Developing Individual, Teams and Organisations

DEVELOPING INDIVIDUALS, TEAMS
AND ORGANISATIONS
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................4
P1. Determine appropriate knowledge, skills and behaviors (KSB) that are required by HR
professionals across the department............................................................................................4
P2. Analyze a completed personal skills audit for an employee: Jane to identify training and
development needs and also create a professional development plan for her as HR Officer role
.....................................................................................................................................................5
P3. Analyze differences between organizational and individual learning; training and
development.................................................................................................................................7
P4. Analyze the need for continuous learning and professional development to drive
sustainable business performance................................................................................................9
P5. Demonstrate understanding of how HPW contributes to employee engagement and
competitive advantage within a specific organizational situation.............................................11
P6. Evaluate different approaches to performance management and using specific examples
showing how they support high performance culture and commitment....................................12
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15
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INTRODUCTION
Developing individuals, teams and organizations is central key-point for the development
and succession by performing the functions in appropriate manner with the ulterior aim of
moving in the forwarding course. It emphasizes on suitable training and development for laying
a platform to have positive effects on the business environment in context to both individual and
organizational levels. Moreover, the continuous professional development is the tool which
enlightens the cyclic learning with respect to the employees’ engagement and gaining insights
for sustainable performance management (Van Dooren, Bouckaert and Halligan, 2015). This
assignment will focus on understanding the significance of professional skills, knowledge and
behavior of HR professionals. It will also describe about high performance working cultures for
improving profitability and productivity.
Figure 1. Cyclic approachability for developing individuals, teams and organizations
(Source: Unleashing the Potential of Individuals, Teams, and Organizations, 2018)
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MAIN BODY
P1. Appropriate knowledge, skills and behaviors (KSB) required by HR professionals
Professional knowledge
Brainstorming with Leadership: This part has an imperative role in doing tasks for company in
effective manner by brining innovative and creativity through proper integrated channel of
command and authority. It assists in organization’s attainment of objectives and goals by
developing the supervision and assessment of the overall business environment for employees’
engagement to improve the communication network with an emphasis on interpersonal skills
(Bolden, 2016).
Training and Induction Programs: The HR is the backbone of the enterprise by making the
policies, rules, appraisal modes and regulations and also support in providing accurate data to the
taskforce, shareholders and more. Moreover, they implement the strategic decision making for
incentives; compensations etc. and lend a hand to the employees to make them understand the
significance of the benefits and other related concepts.
Human Resources Information Software: Here, the Human Resources Management adopted a
wide array of specific methods, processes, tools, etc. to decrease the workload effectively and
support in improved effectiveness (Guest, 2011). Furthermore, it made the operations hassle free
and running of such tasks became smooth.
Professional skills
On boarding: HR hires new people quickly and for the same, they must have a strong
background to finish this procedure conveniently. This procedure assists them in choosing the
right people at the right time for right profiles. It includes different departments for maintenance
of the interconnectivity to achieve the vision, goals and mission.
Negotiation: HR uses their charming personality in ethical mode and implements their
confidence and communication skills to bridge the gaps between the employers and the taskforce
in order to fabricate a rapport with each other for functioning of operations wisely without any
issues. They play vital parts in the building of an amiable workplace by managing the risk
management in suitable manner.
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Teamwork and collaboration: They accelerate the collaborative skills by furnishing the
cooperation and team working abilities to carry the tasks and the jobs with proper segregation of
work. They focus on expanding the orientations towards working in suitable mode to gain profits
with improved productivity and sustainability (Belbin, 2012). Likewise, it helps in analyzing the
potential candidates on consistent basis for their future appraisals and rewards system.
Professional behaviors
Risk taking ability: They should avoid any ill treatment or misbehavior at office and must be
confident and empathetic while confronting such crisis with people. They should not show
biasness or partiality while taking decisions to combat such restrictions or limited interactions.
Goal setting: HR Managers must be committed towards achieving the objectives of business.
They should adopt strategies in the most beneficial way to attain earnings by optimizing
available resources. Additionally, they must set examples with an emphasis on following values
like integrity etc.
Decision making: HR Manager takes decisions by understanding the current status of company
in the marketplaces that would help in comprehending the suggestions to implement them
in structured manner. They should monitor the information for overall progression of
work by satisfying the demands and expectations of the employers.
P2. Completed personal skills audit for HR Officer role
STRENGTHS
 Good communication skills
 Team player with self motivation
 Strong interpersonal skills
 Self-belief
WEAKNESSES
 Indecisive
 Judgmental
 Reckless and no control on temper
 Impatient
OPPORTUNITIES
 Improvement in the technical skills
and knowledge
THREATS
 Competition in the marketplaces
 Poor strategic planning
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 Following latest updates on
technologies and trends
 Attending seminars and conferences
 Participating in activities to improve
connectivity and social networking
 Attainment of Deadlines
 Fluctuations at global market
Personal development Plan:
Sl No. AREA OF
DEVELOPMENT
DESCRIPTION RESOURCES TIMESCALE
1 Technical skills I have good
knowledge about
my field but with
digitalization,
there are so my
updated news
which I lack in
keeping a tab on so
I must focus on
this sphere.
By following latest
news, subscribing
or reading
journals, books
and magazines
regarding the
current
technologies to
increase insights
Within six
weeks
2 Patience level I lose calm easily
at workplace and
during any
interaction with
people, I give
quick reactions
that affect the
entire environment
and bring hostility.
Should join yoga
classes to
minimize the
distractions and
help in my
concentration
levels
Within four-
five weeks
3 Time management I complete my
work just before or
on the particular
Employing to-do-
list which will
save time. Also, it
Within two
weeks
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time mentioned by
my superiors.
Thus, I tend to
waste time in
doing frivolous
tasks.
will help in
prioritization of
tasks to finish it as
per the specified
timeframe
P3. Differences between organizational and individual learning; training and development
Individual Learning Organizational Learning
It is the enduring procedure of an individual
towards achieving personal goals and objectives
through directing self-capabilities.
It is the methodology for creating and executing
knowledge and skills within company’s
perimeters.
Every employee must undergo training and
induction for self-growth in completion of
allotted tasks. Along with, an individual puts
undivided concentration on the tasks single
handedly.
In context to the workforce, the set of traits
must be utilized in mutual approach to resolve
conflicts and issues in order to attain the
objectives with time efficiency.
In regard to this, the implementation such
leaning of communication, interpersonal skills
with knowledge has to be used to fulfill
expectations and complete the tasks on schedule
(Goetsch and Davis, 2014).
Here, Employees have been allotted to finish
tasks effectively by understanding the needs and
requirements in organizational context.
It is helpful in laying a demonstration of
competencies, beliefs and values of an
employee.
It develops opportunities for employees to
inculcate a sense of responsibility by delivering
the best through using feedbacks from
organizing group activities.
It is meant for personal satisfaction to
understand the self worth on the whole.
It is related to overall progression of
organizational framework for gaining
profitability.
Training Development
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It is the prospect to learn new skills with
financial back up by enhancing knowledge in
doing job.
It is the action of learning innovative concepts
to do assigned jobs to enhance the profits and
revenues.
It is a short term practice where the focus is
on current positioning with respect to tasks or
job.
It is a long term technique based on future to
manage the career front.
It puts insights on the employees’
improvements in terms of work ethics and
performance
It gives insights on the complete preparation
of combat challenges and issues of an
organization.
For the same, the individuals or group of
people attend seminars, conferences at regular
interval of time
For this, it is a self assessment practice in
which the person improves learning and skills
(Differences between Training and
Management Development, 2016).
Training has several advantages like skills
development, confidence gain with motivation
to enhance productivity in positive manner
Development involves coaching, mentoring,
improving quality of work by balancing the
profession and personal life.
Figure 2. Training and development
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(Source: Training and Development, 2018)
Furthermore, the Kolbe’s cyclic learning theory has been considered here to understand
this CPD. It is one of the most adopted theories that has emphasized on the utility of this process
and has four stages namely concrete experience, reflective observation, abstract
conceptualization and lastly, active experimentation. For the same, the employees encounter a
new training or experience by incorporating new approaches and learning latest trends to combat
the prevailing inconsistencies (Morgeson, DeRue and Karam, 2010). Along with, there is an
imperative part of a reflective viewpoint in modifying opinions, thoughts and perception for
better implementation. Lastly, its implementation must be of utmost significance to use their
personal experience for brining radical changes to secure the future.
Figure 3. Stages of Kolbe’Learning Cycle
(Source: McLeod, 2017)
P4. Continuous learning and professional development to drive sustainable business performance
It is defined as the procedure of record keeping with supervision of employees’ skills,
knowledge and experience which are gained from both types of outlook such as formally and
informally. With this rise of need for continuous learning, there must be understanding the
importance of performance metrics for pushing the sustainable aspect in an organization. Also,
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the benefits of this professional development consist of amplified participation to attain self-
efficacy with continual learning in an integrated collaborative approachability amongst the
employees.
Moreover, it has become an integral part to understand CPD (continuous professional
development) that support in the increased productivity and employees’ retention rate. In regard
to the same, there are analyses that help in the identification and evaluation of competencies with
respect to specialist and generalist roles that must be swapped to expand enhancements in
performance management to satisfy the personal growth and overall assessment.
Hereafter, one must be understandable that this journey of self growth with focus on improvising
the environment at workplace needs proper time with discipline and sense of responsibility.
Employees must be realized and treated as assets who in return would give their best efforts in
accomplishing the tasks to fetch profits and revenue generation (Stewart, 2014). Moreover,
learning at both individual and organizational levels must be promoted to lay the success path to
be successful and enthusiastic for completion of tasks properly.
However, there is an accessibility of interactive communication channel, which has given
a strengthening bending by providing dialogue to know about the effective learning to grow
knowledge, skills and technicalities in context to marketplaces. Additionally, this CPD creates a
culture of employees’ engagement for sustainability aspects to tap the competitive advantages. It
also comprises the current market segregation for workforce in terms of improved performance
by empowering them on superior degree (Zhang, Di Fan and Zhu, 2014).
In addition to this, it moves towards the new positions and advancements that can be
gained through consistent efforts of employees. Furthermore, it provides assistance for
motivating and imbibing confidence and safeguarding the entire qualitative workplace cultural
value with the help of tools and techniques through workshops, online forums; along with, there
is a necessity for checking the altercations regarding the job markets that provide beneficial in
adopting the benchmarking. Additionally, it leads to the preparation of functional units by
building an assessment of constant loop containing the stages of the entire continuum
professional development.
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P5. HPW for employee engagement and competitive advantage
Definition of High Performance Work Culture: It is an integrated arrangement that brings a
structured inspiration and enthusiastic participation for the entire workforce by determining the
performance in the completion of conducting operations effectually.
They focus on the training with a plan and budget, evaluating training, employee session,
conducting reviews once a year or monthly basis as per the requirements are extremely
interrelated with each other. Moreover, HPW has many factors that shed light on the contribution
of all the working practices to achieve the objectives and goals for enhanced productivity and
profitability (Gittell, Seidner and Wimbush, 2010). This has also led to engagement of workforce
and management of competitive advantages in context of organization perspectives.
Competitive advantages: It is that concept in which value creation gets the major importance to
understand the current positioning of an organization in comparison with their competitors at the
global markets. Here, proper designing of strategic planning must be employed in relation to
quality incremental, cost leadership, innovation and more. It is an essential component in
creating the architectural structure for an enterprise to withstand the competition at local,
national and international levels (Decuyper, Dochy and Van den Bossche, 2010). However, due
to emergence of technological advancements with onset of open economy, there is a complex
expansion that led to many diversified and radical changes in context to the business
environment. Alongside, the employees also have pivotal contribution to bring socio economic
changes at their workplace through maximizing the resources allocation, labor cost that defends
their interests and expectations.
Employees’ Engagement: It can be defined as the platform in which training; appraisal, job
rotation etc. gets involved by accelerating the trust, respect and loyalty through incorporating
techniques and tools to improvise the overall company’s performance. In this regard, there are
number of strategies such as making communication channels better, following company’s
policies and regulations properly, rewarding employees in completion of tasks, giving suitable
opportunities for managing the synergetic effect that result in direct working practices. Along
with, they must be aware of appraisals’ and reward systems to gain their attention towards
gaining maximum outcomes through continuous working practices laid at the enterprises. For
this, the management maintains the high performance working system by ensuring that
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employees’ go through several programs for bringing transparency in their code of conduct;
along with, it may have to develop effective training programs, recruiting people for specific
skills and encouraging organizational learning and teamwork.
P6. Approaches to performance management
Definition of Performance Management: It is the system of establishment of culture and work
ethics by employees’ engagement by measuring it on the parameters like quality, feature or
conduct. In regard to the same, there are types of performance management such as comparative,
behavioral, attribute, results and quality (Roychoudhuri, 2018). The main advantages includes
both extrinsic and intrinsic rewards system, giving-sending feedbacks through proper channel,
providing advices to improve job related responsibilities by giving instructions clearly to target
the expectations proficiently.
Attribute Approach-
It is related to the characteristics of individuals’ for the overall organization’s
development. There are two rating scales that are used in this approach as graphic and mixed that
has a scale rating of 1 to 5. Here, the company’s taskforce gets evaluated on the basis of low,
medium and high levels. This approach is functional in measuring the performance metrics on
the basis of innovation, cognitive skills, decision making abilities and communication.
Nonetheless, this mixed scale is advantageous in comprehending an individual’s dimensional
professionalism that can be represented with respect to the validation and reliability quotient in
terms of good, poor and average (Gruman and Saks, 2011). Along with this, the graphic rating
scale is considered as that benchmark to know the discrete continuum scale which reflects on
number points for marking the performance through rater.
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Behavioral Approach-
It can be defined on the behavioral components for effectiveness and gaining cultural
momentum so that organizations’ success can be exhibited through using dimensions like BARS
etc. It is that approach that is used to estimate the overall management of shareholders,
distributors with employees and success rate of corporations.
In this, the most commonly used scale called as BARS, which stands for behaviorally
anchored rating scales to measure the manners and outlook of taskforce and their performance
metrics at different levels of performance. It is one of the oldest approaches with incorporation of
reliable scale to have a detailed result by complete assessment of all the dimensional workings.
Another measurement scale that is used is BOS (Behavioral Observation Scales) to understand
the employees’ performance in efficient manner. This tool is more time consuming as compared
to BARS but it provides accurate information.
Nonetheless, it has become one of the accepted procedures to evaluate the strategies,
profiles, jobs in context of the organizational strategic planning to make effective decision
making Along with this, it also adds minute dependability with legitimacy by following these
measures to maintain the employees’ and their cultural environment in competent way.
CONCLUSION
It has been summarized that development of individuals at both personal and professional
level played important role in the successful progression of the organization. In addition to it,
there was an emphasis on improvising the interconnectivity between competencies and activities
that has underlined the professionalism. Moreover, effective outcomes have been discussed for
improving employees’ relations in terms of competitive advantages and strategic decision
making. Lastly, it proposed a foundation for both employers as well as employees to understand
the cost effectiveness methodologies with time efficiency for overall sustainable performance
management.
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REFERENCES
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Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
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Gruman, J.A. and Saks, A.M., 2011. Performance management and employee
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Morgeson, F.P., DeRue, D.S. and Karam, E.P., 2010. Leadership in teams: A functional
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Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public
sector. Routledge.
Zhang, M., Di Fan, D. and Zhu, C.J., 2014. High-performance work systems, corporate social
performance and employee outcomes: Exploring the missing links. Journal of Business
Ethics. 120(3). pp.423-435.
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