Dated actions, each tied to a stated gap, an expected artifact and a confirming person: one generalist's development plan, due in the ninth week of MHRM 6902. Searches like "mhrm 6902 week 9 assignment example", "mhrm6902 week 9 sample" and "mhrm 6902 week 9 example" land here.
What a finished MHRM 6902 Week 9 development plan looks like
Two pages, a table and a short rationale. The table has six rows, one per action, with columns for the gap addressed, the action, the month, the artifact it should produce and the person who can confirm it. For Global Mindset: draft the onboarding brief for the offshore leasing support vendor's staff by a month in spring, confirmed by the vice president of operations, then complete a course in international HR by early autumn. For the budgeting side of Business Acumen: shadow the controller through the annual budget cycle and build the HR department's budget line, reviewed by the controller, by year end. Two further rows address partly shown categories. A rationale paragraph explains the ordering. A final line sets a review date six months out, when the self-assessment table will be re-rated.
How a MHRM 6902 Week 9 example is structured
Gaps set the rows, because a development plan exists to close what the portfolio found open, and the table cites the gap statement behind each. Actions are phrased as things a person could be seen doing, not as intentions, and each is small enough to finish by its date. The expected artifact column ties the plan back to the portfolio's logic: a completed action should leave evidence that could later be mapped. The confirming person makes each row checkable by someone other than the generalist. Date order governs the rows rather than importance, since the plan will be used as a calendar. The rationale explains why the vendor brief comes first, as that opportunity has a fixed window. The plan finishes on a review date, naming when the self-assessment will be repeated.
Rows from the gaps
Each action cites the gap statement it answers. Nothing in the plan addresses a weakness the portfolio has not already named.
Actions a colleague could witness
Draft the vendor onboarding brief, shadow the controller, build the HR budget line. Each is something another person could see done.
The artifact each should yield
A completed action should leave evidence behind. The brief and the budget line become future artifacts, mapped the same way as the rest.
A confirmer who is not the author
The vice president of operations and the controller are named by title. Neither the generalist nor a peer confirms her own progress.
Re-rated in six months
The plan ends with a review date and a commitment to rerun the self-assessment table against the same evidence ratings.
Where marks go in MHRM 6902 Week 9
One question is put to each action: at the date given, could someone tell whether it happened? Actions phrased as improve global awareness or learn more about budgets fail that test and collect little. Linkage to stated gaps earns the largest share; a plan addressing categories the portfolio never identified as weak, or ignoring the ones it did, has cut itself off from the document it serves. Expected artifacts are credited as the plan's most distinctive feature. Confirming persons are checked for plausibility, and naming oneself as confirmer adds nothing. Dates are expected to be realistic for a working professional. The review date and re-rating step earn a small, reliable amount. Generic reading lists padding out the table add length and nothing else.
Get a MHRM 6902 Week 9 example written to your instructions
Include the development plan prompt and rubric with your gap statements, and mention any opportunity at work that has a fixed window. Dated actions tied to each gap, the artifact each should yield and the person who could confirm it arrive in 24 to 48 hours; a first plan is free. The generalist and the offshore vendor pilot are fictional composites.
MHRM 6902 Week 9 questions, answered
How specific should the dates be?
Specific enough that missing one is noticeable, usually a month. The sample gives a month for each action, chosen by the generalist around her workload and the vendor pilot's schedule. Quarters or years are too loose to test. Pick dates you would actually hold yourself to, since an unrealistic schedule signals a plan drafted to be graded rather than used.
Can courses and reading count as development actions?
Yes, when they lead to something checkable. The sample includes one course in international HR and ties it to an expected artifact, a short comparison applied to the vendor pilot. A reading list alone shows intention rather than development. Pair any course or reading in your plan with a piece of work it should improve.
Who should confirm the actions?
Someone positioned to see the result, usually a supervisor, a project lead or a colleague in the relevant function. The sample names the vice president of operations and the controller. Choose people who would realistically agree to the role, and consider asking them before naming them in your plan, since a confirmer who declines leaves a row unverifiable.