportunity to create stronger student organizations in the future. This study found that with a solid training and development plan, students could understand the purpose they were working towards and understand their current roles and responsibilities in the organization. The Programming and Activities Board had previously experienced a 40.9% turnover rate but after the implementation of the program turnover is now at 11.9%. The transition from traditional to e-learning training is beginning to embed itself into the organizational culture due to the creation of a sustainable solution plan.

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Created

Date Created
2016-12

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How to Hire and Train a Digital Logistics Team

Description

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of a digitalization team. Both sectors must have a firm understanding of the other’s needs, in order to acquire, train, and maintain people who will have the necessary hard and soft skills to develop the digital processes. After conducting extensive research around hiring and training, the researchers identified several best practices that companies can utilize to build a successful digital logistics team. Regarding hiring, companies can improve their current practices by collaborating with universities to create synergy between enterprise needs and college curriculum, as well as utilizing talent acquisition data analytics. They must also employ targeted recruiting strategies to attract high-quality talent and create explicit and attractive job postings. In addition to hiring, companies must also continuously improve their training initiatives to ensure their team’s success. In order to do so, firms should conduct training needs analysis, personalize training using technology, offer non-traditional learning modalities, provide holistic supply chain training, and create a learning culture.

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Created

Date Created
2021-05

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Effective succession planning in construction companies

Description

Human resources have always been the most critical factor in the construction industry, and now, with a historic generation entering the age of retirement, the construction industry needs to place greater effort in preparing for the succession of their most

Human resources have always been the most critical factor in the construction industry, and now, with a historic generation entering the age of retirement, the construction industry needs to place greater effort in preparing for the succession of their most important of human resource, their leaders. A significant body of research has shown that succession planning minimizes the negative effects that come with leadership transition; however, little research has focused specifically on the construction industry. The majority of construction companies are family owned or have small pools of potential successors, which make them more susceptible to the negative impacts that occur with poor planning for succession. The objective of this research focuses on developing a methodology that will assist construction companies plan and prepare for a leadership transition. Data is gathered from case studies of twelve construction companies that have recently experienced leadership succession. The data is analyzed for practices and characteristics that correlate to successful leadership transitions. Through the findings in the literature review and data analysis of the case studies, the research successfully achieves the objective of developing a potential methodology for increasing the effectiveness of succession planning in a construction company.

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Created

Date Created
2012

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How to Hire and Train a Digital Logistics Team

Description

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply

This thesis looks at the digitalization process holistically. It recognizes that for a digitalization initiative to be successful, it takes input from multiple departments and experts from diverse backgrounds. This paper will be evaluating the interconnectivity needed between the supply chain and human resources departments to spearhead the creation of a digitalization team. Both sectors must have a firm understanding of the other’s needs, in order to acquire, train, and maintain people who will have the necessary hard and soft skills to develop the digital processes. After conducting extensive research around hiring and training, the researchers identified several best practices that companies can utilize to build a successful digital logistics team. Regarding hiring, companies can improve their current practices by collaborating with universities to create synergy between enterprise needs and college curriculum, as well as utilizing talent acquisition data analytics. They must also employ targeted recruiting strategies to attract high-quality talent and create explicit and attractive job postings. In addition to hiring, companies must also continuously improve their training initiatives to ensure their team’s success. In order to do so, firms should conduct training needs analysis, personalize training using technology, offer non-traditional learning modalities, provide holistic supply chain training, and create a learning culture.

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Created

Date Created
2021-05

A New Basic Hybrid Working Model for Organizations’ Implementation Towards Generation Z

Description

The world has been greatly impacted by the global pandemic. One of the most substantial shifts was within the workplace and the emergence of a virtual working environment. It has been proven that Generation Z is leaning towards a hybrid

The world has been greatly impacted by the global pandemic. One of the most substantial shifts was within the workplace and the emergence of a virtual working environment. It has been proven that Generation Z is leaning towards a hybrid working environment for their future careers. According to a recent AT&T survey of employees and business leaders at large U.S. companies, about 86% of employees would prefer hybrid work (Kelly, 2022). Companies have not yet considered successful hybrid working set-ups that could benefit their organization. Research is proving that 72% of businesses reported having no hybrid strategy or basic model that is being implemented into the organization. Both companies and individuals agree that a hybrid working model will help court more young talent. This research study explores the new option of creating a basic hybrid working model that can be adopted by any organization for its remote eligible workers. The model brings together the preferences of Generation Z with research on important hybrid working features specified by additional outside research. A survey conducted on people between the ages of 18 to 25 with one hundred seventeen responses found that 70.9% answered that they would prefer a hybrid working environment. The process for this hybrid work format is compared to that of a hybrid car engine (Appendix A). In order to have a successful output, there need to be specific inputs to ensure the model’s functionality. By following and adding to the model, an organization can increase the success of its hybrid working environment for the new generation of workers coming in after experiencing the pandemic. The overall study aims to voice insights on Gen Z’s working preferences and provide a future solution for creating successful hybrid working conditions for organizations with the potential for further research.

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Created

Date Created
2022-05