Employee Training and Development Plan

Employee training and development
Name
Institutional Affiliation
Course name & number
Professor
Due date
Part A
A development plan should include a challenge, support, and evaluation. A challenge should be something that presses employees to grow in their roles in a company, such as improving themselves through acquiring new skills, enhancing their knowledge through formal training, and gaining confidence in their jobs. The source of employee support, such as financial assistance for further studies, mentorship, trainers, among other sources, should be established. The evaluation component should outline the plan of action the employee should follow to achieve the goals of the development plan (Hosmer, Kepler & Senffner, 2015, pp.12-15). These include precise and measurable indicators of advancement and success, deadlines, and deliverables that an employee must meet.
The most important part of a development plan is considering an employee’s personal and career development goals. Employee development motivates employees to be loyal and strive to innovate and perform excellently in their positions as they have the support and freedom to sharpen their skills through further studies, training, and exercise of their expertise without being challenged.
Part B
The development plans and activities solid performing employees with moderate leadership potential can receive include; making clear their roles and expectations so they can concentrate on them entirely. The employee should get time to develop their performance. Such employees should receive peer coaching from professional coaches to help them deal with personal and professional issues affecting their performance. The employees should also go for further education and receive on-job training to help them develop their job skills, so they advance to the highest levels.
The plans for core players differ from that of stars as, unlike core players who need additional training and coaching to perfect their performance, the stars receive challenging assignments to push them to greater heights. Star employees require mentorships from senior managers and networking with other stars to keep their excellent performance high, while core players work with professional coaches to improve their performance. Unlike core players who require constant praise of their accomplishments and performance to advance in their performance, star employees need competitive compensation, recognition, and promotion to motivate them to keep up their excellent performance.
Part C
To facilitate a successful transition of the three managers to Warsaw, Poland, I would begin by deconstructing the language barriers. Speaking a second language, in this case, Polish, is an important aspect. Communication lays the foundation for solid management and a productive partnership. Thus, the three managers would learn the basic Polish language to convey vital information.
Training on cultural integration should be the second step. According to HR experts, cultural barriers contribute 48% to the failure of expatriates (Molinsky & Hahn...