Employee development and career management – you decide case study

How do you respond to each of these perspectives?

Steve is the founder of CH but does not clearly understand the value of a mentoring program in the company. Being the founder of the company, Steve should be among the top people who should attend training and development programs. Steve is concerned with strategic growth of the organization, a position that requires frequent training and development career talks. By signing off to the program, Steve gets a chance to receive skills of how to develop new strategic growth plans different from those of competing companies. In addition, the mentoring program will enable Steve explore more into the business ventures by encouraging self confidence and making him more responsible. The mentor program structure will involve the founder attending to evening classes about company development and growth strategies. The quality mentor for the program will come from one of the fortune 500 companies ranking among the top 5. Such an individual has enough skills and experience of organization management in terms of growth and development (Noe, 2008).
Susan is the company floor manager who is complaining of qualified employees moving out of the company in search for greener pastures. What Susan should realize is that these employees lack a qualified mentor to encourage them on sticking to one employer. Susan likes promoting from within but hardly finds qualified employees because they are always shifting to other companies. Employee development and career management program will enable Susan come up with better strategies for maintaining her qualified employees.
The adaptation of an internal training program mentor would serve the Floor manager with a better solution. The most efficient training program that would be of significant benefit to employees is the pay-for-performance program. The program encourages talent attraction in an organization and glues the employees into their duties because of the appraisal they receive at the end. Moreover, the program helps in reinforcing the company internal career ladder since it encourages talents and motivation (Johnson, Redmon, & Mawhinney, 2001; 88-113).
Horace being the Home Technical Support Manager has the responsibility of ensuring the sales team has a perfect relationship with customers in the field. The introduction of a mentoring program will assist employees in developing realistic goals based on the departmental needs. The manager needs to seek the help of a mentor to encourage him on the best practices to give to such employees. The mentor program structure will consist of Horace attending employee training programs during his free time.

What is your summary recommendation for developing the mentor program?

In developing a mentoring program, the following recommendations will be useful. Firstly, the need and capacity for the mentoring program should be considered. The need and capacity takes into account the number and type of employees who need the mentor program. In addition, long-term career goals of employees and specific opportunities that the mentor program will give employees fall under this category. Second, the trainer should define the population that will be served. The population includes key players in the organization, junior professionals, specific departmental employees and other managers. This will assist in identifying the type of participants in order to plan for the mentoring program efficiently. Finally, the mentoring program should be evaluated after its completion to determine participants’ experience. In addition, the organization should also access the success of the program by looking at the progress of mentees.


Johnson, C. M., Redmon, W. K., & Mawhinney, T. C. (2001). Handbook of organizational
performance: behavior analysis and management. New York: Haworth Press.
Noe, R. A. (2008). Employee training and development (4th ed.). New York, NY: McGraw