Human Resources Development

TASK 1

LO 1.1 Different learning styles

Learning styles refer to the people’s habitual pattern in learning and processing information in a given learning atmosphere. Due to the current competition that face different companies, most of these companies have realized the need to advance their business values and strategies. For example, the companies can enhance the learning styles by improving their training and development action (Salaman, 2000).

Different Learning Styles

Organizations can have a variety of learning styles to chose and select the one that fits for their personnel. There are four learning styles that includes; activist, pragmatist, theorist and reflector.

• Activist

Activists tend to be involved new knowledge and are usually passionate about new ideas. The activist appreciate doing things and proceed first and address the importance afterwards. They are improbable to arrange for learning understanding or consider their discovering afterwards. The activist discovers best when they are faced with a hard task, leading considerations and chairing meetings. Individuals who are activist are recognized for being active in work and innovators of new areas in order to enhance the process (Quintas & Storey, 2000).

• Theorist

Theorist prefer to adapt and integrate observations into logical and theories before making final decisions. They tend to be strict about rationality and analytical of any task to that is ahead of the organization. They do not rely on the experiences they have acquired in the past, but they make their decisions based on the rational findings on current situation of the company (Doorewaard & Benschop, 2003).

• Pragmatist

The pragmatist learning style tends to be practical in nature and make any decision that comes along. They do not fear challenges and this make them gain confidence in their learning and experience. In addition, they take tend to take new responsibility and adapt to challenging situations or tasks by building up their skills (Budhwar, 2000).

• Reflector

Reflectors tend to aggregate data, analysis and anticipate anxiously before advancing to any conclusion. Reflectors leaner is best at reviewing what has happened before the deadline and accomplish things before time run out. They are not much active but tend to copy what other people have performed and reflect the whole process like others. Sometimes they make their own judgment and procedures to make the process effective and easier (Budhwar & Debrah, 2001).

LO 1.2 the role and importance of learning curve.

The learning curve uses a graphical structure to explain the experimental process and stages of learning. The curve follows requirement and the structural values of an organization. If the organization adjusts its structure, the learning curve also changes in order to represent the new requirements. The curve can be used by an organization to show the process of gaining efficiency in its operation and channels of improvement through a continuous learning experience. When an organization make changes to its core functional values, the workers can have new opportunities or challenges in adapting the changes (Liao, 2005). Therefore, for better performance of the organization, there is the need for the organization to enhance their learning experience for skill development in order to increase the level of staff’s adaptability.

The significance of the knowledge transfer is that the organization through its management, experts, supervisors, employees and experts are able to share their findings, expectations, necessities, analysis and needs in the different work context.  Therefore, organization can transfer important knowledge through workshop, supervisors’ advices and workbooks that improve and increase the understanding of the core business values (Quintas & Storey, 2000). The learning curve can show the development of the workers from time to time. As the staffs improve their adaptability in both mechanical skills and competencies, they are anticipated to display more value on the performance that might be worth to an organization’s operations. By enhancing the proficiency and enhancing presentation, employees earned effectiveness in their activity and managers enhance their performance in the choices for respective field and credit (Boxall & Purcell, 2003).

LO 1.3 contribution of learning curve

Contribution of learning styles and theories

The learning theories provide the conceptual framework to the learning objectives and requirement. The learning styles that is to be applied in an organization depends on the preferences of the employees and how fast the organization want the employees to adapt to the new condition. Therefore, it is crucial for the organizations to conduct a training event before selecting and conducting training events for the employees. It is also important for the learning styles and theories to be analyzed and adjusted according to the firm expectations and desires. Therefore, success of an organization can be driven by effective study on learning preferences and theoretical evidences applied by the top management (Budhwar, 2000).

Relationship among learning styles, theory, and events

When organizations are planning for appropriate training events, the HR managers should analyze the various learning styles and theories. Learning theory can lead an organization to have more appropriate learning ways and theoretical explanations. It can as well show appropriate base that can be used for designing training facilities. Therefore, a learning event can mean the application of learning theories and styles that are the most appropriate to work context. The acquisition theories define acquisition sorts, questionable explanations, structures and acquisition puppet dictates (Boxall & Purcell, 2003).

Contribution of learning theory and event

The organization may be analyzed and monitored by other appropriate learning styles and theories to the company to apply more training facilities and systems. It is also important for the organization to learn styles that match the present scenario of the firm since the staff members are significant in the development of the daily activities.   Every individual working in the organization must be accustomed to different learning patterns and ways. They must also understand and relate the learning theories provided by theorist with the individual learning needs and patterns. This can help to establish a better focused and objective oriented training facility.

TASK 2

LO 2.1 Training needs at different levels

An organization should prepare or have a plan at different levels and positions. For example, an organization should make preparations at administration, operational and client level for the directors and the staffs at large as follows;

Training methods

Different organizations have different training and coaching programs for their workforce (Salaman, 2000). It is important for an organization to focus on career development in order to boost the performance level. Manager can help other workers to understand the job context, requirements for higher level of performance and the significance of performance in an organization. When organization conducts workshops, this can act as a tool to increase the productivity level of the staffs.

Advantages and disadvantages of current training methods

LO 2.3 Use a systematic approach to plan training and development

Training and development for a group training event:

In the current businesses, they need to fasten adaptability of employees because of the daily changes that occurs in the business environment. This can be initiated by focusing on appropriate training events especially involving external experts in solving problems. The management teams and other experts can help an organization to implement the necessary adjustments that enable the employees to perform more efficiently (Budhwar & Debrah, 2001). The training session is cheaper as the employees will be caring out their activities and only the experts and managers will analyze and conduct applications for environmental changes.

Training process of the event:

The external expert will have a session with the management team. Before they meet, the managers will the gaps in performance as well as the numerical output by outlining the various activities of the staff members, records, observation and comments. The gathered information and expectations will be shared with experts. The experts will then come up with structures and other environmental solutions that will be used to adjust the performance guidance and appraisal to the employees. The management will then make necessary adjustments to the structure of the organization and HR strategies. The employees will give feedback in the next session on the adjustment made, and state whether the solutions works.  This will help the experts to come up with a combined solution for the management and set HR strategies as required (Budhwar, 2000). The event will be important to the manager as he will receive the advice from the experts on the structural adjustments. More so, the employee receives guidance for their improvement of their task and responsibility that was not realized before.

TASK 3

LO 3.1 Training Events

Evaluation methodology

Evaluation is the method used to assess the goal headed actions, find outcome and improve the areas of the course.  The design should be acceptable in analysis of the coaching event. It may help to re-design the action plan and coaching session to have a more desired output. The acceptable qualitative methodology of analysis may involve several queries that should be answered. For instance;

Objective of the program: what is the need for training program? How is it significant to the organization?

Objective of the employees: what does the want from the training program? Are there requirement? What is the importance of their development?

Designing the program: what will be the content and the objectives of this program? How will it cater for the demand?

Observation: how well is this program designed to attain its goal? What we the problems? How did the employee participate?

Process of documentation of the training

It requires a descriptive procedure of documenting the events’ activities. The documentation process involves discussion, observations, knowledge, numeric measurements and other important activities of the session.

–Customer opinion: it involves collecting opinion form the customers about the performance variations, customers relations and behavior pattern through serving or observation.

–Statement by line manager: taking the opinion of the line managers who can explain the actual changes in operational activities of the workers.

-Productivity variation: the performance level of the employee can be used to tell effectiveness of employee in learning.

-Knowledge involvement: taking interviews and discussions to employee, management and trainers and make effective judgment on the implicit and sharing practical knowledge through training session.

Documents used for evaluation

The following documents are very important in making accurate and effective evaluation of training program;

1. Asking questions: the questions will be asked to relevant person. The questions should be very selective and focused to make a clear statement. For instance, How good was the session? How supportive was the management?
2. Asking appropriate persons: the opinion of the people engaged in the event and who can provide a clear picture of the training event. Appropriate person should include (employee, managers, observers, customers, experts and coaches)
3. Characteristic of individuals: in order to receive better information about the respondents, , there is basic information that can be obtained to ensure that the collection of data was carried out from different group of people. For instance, questions such as Age, sex, religion or race may be drafted to the participants. It is important to ask questions to different group of people to avoid biasness of that may result to poor interpretation of information (Farquharson & Baum, 2003).
4. Descriptive lessons: presentation of the final analysis can be presented to the management or the participants to show them the final results and what is required of them. A debate may arise at this stage about the impact and the outcome of the training to avoid future problems that may hinder achievement of their goals.

LO 3.2 Analysis and evaluation of the training event

The training program that was carried out for the organization provided different improvement and adjustment that is needed for effective performance. Employees received adequate skills of management and guidance from the expertise that can improve their performance. The top management discovered the performance, gaps, requirement, and organizational expectations. The experts provided solutions developed a two way solution to both managers and employees on how they can both achieve the goals of the organization. The experts also provided ideas of training activities and support to ensure that there was active participation from both management and workforces. Finally, the employees utilized the expert suggestion and rectified their activities to the current work scenario.

LO 3.3 A review of the successful evaluation methods used

The evaluation methods very important to evaluate the success of the event in the real life work environment. The system evaluates the various expectations and actual benefits that can lead to diversion and feasibility of the training event. Throughout the assessment process, the employees as well as the managers analyses their problems and different techniques that can be used to the development process. Therefore, this makes it easier to figure out the benefits and decide on whether new strategies will continue to be applied or there is any improvement that is required to be implemented. The assessment was important as it analyzed all the steps and policies taken by HR managers. All parties were involved in the assessment thus strengthening the viability and reliability of the evaluation method (Liao, 2005).

TASK 4

LO 4.1 explain the role of government in training, development and lifelong learning

Recognition of Human Resource development has increased in the organizations for them to increase their strength of competition with the rival companies. The UK government has realized the continuous training and development needs and designed several training events for private and public firms in the United Kingdom. The government is dedicated to increase efficiency and performance of large firms by initiating self-directed learning opportunities in order to prove a lifelong learning scope. Though this strategy, employees from these firms can learn on how to improve their performances by receiving a continuous practical experience and training facilities. Many firms might not be in a position to invest the high amount of cash required to design and acquire training facilities. The government organizes different coaching events that help the noon-public and public companies to develop their own human resource. As a result, the companies flourish more quickly and give support to their HR development that in turn provides quality output. The strategy helps in creating an advantageous situation for the firms in the current competitive market (Quintas & Storey, 2000).

LO 4.2 Explain how the development of the competency movement has impacted on the public and private sectors.

Knowledge, skills and competence are move through continuous learning and training events that is shared by employees, trainers and managers among other parties. The sharing of such information can help in increasing the knowhow and improve the performance of the workforce and management of a firm. For example, “Virgin Atlantic” which is a plane company in United Kingdom tend to supply the simplest quality clients services (Budhwar, 2000). The company enhances its ideology and culture to the staffs, managers and customers. They are concerned with the feedback from their staffs’ services toward the customers in order to improve the services where necessary. Many organizations maintains friendly relationship with their clients and co-operative environment with the staffs. On the other hand, the public sector is increasing its effort to restore their human resource policies and culture as well as developing their coaching facilities. Most of these companies receive Government support in their development process through training events, advices from the experts and opinions from employee (Budhwar & Debrah, 2001).

LO 4.3 Contemporary Learning

Assessment of contemporary training program

The contemporary training and learning event was initiated by the UK government to assist both public and private firms in UK. Initially, the strategy was meant for the small and medium firms but the gradually development of the program made it suitable for the large firm (Liao, 2005). The contemporary training program assessment involves a practical approach that provides experience and learning that results to skill development and adaptation in an organization. Staffs from different levels of operation can easily develop their own technical skills that are required in productivity.   The government conjointly comes up with qualitative learning techniques for the workforce in order to develop their technical skills. The training system is mainly focusing on ways to adapt and develop necessary ability space.

Functions of contemporary learning

The contemporary training procedure involves the replacement of the outdated training facilities that were focused in achieving HR goals. The new organizational structure of organizations requires quick adjustment of performance, productivity and service. In order for the firms to achieve these, organizations should have the necessary training facilities that suit the human requirements of the firm (Boxall & Purcell, 2003). A successful contemporary training event can provide customers with better services and growing competition of a firm that lead to increased market share in the market.

Conclusion

In the current comparable businesses, human quality is suggested to be the effort of the manpower for production. It is recognized that the accomplishment of a firm is largely contributed by the direction of its men through higher presentation and productivity. For example, a company (Emblems & social scientist) revels that proper nature of the workers can develop a propelled man that add the most structural objectives by increasing their own capabilities for future challenges. This manpower will assist the firm to accomplish its goals amidst its competitors.

Different organizations can have different amenities that lead to faster enterprise acceleration of workers. These differences can help the firms to stay competitive in the market and gain more customers satisfaction and loyalty. The friendly environment can help the workforce to feel more importance and find out organizational flaws. Before a firm implements the different learning requirements and development necessities, it should identify the most important areas facing the major problems and the necessary implication of theories and practices required. The employees can provide best performance level if the top management provides full support to them and towards their organizational structures and working environment.

References

Boxall, P. & Purcell, J. (2003). Strategy and Human Resource Management. Basingstoke: Plagrave.

Budhwar P. (2000). Evaluating levels of strategic integration and development of human resource management in UK. Personnel Review, Vol. 29 Issue 2, pp. 140-150.

Budhwar, P. & Debrah, Y. (2001). Rethinking Comparative and Cross National Human Resource Management Research. The International Journal of Human Resource Management. 12(3): 497-555.

Dessler, C (2006). Strategic Role of Human Resource Management. Human Resource management, 10^th Edition, pp-04-05, New Jersey: Pearson Education.

Doorewaard H. & Benschop Y. (2003). HRM and organizational change: and emotional endeavor, Journal of Organizational Change Management, VOL. 16 Issue 3, pp. 274- 287.

Farquharson L. & Baum T. (2003). Principles of Human resource management: New York.

Liao Y. (2005). Business strategy and performance: the role of human resource management control. Personnel Review, Vol. 34 Issue 3, pp. 294- 300.

Quintas, P., Storey, J., (2000). Knowledge management. In: Storey, J. (Ed.), Human resource management: a critical text. IT, London.

Salaman, G., (2000). Organizational Learning, culture and changes. In: Storey, J (Ed.), Human resource management: a critical text. IT, London.