Human Resource Development: Learning Styles, Training Needs, and Evaluation Techniques at Audi

This report discusses the different learning styles and theories in HRD, the importance of learning curve tool, and the contribution of learning styles and theories in planning and designing learning events. It also compares different training needs at different levels within Audi operations, the methods of training and their advantages and disadvantages, and the systematic approach to training aimed at training employees at Audi. The report evaluates the effectiveness of training sessions and the role of the government in training, development, and lifelong learning. It also assesses the impact of competency movement on public and private sectors and how initiatives impact the organization in the UK.

Human Resource
Development
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TABLE OF CONTENTS
INTRODUCTION...............................................................................................................3
TASK 1...............................................................................................................................3
Four main learning styles in HRD theory (1.1)...............................................................3
Importance of learning curve tool and how it can be used by manager (1.2)...............3
Contribution of learning styles and theories in planning and designing learning event
(1.3)................................................................................................................................4
TASK 2...............................................................................................................................4
Compare different training needs at different levels within Audi operations (2.1).........4
Method of training and their advantages and disadvantages (2.2)...............................5
TASK 3...............................................................................................................................5
Systematic approach to training aimed at training employees at Audi (2.3).................5
TASK 4...............................................................................................................................6
An evaluation using suitable techniques carrying out an evaluation (3.1, 3.2).............6
Reviewing the success of evaluation methods (3.3)......................................................6
Role of government in training, development and lifelong learning (4.1)......................7
Impact of competency movement on public and private sectors & Asses how
initiatives impact organization in UK (4.2, 4.3)...............................................................7
CONCLUSION ..................................................................................................................7
References.........................................................................................................................8
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INTRODUCTION
One of the effectual function of management include human resource
development that mainly concentrates on amending the skills and abilities of the
individuals so that they may render proper service within the organization (Simpson,
2010). The present study is on the Audi one of the notable organization that
manufactures premium cars. Further the report is being carried out to understand the
different learning theories and learning styles that are perceived by the individuals to
enhance the knowledge.
TASK 1
Four main learning styles in HRD theory (1.1)
Kolb learning model was framed in 1984 that mainly focuses on four form of
learning that an individual perceive that is through observation with practical knowledge.
The different form learning are enumerated as follows:
 Concrete Experience- This form of learning focuses on acquiring learning and
knowledge from experience gained by other individual (Dann, 2012).
 Reflective Observation- Under this form of learning individual learn through
observing and then reflecting the activities within the premises.
 Abstract Conceptualization- This form of learning is perceived by individual that
ensure in-depth thinking regarding the activities that have been performed within
premises by the individual.
 Active Experimentation- Individual that gain knowledge through performing and
doing the actions that primarily involve risk taking.
Importance of learning curve tool and how it can be used by manager (1.2)
Learning curve is defined as graphical representation of the individual that shows
how much an individual gain learning with the time. However, with the help of proper
learning curve it can also determine that whether an individual requires to develop and
amend the skills or not (McGuire, 2010). The learning curve tool within Audi plays
significant role in supporting the management and HR coordinator as through assessing
the curve tool they would come to know that which individual require training for
improving their skills.
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However, the tool is also effectual at the workplace in ensuring transfer learning
as individual with higher learning will directly share their past experience with the other
individual and staff that result in transferring knowledge and learning at the workplace
that will ultimately support the Audi in improving their overall performance (Bates, 2002).
Contribution of learning styles and theories in planning and designing learning event
(1.3)
As the employees and workers working or rendering services in Audi will mainly
focuses on using the Kolb learning styles as it mainly focuses on four different learning
styles that different individual may perceive at the workplace. Thus, the contribution of
effective learning styles will support the HR coordinator in in planning and designing the
learning event.
However, the contribution of learning styles and theories are effective in
designing the learning event according to the requirement and needs of the individual.
Therefore, an individual that prefer to acquire learning through observing the activities of
individual and then ensure performing of the activities in the Audi (Dann, 2012).
TASK 2
Compare different training needs at different levels within Audi operations (2.1)
Top level
Audi operations mainly covers three distinct levels the first level is top level
management. These are consider as the foremost and top authority that focus on
planning and designing the long terms strategies for the Audi thus, management
require training to amend the strategic thinking and decisions making skills. As they are
the one that take all the crucial decisions regarding the operations that are performing
under Audi (Cassidy, 2006).
Middle level
Second level within Audi operation include middle level management that include
managers who supervises the technical and operative staff working. At the middle level
managers requires conceptual skills as well as management skills so that they can
easily manage the day to day or monthly activities in the manufacturing department of
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Audi.
Lower level
Last level within Audi operations include lower level that consists of technical and
operational staff that carries out day to day operational activities of manufacturing the
cars. Therefore, this level employees requires operational and technical skills for
executing the day to day activities of manufacturing parts and equipment of cars (Burr
and Pearne, 2013).
Method of training and their advantages and disadvantages (2.2)
There are different on the job and off the job training methods that being used by
the HR coordinator to amend and improve the skills and abilities of the staff and
employees within the Audi operations. The different training method include-
Methods Advantages Disadvantages
Mentoring It is an effective method as mentor
guides and direct mentee directly
that result in acquiring the
knowledge.
The disadvantage of
mentorship include that is
termed as forced
relationship that sometime
lead to increase the
frustration level (Whitener,
2001).
Apprenticeship Under apprenticeship individual
pays for the learning on the job.
As the pay is lower for the
individual that may result in
quitting the job.
Job Instructional
techniques
Advantage of this training method
is that it mainly follows sequential
step that avoid and gap and error
(Sirmon, Hitt and Ireland, 2007).
Due to numerous of the
step in the training it is
consider as time consuming
method.
Coaching Advantage is that coaching result Coaching method is some
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in transferring the knowledge at
the Audi.
how consider as form of
authoritarian style.
Job rotation The advantage of Job rotation
training method is that it overcome
monotonous work.
For enabling job rotation
employees or worker must
be highly qualified.
TASK 3
Systematic approach to training aimed at training employees at Audi (2.3)
SAT activities Attributes Time scale
Determining individual
requirement of training
The first step is to identify the training
requirement of the individual that would
support in performing the activities
effectively and efficiently (Aguinis and
Kraiger, 2009).
1 week
Setting aims and
objectives
Another step is to set the aims and
objectives that management want to
achieve through enabling the training
sessions for their employees working in
Audi.
2 weeks
Selecting adequate
training method
Third step is to select the adequate
method of training from the various
alternatives (Knowles, Holton III and
Swanson, 2014).
1 week
Evaluation of training
method
The last step will ensure measuring the
success of training session through
observing the employees behavior or
through taking effective feedback from the
employees.
2 weeks
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TASK 4
An evaluation using suitable techniques carrying out an evaluation (3.1, 3.2)
Audi management has been arranged two days training event at new Audi sites
through utilizing the video conferencing tools. Thus, there are different suitable
techniques that Audi management can use for measuring the effectiveness of training
session that is through conducting interview session, taking feedback from employees,
observation etc. all these methods support the management in gaining effectiveness of
training event.
With the help of taking feedback from the employees Audi management will
easily acquire the knowledge from the employees that they have gained from the two
days sessions (Horton, 2000). However, with the help of feedback employees can also
respond regarding the gap that they identified in the training sessions so that
management can overcome them in the near future. Another technique is conducting
observation that result in reviewing and monitoring the activities of employees that they
perform after attaining the two days training events.
Reviewing the success of evaluation methods (3.3)
The success of both the evaluation can be reviewed through assessing the
impact of these methods on the performance of the employees. As, the observation is
beneficial in assessing the effectiveness of training event as supervisor will directly
observe the employees behavior that result in reviewing the success if training method.
Another method that is being used by Audi management is taking feedback from the
employees (Yazici, 2005). This method is also beneficial for the company as it result in
encouraging the suggestions from the employees that are important for the organization
as sometime suggestion from the lower level personnel may benefit the company.
Role of government in training, development and lifelong learning (4.1)
The government has played an significant role in providing training and
development as well as enabling life long learning to the individuals so that they may
enhance and acquire knowledge that would support them at the workplace and in the
life (Tams, 2008). For example, the UK government has focuses on framing the
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organization namely Industry Training Organization whose main aim and duty is to set
up the national standard for all the industry operating within the UK region and also
arranging monitoring activities to measure the training that has been provided so that
they may easily enable life long learning to the individual those who are rendering
services in industry.
Impact of competency movement on public and private sectors & Asses how initiatives
impact organization in UK (4.2, 4.3)
The competency movement introduced in the UK has positively impacted private
and public organization (Simpson, 2010). the initiatives taken by the government is
highly beneficial for the employees and organization as it will ensure providing effective
training for the employees and individual so that they may perform their function in the
effective and efficient manner. However, the impact of initiatives taken by UK
government is all effective in improving the abilities and skills of employees and worker
so that they may easily contribute to the Audi management and operations properly. It
can be also stated that impact of initiatives taken by UK government also result in,
lowering the rate of unemployment as literacy level of economy also raise with the
increase in the training event that enable lifelong learning.
CONCLUSION
From the above report it can be concluded that HRD is the significant function
that support the organization in amending the skills and abilities of the individual so that
they may render proper services in the premises. Furthermore it also measure the
impact of learning curve as with the help of proper learning curve it can also determine
that whether an individual requires to develop and amend the skills or not.
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REFERENCES
Books and journals
Aguinis, H. and Kraiger, K., 2009. Benefits of training and development for individuals
and teams, organizations, and society. Annual review of psychology. 60. pp. 451-
474.
Burr,W. and Pearne, N., 2013. Human resource development -Learning curve theory
and innovation. 39(4).
Cassidy, S., 2006. Learning style and student self-assessment skill. Education +
Training. 48(2/3). pp.170 – 177.
Dann, R., 2012. Promoting Assessment as Learning: Improving the Learning Process.
Routledge.
Horton, S., 2000. Introduction-the competency movement: Its origins and impact on the
public sector. International Journal of Public Sector Management. 13(4). pp. 306-
319.
Knowles, M. S., Holton III, E. F. and Swanson, R. A., 2014. The adult learner: The
definitive classic in adult education and human resource development. Routledge.
Simpson, W. K., 2010. The Learning Process: Some Creative Impressions. Strategic
Book Publishing.
Sirmon, D. G., Hitt, M. A. and Ireland, R. D., 2007. Managing firm resources in dynamic
environments to create value: Looking inside the black box. Academy of
management review. 32(1). pp. 273-292.
Tams, S., 2008. Self-directed social learning: the role of individual differences. Journal
of Management Development. 27(2). pp.196 – 213.
Whitener, E. M., 2001. Do “high commitment” human resource practices affect
employee commitment? A cross-level analysis using hierarchical linear modeling.
Journal of management. 27(5). pp. 515-535.
Yazici, H. J., 2005. A study of collaborative learning style and team learning
performance, Education + Training. 47(3).pp.216–229.
Online
Bates, A. R., 2002. Human resource development objectives. [Online].
<http://www.eolss.net/Sample-Chapters/c11/E1-10-02-02.pdf>. [Accessed on 19th
October 2015].
kolb learning styles. 2013. [Online]. Available through:
<http://www.businessballs.com/kolblearningstyles.htm>. [Accessed on
14th January 2016].
McGuire, D., 2010. Foundations of Human Resource Development. [Online]. <
http://www.sagepub.in/upm-data/36589_01_McGuire_CH_01.pdf>. [Accessed on
19th October 2015].
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