BUS475 Sanford Medical Center Development in Hansen Group Analysis

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BUS475

Sanford Medical Center

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Analyze a case study and answer the questions

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The subject is on human resource and development

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Learning and Development in Hansen Group 1

LEARNING AND DEVELOPMENT IN HANSEN GROUP

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Word Count: 3070

Learning and Development in Hansen Group 2
Introduction
Organizations seek to augment employees’ skills, knowledge, capabilities, and competence
through effective learning and development (henceforth L&D) programmes. They ensure that the
worker grows and remains productive and efficient to meet company goals and objectives. What
this implies is that L&D is a strategic human resources development (SHRD) tool designed to
identify skill gaps via one-on-one interviews and performance appraisals, then developing
suitable training to fill them (Grosse and Loftesness, 2017). An ideal L&D programme should
focus on what is beneficial to the people and not what is profitable to the organization; meaning
that in terms of L&D, what is good for individuals is still ideal for the firm. Daft and Marcic
(2015) opine that entities that undertake training from such a standpoint undoubtedly encourage
workers to perform adroitly. Such people also stay in the organization for long to become great
and help others actualize. The Hansen Group is one of the organizations, which realized that
creating employee-focused training programmes would be profitable in the long-term. What this
denotes is employees have distinct capabilities and skill gaps. Thus, intertwining trainings with
employee skill gaps creates a well-optimized workforce that performs towards excellence. As a
result, the company attains its goals and objectives effectively and efficiently.
Overview of the Assignment and the Objectives (10mks)
Hansen Group has a well-optimised human resource development framework focused on
improving the competencies and talents of its workers. This study intends to examine the
company’s L&D frameworks to determine their effectiveness along the following objectives.
1. To critically analyse ways diversity issues influence employee retention in Hansen Group

Learning and Development in Hansen Group 3
2. Critically examine the challenges and issues facing Hansen Group’s learning, development,
and recruitment
3. Analytically evaluate and discuss the effect of the new PM system on Hansen Group
4. Critically evaluate the effectiveness of talent management strategies ideal for organizations
and comparing them with the Hansen Group
Analysis of how Issues on Diversity in Hansen Group Influence Employee Retention
The demographic features of a team in any given organization define diversity (Onyango,
2015). Companies with a culture of diversity seek to motivate and promote a heterogeneous mix
of workers with the aim of attaining a competitive advantage (Grosse and Loftesness, 2017).
Therefore, diversity is a critical aspect of an organization culture because it plays an essential
role in augmenting its bottom-line. However, it is important to note that diversity should be
managed properly, failure to which it could lead to a disgruntled workforce; thus, reduced
productivity (Wambari, 2013). What this implies is when workers feel they are being
discriminated based on their gender, religion, sexual orientation, social class, age, and race; they
embark on disruptive schemes that interfere with the efficient delivery of key strategic goals of
the company (Onyango, 2015). On the other hand, organizations with robust diversity policies
and management frameworks are more effective, productive, and sustainable.
Therefore, issues of diversity in Hansen either can lead to higher employee retention or
increased turnover. They are broader than the term itself and involve the implementation of
numerous frameworks to be considered successful. According to Brown (2018), workers that
have a distinct gender, sexual orientation, religion, social status, and generation in the firm may
conceal a salient part of them for fear of negative outcomes in what is called “identity cover.” It
becomes difficult to know how an employee feels or establish if they want something, when they

Learning and Development in Hansen Group 4
engage in identity cover; so, the chances of them leaving the organization are high. Hansen’s top
management understands diversity but it alone cannot enhance retention. There is need for
inclusion. What this signifies, according to Onyango (2015) is, the company selects a diverse
team and creates a climate that allows people to be who they are, gives room for people to
portray their unique talents and abilities, thereby boosting retention. For instance, a Muslim will
not be praying their car for fear of negative outcomes. A gay employee will no fear to bring their
partner to company parties because the culture is inclusive.
It is also important to note that if Hansen’s climate embraces diversity and inclusion, then
potential employee isolation will be limited. Leonard and Levine (2006) assert that even in a
diverse environment, employees that feel isolated because they have demographi...


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