Question 1: The top managers are very busy people Why was it necessary to involve them in leadership leverage?
It was important to make the top managers a part of the leadership leverage because they can help in a significant manner to develop leaders by designing the career paths of employees. Moreover, they can develop high potential talent among the selected employees .
Question 2: The program took 5 years to get to the end point. Is that realistic, or did it take a long time? Explain why the timing may vary.
It has been witnessed that there were 6834 employees within the organization so 5 years is a realistic duration of running a training and development program. All the steps mentioned in the case made the training program successful, but the timing may vary for other firms that have fewer employees.
Question 3: Would you let the names of the high-pos out to the rest of the organization? Why are why not?
I think that the names of the high-pos must be known throughout the firm because it will be a way of appreciating the high-pos and motivating for the other employees as well .
Question 1: The case introduces three companies of very different sizes which three different on boarding approaches. What differences do you see in their approaches? What similarities?
There are three different approaches that have been used within the case study, and there are some similarities as well as differences between these approaches. It is observed that all of the approaches have orientation programs. The two firms namely, Sun Microsystems and Houston Based Company changed their orientation programs because they realized that the first impression is the last impression . They are dissimilar in a way that the employees at Sun Microsystems have to start the work right after they accept the job, they connect with the other workers via social media and learn about company via their personal logins, but the other company provides a computer to the workers so that they can connect to the firm’s network by the very first day . The Fort Lauderdale is also different in a way that it has 30, 60, and 90 days checklist for the training of the workers.
Question 2: Are there important ideas missing from all three approaches? If so, what are they?
Yes, there are some important ideas that are missing within the three approaches. I think that the first two companies must implement a personal approach instead of depending too much on technology for introducing the firm to the employees. Secondly, the advertising company has not used technology and internet within the orientation program of the employees .
Question 3: Which approach sounds best to you? Why?
I think that the approach adopted by Fort Lauderdale is the best because it has used a personal approach for the orientation of the employees. The CEO of the firm talks to the new hires and tell them about the success story of the firm . Finally, there is an effective training program where the feedback of the workers is also appreciated.
Works Cited
Byrne, Jo-Ann C. and Richard T. Rees. The Successful Leadership Development Program: How to Build It and How to Keep It Going. Wiley, 2012.
HBS Working Knowledge. First Minutes Are Critical in New-Employee Orientation. 2013. 2015 <http://www.forbes.com/sites/hbsworkingknowledge/2013/04/01/first-minutes-of-new-employee-orientation-are-critical/>.
HRweb.berkeley.edu. Chapter 5: New Employee Orientation. 2015. July 2015 <http://hrweb.berkeley.edu/guides/managing-hr/preface>.
Jobsetc.gc.ca. Employee Orientation. 2015. July 2015 <https://www.jobsetc.gc.ca/pieces1.jsp?category_id=2828&root_id=2821>.
RASMUS, DANIEL W. 6 RULES TO TRANSFORM YOUR LEADERSHIP DEVELOPMENT PROGRAM. 2013. 2015 <http://www.fastcompany.com/3013397/dialed/6-rules-to-transform-your-leadership-development-program>.
Richards, Leigh. What Are the Benefits of New Employee Orientation Programs? 2015. 2015 <http://smallbusiness.chron.com/benefits-new-employee-orientation-programs-1281.html>.
