Introduction
This memo has selected Jensen Hughes as the scouting firm. The company, which has offices all over the world, makes better use of such locations to meet local, regional, and international consumers’ needs. The business offers services to clients in every market worldwide. Both locally and abroad, it is a leading engineering and consulting firm. Jensen Hughes provides services to several industries, including the construction of nuclear power plants, vital data centers, and interstate pipelines.
Context
Organizations need to invest in leadership development because it improves their capacity to manage talent shortages, boosts employee engagement, and lowers turnover costs. It is essential for the company to develop current leaders and, at the same time, take care of the leadership succession processes (Ivancevich & Konopaske, 2013). In the company selected, there is an intermittent leadership development program, while leadership succession, especially in long-term regional planning, is not properly articulated. A strategic plan is therefore urgently needed to assist staff in acquiring and developing leadership abilities and preparing them for leadership positions within the organization. To address the particular requirements of the person and the business, this strategy should be organized, long-term, and tailored.
Current Leadership Assessment
The organization lacks coherent leadership development planning, according to conducted research and observations. Most of the branches are disorganized and have undeveloped approaches and an understanding of leadership practices. The uneven allocation of resources further deepens the complex issues in leadership training. There were several initiatives; however, they were mostly limited to online meetings or the involvement of the local staff. The research suggests that a strategic and comprehensive vision for leadership development, which will take into account different variables, is required.
Interventions Proposed
In the aforementioned settings, there is a crucial need for interventions that will ensure coherent leadership development. The first proposed intervention is action learning training and development. Action learning is a technique for developing leadership skills that involve regular meetings with small teams of leaders to complete real-world tasks. As they work to change things, they will use this time to think back on their experiences and to learn from one another. These gatherings involve both the streamlining of the team’s answers and the enhancement of the problem-solving process (Eva et al., 2021). This is really helpful for focusing on an active role and building leadership skills. Action learning is the process of learning how to respond effectively to crises, difficulties, and leadership opportunities at work (Eva et al., 2021). One of its main advantages is the intervention’s support of a constructivist approach to leadership that gives leaders chances to investigate, query, discuss and criticize in order to incorporate new concepts, methods, and projects.
The second intervention that is crucial for the organization’s context is developing accountability in succession planning. When important leaders leave their positions, retire, or abruptly shift employment, a particular method called leadership succession planning keeps operations operating smoothly. In order for them to assume leadership responsibilities, when necessary, this entails studying and assessing the unique abilities or competencies of the shortlisted individuals inside the firm. Monitoring and discussing progress toward the development goals should involve both the job seeker and their manager (Ivancevich & Konopaske, 2013). There is currently no established strategy for leadership development, and no one is held accountable for it. The intervention plans to set up seminars and workshops that will lead aspiring and established leaders through the many steps of achievement. Utilizing contemporary technology to monitor possible candidates, such as accountability monitoring tools and HR systems, can be beneficial.
Personnel Selection
For these interventions, it is crucial to ensure the participation of regional leaders and their close collaboration with top-tier local management. Moreover, a pool of potential leaders or outstanding performers should be prepared by HR departments to identify potential candidates for participation in leadership training. The action learning training will allow for highlighting additional personnel who can be suitable for further interventions.
Potential Timeline and Schedule
Meetings to evaluate and discuss the development of succession candidates might be scheduled every three to six months in terms of leadership succession planning and accountability. It is crucial to assess existing talent development objectives, make plans for the future, and take the candidate’s objectives into account throughout this period (Chutivongse & Gerdsri, 2019). For several months, practical training seminars and workshops can be scheduled every two to three weeks. This will draw attention to possible prospects for more advancement. Within the context of individual and team development procedures, it is important not to overburden the personnel.
Conclusion
One of the most urgent concerns facing businesses today is leadership development. Because it provides businesses with a tremendous opportunity to get a competitive edge in their sector, facilitating the execution of strategies and boosting the success of changes. Management has the power to make the required adjustments for an organization with numerous branches all over the world and an imbalance between regional and local branches. Investment in leadership development in line with the suggested activities thus seems like a credible long-term plan. The interventions proposed can serve as a basis for further assessment of potential training.
References
Chutivongse, N., & Gerdsri, N. (2019). Creating an innovative organization: Analytical approach to develop a strategic roadmap guiding organizational development. Journal of Modelling in Management, 15(1), 50-88. Web.
Eva, N., Cox, J. W., Herman, H. M., & Lowe, K. B. (2021). From competency to the conversation: A multi-perspective approach to collective leadership development. The leadership quarterly, 32(5), 101346. Web.
Ivancevich, J. M., & Konopaske, R. (2013). Human resource management (12th ed.). New York, NY: McGraw-Hill/Irwin.