APPLIED LEADERSHIP AND MANAGEMENT (NZDB62001-6210-2)
1
Table of Contents Introduction ………………………………………………………………………………………………………………..4
Personal vs Company Goals………………………………………………………………………………………….4
Personal goals………………………………………………………………………………………………………….4
HESTA’s purpose and vision…………………………………………………………………………………….4
Extent of alignment ………………………………………………………………………………………………….4
Professional Development Opportunities ……………………………………………………………………….5
Motivation ………………………………………………………………………………………………………………….6
Timeframes ………………………………………………………………………………………………………………..7
Resources …………………………………………………………………………………………………………………..8
Evaluation of effectiveness …………………………………………………………………………………………10
Professional, ethical, and socially and culturally appropriate practices……………………………..11
Impact of environment ……………………………………………………………………………………………….12
References ………………………………………………………………………………………………………………..14
2
Introduction HESTA is a superannuation company of Australia that provides fund to the health and
community services. The challenge experienced by HESTA is the lack of availability of a
central platform that supports learning for internal and external training. This professional
development plan is created for Helen – 32 years old migrant from Canada and has been
working for HESTA for six months. She has experienced workplace stress because of low
work-life balance and despite having excellent experience.
Personal vs Company Goals
Personal goals
Helen’s personal goals are listed below:
ï‚· To improve the education and growth of her five-year-old son through a reliable school-
care.
ï‚· To achieve work-life balance for improving the effectiveness at work and in family.
ï‚· To improve leadership while handling team of experienced members.
HESTA’s purpose and vision
HESTA’s purpose is to improve the retirement outcomes for the members of the
community and the company is making effective efforts as a super fund of Australia. The
company works with a vision of encouraging investment practices and government policies
through risks and opportunities addressed with maximum benefits of superannuation.
Extent of alignment
Considering the vision and purpose of HESTA and comparing the same with the
personal goals of Helen Brown, it is identified that there is effective alignment ensured by her.
Though Helen has spent only 6 months’ time working with HESTA, but her experience has
helped her achieve a good position in the company. It is quite difficult for an immigrant to
manage the responsibilities at work and ensure that the family members are well-versed with
the new area of residence (Rodriguez & Walters, 2017). For Helen, it is becoming difficult to
lead a team of professionals that have good experience and industry knowledge because certain
amount of her focus is on achieving the personal goal of finding a school care for her child.
Apart from this aspect, Helen has been aiming to achieve good leadership skills and work-life
3
balance as part of her personal and professional development. Therefore, it is considered that
HESTA’s purpose and vision and completely aligned by Helen with her personal goals.
Professional Development Opportunities Opportunity 1: Take up a course on leadership and team management.
Rationale: It is observed that Helen is experiencing difficulty to manage her personal
life requirements and fulfil the obligations or commitments of her professional life at HESTA.
The course on leadership and team management would be helpful for her to be less stressed
and more focused on handling her professional team.
Analysis: Often leaders are not able to drive their skills and competency in utilising the
competency of their team members. Engagement in a leadership and team management course
can be helpful in increasing the overall effectiveness and productivity. Further, Lejeune,
Mercuri, Beausaert & Raemdonck (2016) explains that continuous learning for a leader helps
in enhancing the perspective and understanding for a situation. This would be helpful for Helen
to contribute extensively in the achievement of the purpose and vision of her company.
Opportunity 2: Being efficient in change management and acquiring training for the same.
Rationale: It is considered that change management training would be an opportunity
of growth and development for Helen. She will be able to identify and adapt towards the
changes that are happening in her professional environment. Therefore, this opportunity is
considered suitable for her.
Analysis: Change management training is considered very essential for the leaders as
they are the ones that have to guide and direct the team members in handling the changes
accordingly (Sanyal, Biswas & Ghosh, 2017). Further, the utilisation of the change
management training will be helpful for Helen to improve her daily routine and develop the
capabilities of managing adverse situations and conditions when achieving the vision and
purpose of HESTA.
Opportunity 3: Getting trained in the new marketing trends and tools – like search engine
optimisation and social media marketing.
Rationale: It is identified that Helen had an experience of working with a marketing
agency for a long time. Getting trained in new tools and trending techniques would help Helen
to have a new perspective and approach towards her work (GrÃjdieru, 2018). Therefore, this
4
opportunity of learning the use of search engine optimisation and social media marketing. has
been identified suitable for Helen.
Analysis: The inability to cope with a team of qualified professionals could be because
of a skill or competency gap experienced by Helen. The provision of getting trained in new
skills and competency associated with search engine optimisation and social media marketing
and her core operating field would be helpful for her to ensure better cooperation, and
coordination with the team members (Zaharee et.al. 2018). This is one of the significant aspects
that influences Helen to get trained and groomed professionally which contributes to HESTA’s
purpose and vision fulfilment.
Motivation Applying the Maslow’s Hierarchy of Needs theory for understanding the influence of the
professional development opportunities on the motivation of Helen.
Intrinsic motivation
As defined by Güngör & Alp (2019), the intrinsic motivation is a behaviour that is
portrayed by individual when they experience reception of internal rewards. For employees,
the intrinsic motivation appears with higher job satisfaction, work-life balance, appreciation or
recognition for the contribution made to the company or a project. These factors are an outcome
of the employee acquiring a sense of love and belongingness in the organisation as per
Maslow’s hierarchy of needs. The professional development opportunities identified in the
above section will be helpful for Helen to improve her knowledge and make her more confident
5
as a team leader and professional marketing expert of her field. This will boost her morale and
enthusiasm leading to higher engagement in the work-based activities. Further, the esteem and
self-actualisation needs would be fulfilled through the increase in knowledge and experience.
Further, it is identified that the leaders are responsible for increasing the level of
intrinsic motivation amongst their employees or followers (Rubens, Schoenfeld, Schaffer &
Leah, 2018). The provision of further growth and development will be available to the
employees with the utilisation of these opportunities by Helen. Moreover, Helen shall be
motivated intrinsically because the change management training and team management will
help her contribute towards work-life balance.
Extrinsic motivation
Extrinsic motivation is defined by Mayer et.al. (2017) as the behaviour of an individual
portrayed on acquiring external rewards which could fame, praise, money or grades. The
employees of a company are to be motivated extrinsically through timely delivery of their
wages, by providing competitive incentives and ensuring that they are rewarded for their
contribution in the growth of the company or accomplishment of a project. Further, as per
Maslow’s hierarchy of needs, these aspects would be fulfilling the physiological, safety and
the belongingness needs of the employee. Considering the professional development
opportunities and associated activities, Helen would be extrinsically motivated with the rise in
her pay or the incentives which she will acquire on meeting certain performance standards.
The extrinsic motivation for Helen is also dependent on the policies and reward
schemes that are applied by HESTA. For example, lack of employee benefits and policies of
distributing rewards could result in reduced extrinsic motivation for her. Therefore, it is
essential that the company makes necessary arrangements for improving her extrinsic
motivation after accomplishment of the professional and personal development goals
(Penggang & Qian, 2018).
Timeframes Short-term activities
Activities Reason/Description Timeframe Start and
end dates
6
Change management
training
Helen would have to take up a change
management training for being more
flexible and adaptable.
This will also increase her capability
of handling different situations and
improving the overall team
efficiency.
3 months From 01
April 2020
to 30 June
2020
Learning about new
marketing tools and
trending techniques like
search engine
optimisation and social
media marketing.
The skill gap that might be restricting
Helen from improving her
performance and conducting herself
in HESTA would be filled effectively
with this training (Zaharee et.al.
2018).
6 months From 10
May 2020
to 10
October
2020
Long-term activities
Activities Reason/Description Timeframe Start and
end dates
Enrol in BSB42015
Certificate IV course for
leadership and
management.
This course would help Helen to
learn the professional leadership and
management techniques as well as
tools.
Her contribution and understanding
of the professional environment
would improve drastically.
12 months From 01
April 2020
to 30 April
2021
Resources Following table presents the different resources that Helen would be requiring for
completing her professional development.
Type of
resources
Activity 1 (Leadership
and management
training course)
Activity 2 (Change
management training)
Activity 3 (Marketing
training)
7
Financial
resources
Funds for getting
enrolled in the course
amounting up to
$15,000.
This can be accessed
through education loan
or an employee loan
which could be
provided by HESTA.
Amount of $2,000 might
be required for acquiring
the training.
This could be accessed
from the employee
benefits account by
HESTA.
There is no financial
requirement apart from
personal expense
because HESTA will be
organising the training.
However, the company
will have to bear $5,000
for conducting this
training.
This resource will be
accessed from the
company’s budget
allocated to employee
trainings.
Physical
resources
There will be
requirement of a
laptop and the
modules as per the
course guidelines.
These will be accessed
from the university or
educational institution
website.
Learning modules are to
be acquired by Helen for
understanding the
theoretical aspects of
change management
(Poell & Van Der Krogt,
2016).
Helen requires a separate
learning facility either
within the office or at her
home for engaging in
learning and ensuring
that there is no negative
impact on her
performance as a leader.
This can be accessed by
the contribution and
cooperation of HESTA
for achieving a balanced
approach towards
learning.
Human
resources
The course and
leadership and
management have to
be conducted under
the guidance and
The training on change
management will be
conducted by an industrial
expert that has been
focusing on incorporation
The marketing training is
organised by HESTA
and for the purpose, a
good trainer is to be hired
and it is to be assured that
8
knowledge of an
academician or a
respective industrial
expert (Güngör & Alp,
2019).
This course can be
accessed by the
guidelines provided by
enrolled university or
institution and as per
the allocated academic
teacher.
of changes within the
workspace (Mone,
London & Mone, 2018).
The access to an industrial
expert for conducting the
change management
training would be through
the brief research
conducted by Helen for
identifying the best
coaches and hiring one for
getting herself trained.
there is specific skill
proof with the trainer for
ensuring delivery of
good quality knowledge.
Helen will be accessing
this resource through
direct consultation and
by attending the on-the-
job training.
Evaluation of effectiveness The effectiveness of the professional development activities that would be executed for Helen
can be measured through the use of Kirkpatrick’s model as described below:
9
Professional
development activities
Measures Effectiveness evaluated
Leadership and
management course
The grades and marks
obtained in the academic
year for completing the
assignments and projects
for the course.
This will help in evaluating the
extent to which Helen had been
learning and engaged effectively in
completing her tasks.
As per Kirkpatrick model, the
measures of Level 4 i.e. results
would be helpful in identifying the
effectiveness of learning and the
impact of engaging in an academic
course.
These grades will be provided by
the respective tutor assigned by the
respective university or college
when she is learning (Figurska,
2016).
Change management
training
Impact on the performance
– improvements or decline
in meeting the objectives
and fulfilling her job-based
obligations (Zaharee et.al.
2018).
Helen would be assessed in terms
of the change that appear in her
behaviour and the improvements or
decline appearing in her
performance. This can be assessed
by the senior manager or the head
of Helen’s department.
These measures are level 2 and
level 3 strategies focusing on
learning and behaviour of the
employee after training.
Based on this assessment, Helen
can be provided necessary
suggestions to improve her
performance and enhance her
10
understanding about change
management.
Training on trending
marketing tools and
techniques like search
engine optimisation
and social media
marketing.
Personal interview and the
level of creativity obtained
in performing daily tasks
and activities.
The effectiveness in learning the
trending tools would be identified
through the assessment of daily
activities and consequently,
measuring Helen’s contribution
(Lejeune, Mercuri, Beausaert &
Raemdonck, 2016).
As per Kirkpatrick’s model, the
level 1 and level 2 i.e. reactions and
learning acquired by Helen through
the training would help in
determining the effectiveness.
Professional, ethical, and socially and culturally appropriate practices Professional practices
The professionally appropriate practices are reflected through the communication style,
attitude and behaviour within the workplace environment. Being a leader indicates that there
should be professionalism in the way of interacting with the followers and completing the tasks
(Rubens, Schoenfeld, Schaffer & Leah, 2018). For example, I have to ensure that I reach my
workplace on time and do not exceed deadlines. Further, I have to maintain professional
practices through polite communication and an emotionally balanced approach. I have to
respect the individual differences that exist between the workplace employees and ensure that
there are no rules or codes of conduct broken while working for the company. Moreover, a
professional leader has to ensure that there is compassion and discipline portrayed in the
practices.
Ethical practices
The ethically appropriate practices for professional development are reflected by
providing equal opportunities of growth to all the people and improving the accessibility of
resources (Mayer et.al. 2017). Further, it is my obligation as an ethical leader to ensure that
11
there is no discrimination, favouritism or any other unethical practice encouraged within the
workplace. I also have to ensure that my team members are focused on reducing the activities
or conditions which would be harassing or bullying other team members. The concept of
diversity inclusion has to be incorporated as the significant ethical practice in completing the
tasks and achieving higher professional development.
Social and cultural practices
For adopting socially and culturally appropriate practices, the leader has to ensure that
there are no harsh comments, trash jokes and racist philosophy promoted within the workplace.
This will help in developing a workplace environment which is respectful and inclusive for the
people from all kinds of social and cultural backgrounds. Further, it is to be ensured that there
is inclusion of the experts and intelligent employees in the decision-making process for
ensuring justified and fair decisions made by the company (Penggang & Qian, 2018). However,
the organisational morals values are to be portrayed and aligned in every aspect of functioning
for ensuring socially and culturally appropriate practices.
Impact of environment Internal factor – Employees
The internal factor of employees is affecting the performance and the execution of the
professional development within HESTA. The employees have to have sufficient skills and
competency so that there is higher engagement achieved. This internal environment factor is
affecting the business activities and the execution of business processes as the contribution of
employees improves the scope of HESTA in achieving the business objectives and vision.
Further, it is identified that the demotivation and discouraged nature of employees could affect
their performance and profitability which is not beneficial for HESTA.
External factor – Technology
It is identified that technological developments have been fast-pace because of their
contribution in the operational efficiency and profitability of the company (GrÃjdieru, 2018).
HESTA can be adversely affected by the technological trends if not incorporated and integrated
effectively within the premise. Further, it is essential for HESTA to invest in technology has it
helps in improving the competitiveness and enhance the quality of learning for the employees.
However, it is to be noted that the lack of technological collaboration affects the capability of
12
the company in understanding the changing business environment and develop more reliable
strategies.
Challenge faced by HESTA
From the assessment of the internal and external factors of HESTA, it is identified that
the company is experiencing the challenge of maintaining alignment with the current market
trends and activities. For example, there are companies incorporating business intelligence and
environmental intelligence tools for having major alignment with the current trends and
activities (Rodriguez & Walters, 2017). However, this alignment is not achieved by HESTA
and this is creating a negative impact on the performance and profitability respectively.
Suggestion for managing the challenge
For managing this challenge, HESTA is recommended to invest in technological tools
and environmental intelligence adaption. Further, the company needs to conduct a learning
skills analysis for ensuring that there is no gap between the competency and skills of the
employees in the current performance environment (Sanyal, Biswas & Ghosh, 2017). This
assessment and incorporation of technological tools will be helpful in improving the overall
performance and competitive advantage of HESTA.
13
References Figurska, I. R. E. N. A. (2016). Personal branding as an element of employees’ professional
development. Human Resources.
GrÃjdieru, E. (2018). How to sell careers to the employees you want to keep? A marketing approach on career development. Bulletin of the Transilvania University of Brasov. Economic Sciences. Series V, 11(1), 37-44.
Güngör, A., & Alp, G. T. (2019). Cognitive styles affecting the performance of research and development (R&D) employees in the era of Industry 4.0. Industry 4.0, 4(5), 203-205.
Lejeune, C., Mercuri, D., Beausaert, S., & Raemdonck, I. (2016). Personal development plans supporting employee learning and perceived performance: the moderating role of self- directedness. Human resource development international, 19(4), 307-328.
Mayer, D., Dixon, M., Kline, J., Kostogriz, A., Moss, J., Rowan, L., … & White, S. (2017). Employment pathways, mobility and retention of graduate teachers. In Studying the Effectiveness of Teacher Education (pp. 99-119). Springer, Singapore.
Mone, E. M., London, M., & Mone, E. M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.
Penggang, Z., & Qian, Z. (2018, December). Research on the Development Process and Educational Research Status of College Students’ Career Development and Employment Guidance Course. In 4th International Conference on Economics, Management, Law and Education (EMLE 2018). Atlantis Press.
Poell, R. F., & Van Der Krogt, F. J. (2016). Employee strategies in organising professional development. In Supporting learning across working life (pp. 29-46). Springer, Cham.
Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee performance and evaluation. World Wide Journal of Multidisciplinary Research and Development, 3(10), 206-212.
Rubens, A., Schoenfeld, G. A., Schaffer, B. S., & Leah, J. S. (2018). Self-awareness and leadership: Developing an individual strategic professional development plan in an MBA leadership course. The International Journal of Management Education, 16(1), 1-13.
Sanyal, M. K., Biswas, S. B., & Ghosh, R. (2017). Implication of Performance Appraisal Process on Employee Engagement Mediated Through the Development and Innovation Oriented Culture: A Study on the Software Professionals of IT Companies in West Bengal. In Proceedings of the First International Conference on Intelligent Computing and Communication (pp. 277-294). Springer, Singapore.
Zaharee, M., Lipkie, T., Mehlman, S. K., & Neylon, S. K. (2018). Recruitment and Retention of Early-Career Technical Talent: What Young Employees Want from Employers A study of the workplace attributes that attract early-career workers suggests that Millennials may not be so different from earlier generations. Research-Technology Management, 61(5), 51-61.
The post APPLIED LEADERSHIP AND MANAGEMENT (NZDB62001-6210-2) appeared first on Versed Writers.
