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In the CapraTek: Succession Planning simulation, identify the three  best candidates for the plant manager position, interview each  candidate, and select your top choice. Create a career development plan  for the selected candidate.

Introduction

For this assessment, you will use the CapraTek: Succession Planning  simulation. Using this simulation, featuring a fictitious technology  organization, requires you to make decisions about the best candidates  for a plant manager position, to interview the candidates, and to select  your top candidate in order to create a career development plan.

Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence.

Personal and Professional Goals

Employees have personal and professional needs. Each employee is an  individual who wants to understand who he or she is, to define his or  her own professional goals, and to devise a plan for how to achieve  these identified goals. It is your responsibility, as a training  professional, to assist employees in meeting both their professional and  personal goals. Ideally, the employee development system will allow  employees to see how their personal goals align with organizational  goals. Furthermore, it will set expectations for employees’ continued  growth within the organization and provide feedback on their progress  toward professional and personal goals. For example, an increasingly  popular and important method of employee assessment is the 360-degree  feedback method. This assessment tool is a multisource assessment that  provides the employee with a chance to receive multi-rater feedback from  peers, managers, and other coworkers and sources that work directly  with the individual, along with a self-evaluation. The results of this  assessment assist the employee with identifying and understanding areas  for improvement.

Career Management

An organization’s most valuable resource is its employees. An  organization that invests time, money, and human resources in caring for  the well-being of employees should receive a return of appreciation  that shows through longevity, continued contribution, performance  improvement, and ROI. Career management is an important issue for  organizations that hope to maintain growth for both the organization and  employees. As our world changes, so does the need for the organization  to maintain pace with advancements in technology and processes.  Organizations must constantly look to the future and anticipate human  capital needs. Similarly, employees should be encouraged to think about  their own long-term goals and how the organization can help them achieve  these goals. A solid career management process will meet both the  organization’s and employee’s needs.

To develop employees for longer-term, continual growth with an  organization, this assessment introduces succession planning and  developing a career management plan.

Preparation

Complete the CapraTek: Succession Planning  simulation activity. Be sure to download your activity log results  after completing this simulation; you will use them in this assessment.

Requirements

For this assessment, complete the following:

• Analyze how succession planning supports an organization’s strategic training plan.
• Articulate why candidates were selected to be interviewed.
• Develop a career development plan for the chosen candidate.
• Analyze the selection of a candidate to hire for a position.

  Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Prentice Hall. Available in the courseroom via the VitalSource Bookshelf link.Chapter 11.

• Bennett, B. (2003). Job rotation. Training Strategies for Tomorrow, 17(4), 7.
• Garvey, B., & Alred, G. (2000). Developing mentors. Career Development International, 5(4), 216–222.
• Gray, D. (2014). Succession planning 101. Professional Safety, 59(3), 35.
• Hall, D. T. (2004). The protean career: A quarter-century journey. Journal of Vocational Behavior, 65(1), 1–13.
• O’Neil, J., & Marsick, V. J. (2009). Peer mentoring and action learning. Adult Learning, 20(1/2), 19–24.
• Management development methods: How to get the right balance. (2008). Development and Learning in Organizations, 22(6), 29–31