Training, Development and  a Succession Plan

1. Describe the distinction between training and development and how a performance appraisal can be impacted.

Training and development differ significantly in several key ways. Development is the formal education, work experience, interpersonal relationships, skill assessments, and personality evaluations a person goes through to become a better employee (Noe, 2020). While certain forms of development are centred on the employer’s current position, most development entails gaining new abilities that will be useful in the future. Employees frequently advance their education when preparing for new employment opportunities or when upcoming technologies, business models, or products necessitate further education. While training is motivated by an employee’s current performance, development is focused on the employee’s future progress. Because the information is given in training sessions at a speedier rate, training is advantageous for employees facing current issues (Noe, 2020). Employees can address their areas of weakness while enhancing their knowledge and strengths with the help of training and development programs. Because training focuses on enhancing an employee’s job performance in a shorter time, it is more helpful in a performance appraisal situation. Since annual performance reviews are the norm, an employee is more likely to come across as more skilled and to advance quickly through training than through slower development. Employers need to discuss tangible rewards for employee development during assessments, which is another drawback of development (Noe, 2020). Although an employee’s talents can be furthered through training and development, training has a greater impact on performance reviews.

2. How does one go about creating a succession plan?

Additionally, describe the significance of a succession strategy. The process of creating a succession plan involves eight steps. Examining the jobs that will be covered in the succession plan is the first stage in the procedure (Noe, 2020). The company should then decide which workers to include in the planning meetings.

The procedure would then move on to the third step, which involved determining the criteria used to assess the jobs, after that consideration. Fourth, the company creates a mechanism to assess candidate potential and gauge employee potential. Designing the succession planning review process is the fifth phase. The HR department and employee supervisors may review or assess future company leaders’ talent (Noe, 2020). The succession plan and evaluation examine innovative strategies to keep high-potential employees for future leadership roles in addition to helping them promote others. During the sixth step, when businesses are prepared to discuss their succession planning system and make critical decisions on earlier phases, human resource managers are also helpful. The next-to-last step determines the type of feedback given to employees (Noe, 2020). The business should analyze every aspect of operation, choose the desired or appropriate outcomes, and then pinpoint any potential changes that may be required before the succession planning process is complete. Succession planning eventually assists firms in developing and retaining high-potential leaders in critical positions through identifying, evaluating, developing, and monitoring talented individuals capable of moving up to higher jobs (Noe, 2020).

References

 Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill Education. https://online.vitalsource.com/#/books/9781260140279

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1.  Briefly discuss the difference between training and development and how they can affect a performance appraisal.

Your response must be at least 200 words in length.

2.  What is the process for developing a succession plan? Also, explain the importance of a succession plan.

Your response must be at least 200 words in length.

Please keep their number, please own words, and meet the word count. 200-word count

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