(Solution) 5OS06 (AC3.1) Identify two stakeholders and explain their involvement in leadership and management development initiatives in your organisation
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Senior Leadership
Senior leadership, including executives and top management, is the central stakeholder for the leadership and management development initiatives at Saudi Aramco. Starting with the strategic vision of these programs, they start by validating that their strategic vision is in line with the organisation’s long term business objectives as well as understanding the major industry trends. Senior leaders provide organisational support by securing the resources they need such as time, funding, and key personnel access. They also shape the design of leadership programs about what skills and behaviours are needed to drive organisational success in a complex, global energy market (CIPD, 2024c). Furthermore, senior leaders also actively play the role of a mentor or coach, who shares their experiences or insights with the future leaders. Through this involvement, the future leaders in the company gain real world knowledge of the company’s culture and values. This is critical to their contribution to the formation of a culture of continuous leadership development that will empower a resilient and adaptable leadership pipeline with the ability to navigate future challenges.
HR Professionals
The Coordination and management of leadership and management development initiatives is primarily the responsibility of the HR department, specifically the people development team. It is the role of HR professionals to run training needs analysis, such as to identify gaps in leadership competencies so that programs are adjusted to cater to these specific needs (CIPD, 2017). They also create and provide leadership programs, including e-learning platforms, classroom-based training and on the job learning. In addition, HR professionals work closely with senior leadership with the aim of aligning leadership programs with organisational objectives and to lead the evaluation of program, to make sure that the initiatives achieve the expected outcomes. They also get involved in succession planning, to ensure that there is a pipeline of capable leaders ready to step into those key positions upon the shortage of employees in a certain role.
Please click the following icon to access this assessment in full
Related Papers
(Solution) CIPD Explain the reasons for treating employees fairly in relation to pay (AC5.3)
(Solution) Links to Strategic Workforce Planning Modules
(Solution) CIPD Level 7 7HR02 Question 3 (AC 3.1) short and a long-term approach that could be implemented to meet the current and future demand for talent
(Solution) New PSE Sourcing Essentials ROSHN Syndicate Cohort
- ROSHN should incorporate Porter’s Five Forces and PESTLE analysis into the organization’s Vendor Management Team (VMT)
- The expansion of the approved list of suppliers by not less than fifteen percent in the course of the next year is vital in eliminating reliance on a few suppliers.
- Improving eSourcing tools especially eAuctions to apply competitive pressures and lower costs of procurement. This will solve the problem of inefficiency in the tendering process and increase transparency while RHOSN already has efficient technology solutions for engaging suppliers.
- Obligatory implementation of a supplier sustainability program that identifies suppliers with high levels of CS