Date

Summer 2023

ESRP 9000 Professor

Gina L. Peyton

ESRP 9001 Professor

Gina L. Peyton

Executive Summary

This strategic research project was designed to emphasize the need for a career development plan to improve human resource management policies and procedures that are not only intended but also implemented. A career development plan is a structured process guided by human resource management to support employee goals and growth. Nova Southeastern University is the largest private, non-profit higher education institution in South Florida. It was established in 1964 as a physical and social science institution but has developed into a research university with a significant impact on the community and globally. The institution has a highly diverse student population and has met the U.S. Department of Education standards for being a Hispanic-serving institution. In 2021, the university opened the Alan B. Levan Center of Innovation and the Healthcare of America Florida University Hospital. Its mission and vision for 2025 reflect an institution striving to be a center of excellence with a focus on research and innovation.

A Strength, Weakness, Opportunity, and Threats (SWOT) analysis was utilized to examine the institution's internal strengths and external weaknesses, which found the need for a strategy to close the gap between intended and implemented human resource policies. Human resource policies and procedures significantly impact talent resources, leadership diversity, and the institution's competitive edge for sustainability. Forty internal and external key factors were examined and helped identify four solutions (a) alignment of human resource management practices, (b) development of employee retention plan, (c) human resource competency training, and (d) leadership development program. The Quantitative Strategic Planning Matrix (QSPM), another strategic management tool, was used to identify which of the two strategies for the solution to human resource competency training was most attractive for implementation. The strategy to create and implement a career development plan had a total attractiveness score (TAS) of 6.11, considerably higher than the average score of 2.5, and the other strategy for a competent management system with a score of 4.59 After strategically deciding on a strategy, the next stage was creating an action plan with specific and detailed steps. The literature supported the strategy to implement the career development plan as a recommendation to maximize the university's strengths and minimize weaknesses to achieve the university's mission, vision 2025, and goals.

Document Type

Strategic Research Project-NSU Access Only

Degree Name

Doctor of Education (EdD)

Department

Abraham S. Fischler College of Education

Language

English

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