In what ways would a performance consultant be consistent with the concept of strategic human resource development? Describe at least three connections that you have identified.

The performance consultant can be compatible with strategic human resources through planning and helping organizations reach their desired goals. Performance consultants can research the company's needs and deal with its internal capabilities and external issues (Adresi et al., 2017). Performance consultants can help organizations with staffing needs relating to establishing a flexible and caring management style toward their employees (Adresi et al., 2017). The connections are employee job security, internal career ladders, and clearly identified jobs (Adresi et al., 2017).

Job security assures employees that their families will have a stable source of income. The employee will have a greater connection to the organization if there is stable work and employee satisfaction through career ladder positions (Adresi et al., 2017).

Internal Career Ladders are opportunities for growth and help employees develop a connection to the organization. Career ladder promotion encourages employees and gives the desire for new job skills and training programs that can benefit the organization (Adresi et al., 2017).

Clearly Identified Jobs are a way for employees to become subject matter experts in a specific skill. Those positions encourage employees to understand the responsibility and their jobs (Adresi et al., 2017).

In what ways would the role of a traditional trainer be consistent with the concept of strategic human resource development? In what ways might it be inconsistent with this concept?

The traditional trainer has a specific role in training new employees about specific flows and functions of strategic management. They have knowledge and history of the organization and are the initial contact between employees and the company (Werner, 2022). Traditional trainers offer a skilled knowledge of the company that most offices never experience (Werner, 2022). The value traditional trainers add to a company can never be replaced as they understand the company's heartbeat and know the machines and what to do to correct the issues and not stop production (depending on the company). The inconsistencies are that they do not change with the times of newer technology and world views. Traditional trainers may become rigid and staunch in specific ways to create a downfall in morale among employees (Adresi et al., 2017).

Are these two roles mutually exclusive in an organization, or can they coexist? Base your answer on research and justify your response.

I believe they both can exist in that the traditional trainers and performance trainers can meet to discuss ways to enrich and encourage employees while meeting organizational goals. Both parties will be able to learn from the other on how to motivate (performance consultants and how the company works (traditional trainers). The goal is to maintain and keep high-quality employees, not break their spirit.

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