Obtaining and developing effective leaders in an organization remains an ever-present concern for the success of the organization, and it is inevitable that current leaders will retire, become promoted, or potentially make a decision to accept a position at another company. Many organizations fail to cultivate the human resources that they already have because; they are unaware of their employees’ potential, they have not implemented a program for mentoring and development, or they may not have the funds to invest in training and development to further their employees’ capabilities. The Society for Human Resources relates that “developing the next generation of corporate leaders” is one of the major concerns of the majority of human resource executives (“Future HR Challenges,” 2012). Companies need to invest in training and development in order to reap the benefits and harness the potential from their current pool of employees. Continuing education does not only need to be technical in nature, but as Meghan Biro, contributor to Forbes, relates, “emotional intelligence” needs to be cultivated to be able to communicate effectively with all employees, improve positive workplace postures, and for management to understand their own limitations (Biro, 2012). Developing and maintaining effective leaders can be a challenge, but without cultivating new and exemplary leaders, some companies are neglecting one of the greatest assets they have available to them.
The Main Purpose
The Sophistication of human resources: the learning leader’s challenge by Annie McKee and Stanton Wortham explains that talented human resource (HR) leaders will soon be leaving the workforce and their needs to be a focused effort to maintain and enhance the skills that they have developed, and that have become key factors for a successful workforce (2013). The Human Resource Management text also reiterates the concern of “lost skills” in the changing workforce (Human Resource Management, p. 31). Additionally, McKee and Wortham relate that human resource functions have evolved to become positions of great value to the success of organizations, and that human resource professionals must continue to “develop their technical HR skills and their leadership skills, with a particular focus on emotional intelligence” to enhance their organizations strategic partnerships (2013). Human resource managers have “honed their skills” and focused on developing competencies that assist companies in not only the tasks of “recruiting” employees, but developing the positions and personnel that will ensure the success of the organization (McKee & Wortham, 2013). Strategic Human Resources Management involves not only being a leader, but also the development of leaders (McKee & Wortham, 2013). “Engaging” employees has become key, and not only do HR professionals need to continue to be savvy in their ever changing “technological” climate; they need to become more diverse (McKee &...