UNIT 35 Developing Individuals, Teams and Organisations Assignment (Doc)

DEVELOPING INDIVIDUAL, TEAMS, AND ORGANISATIONS
Name of Student
Code and Course Title
Title of Professor
Name of Institution
City, State
Date and Year

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 2
Table of Contents
Cover page 1
Table of Contents 2
Summary 3
Section 1
Introduction 4
LO1, P1, 1a Knowledge, Skills, and Behaviors Required by HR Professionals 4
Skills Required for Efficient and Effective Delivery in HR 5
P2, Behavior Required for Efficient and Effective Delivery in HR 6
LO2, P2, 1b Jane Cambridge's Skills Audit 8
1c Professional Training and Development Plan8
P3, 1d Differences between Organizational and Individual Learning 9
The difference in Training and Development 10
Overall Progress and Developmental Objectives10
P4, 1e Importance for continuous learning and professional development 11
Section 2,
LO3, P5, 1 High-Performance Working Contribution to Employee Engagement and Competitive
Advantage 13
Outcomes of High-Performance Work System 13
Activities Involved in Performance Management 17
Purpose of Performance Management System 17
P6, 2 Comparative and Behavioral Approaches in Performance Measurement 18
Conclusion 20
References 21

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 3
SUMMARY
The success of organizations in competitive markets highly determines the capability to
continually increase as well as enhance the collective and individual abilities of its
employees. Performance development displays as a resolution to challenges. Performing
organizations frequently develop the skills of their employees by training their employees,
the offering of mentorship programs as well as critical assignments. The case in this
discussion will show how individuals and teams need development in an organization.
Developing individuals and groups will lead to the development of the whole organization.
Thus it is essential for one to understand that the development of individuals and teams
determine an organization's success.

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 4
LO1, P1, 1a
Introduction
The Apple Company deals with the production of electronics and communication
gadgets. They have managed to produce more output dramatically. Apple spreads star
talent across all the functions in the company. The employees at Apple get training on
etiquette which enables them to interact with customers efficiently. There is continuous
professional development in Apple. There is documentation track of employee skills,
understanding as well as experience that they earn in both formal and informal
throughout their working process in the company. HR department at Apple is the reason
behind the company’s growth procedure. HR department in Apple is responsible for
enlisting and selection, inducement compensation, worker development, as well as
employee relationship.
KNOWLEDGE, SKILLS, AND BEHAVIORS REQUIRED BY HR
PROFESSIONALS
Experience: to pursue my career as a Human Resource Officer, I need to have a
reputable Human Resource degree or certificate. I am required to prepare to work with
many and various people in the field. I also need to attend professional learning
institutions to get trained on how best I will deliver my purpose. I should be taught in
leadership and management which is essential to acquire the expertise needed in the
business industry. I ought to keep myself up to date with various adjustments in the HR
field. I am required to select on generalization as well as specialization. I am required to
have an ethical character, integrity as well as loyalty in my responsibility to generate
more opportunities in the corporate world (Katzenbach, and Smith, 2015, p.45).

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 5
SKILLS REQUIRED FOR EFFICIENT AND EFFECTIVE DELIVERY IN HR
Communication skills: I am required to develop communication skills to express
myself reasonably in both spoken as well as written communication. Human Resource
operation needs many conversations as HR is responsible for enlisting new people which
will necessitate me to conduct a sequence of interviews. As a graduate trainee in HR, I
will be required to engage with many individuals on a daily basis who will always expect
that I listen to their problems that may either about the organization or personal
challenges. I believe that through this influence the employees of the APPLE
organization will build trust and confidence in me. I will be expected to regularly devise
as well as process the policy handbook as well as create memos for employees in the
organization which will require that I possess a fluent language and writing skills (Ford,
2014, p.15).
Organizational skills: as a Human Resource Officer I am entitled to various
functions in the organization. I am required to supervise all the related roles and should
have a systematic method of attending to all the involved procedures. I should conduct a
quality worker learning platform for respective functions in the organization. I believe
that keeping these procedures in practice and organizational tasks involved, being orderly
will assist me in increasing my efficiency as an HR Officer, having the ability to manage
numerous charges concurrently (Ford, 2014, p.15).
Decision-making skills: as a Human Resource Officer, I am required to get
involved in most decision-making activities. Identifying skilled talent is a hard thing to
learn in the enlisting process. To recognize a relevant skill I will need to have an

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 6
approach, practical knowledge as well as the ability to understand instinctively, without
the need for conscious reasoning. My role is to pass messages across in a way that
achieves maximum productivity whenever the organization has problems or in the
presence of disasters. I should make decisions to assist the deprecatory organizational
tasks whenever the organization faces an emergency, or there is a need for staff shedding
(Katzenbach, and Smith, 2015, p.23).
Training and developmental skills: I am expected to up-skill and provide the
workers with chances to develop to increase production as well as add value to the
organization. By possessing the training and development skills, this will enable me to
create diverse skills for the workers. Training and development skills will allow workers
to presume extra duties as well as enable growth in their careers (Goetsch and Davis,
2014, p. 22).
Budgeting skills: various functions in the organization require budgeting as well
as systemic planning considering projects in every department as well as their specific
roles. My main character as a Human Resource Officer is to restrict spending and prevent
wasting on inessential functions (Goetsch and Davis, 2014, p. 24).
Empathetic skills: I am required to understand and share the feelings of other
employees in the organization before making any judgment. As an HR officer, I have the
responsibility of listening to workers within the organization and make sure that their
complaints are attended (Sessa and London, 2015, p.56).
P2
BEHAVIOR REQUIRED FOR EFFICIENT AND EFFECTIVE DELIVERY IN HR

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 7
Transparency and trustworthiness: whenever employees find problems in the
organization, they will always seek help from me. I will be required to function as a close
associate anytime the employees have differences in the organization. I expect to face situations
that are highly sensitive. I am compelled to attend to issues with professionalism and equity and
while sticking to the policies of the organization. The workers should find ease when
approaching me and be openness and honesty excluding fright as well as judgment. I need to
manage tension whenever it arises from rivals in the organization. I should familiarize the
workers with the happenings in the organization. The employees should feel secure and
guaranteed that their confidence is never wasted (Day et al. 2014, p.69).
Purpose oriented: I need to gain a total understanding of the meaning of the
organization that I represent. I should work for the use through words as well as actions. I am
required to go over the mission statement and strategy and stimulated by the alliance on a more
individual stage, by a further partnership with the reasons that move the organization. As an HR
Officer, I am expected to motivate important activities and can set affinity the purpose of the
organization with the goal of the general employees to achieve the well being of the workers and
the organization (Day et al., 2014, p.70).
Partiality: I need to advocate for equality as well as diversity about the organizational
culture. I am expected to be fair in my operations and value all employees in the organization
and without favor. Partiality will enable me to retain more workers in the organization as the
employees will earn hope and interest in their functions and they will feel free raising their
concerns to the administration as they are all treated with equal respect (Hawkins, 2017, p. 44).
LO2, P2, 1b

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 8
Jane Cambridge's Skills Audit
Information Technology: Jane Cambridge has an outstanding experience in operating
files in Microsoft Office Word. She has practical skills in performing Excel spreadsheet tasks.
She has little understanding of the use of Database. Jane Cambridge has little experience in the
use of specialist HR software. She is well advanced in the use of internet and email in
performing functions in the organization. She is also knowledgeable in the use of PowerPoint.
Communication Skills: Jane Cambridge has little experience in the drafting of contracts
for employment. She has adequate expertise in note taking during the disciplinary hearing
process. Jane shows exceptional efforts in the production of materials which support
presentations. Jane lacks experience in the training delivery sessions. She has adequate expertise
in the dispute-solving processes. She has sufficient knowledge in conducting interviews and also
has enough skills in the management of HR issues.
Problem Solving Skills: Jane has sufficient expertise in the implementation of verbal
reasoning as well as display the ability to handle complicated data and making critical use of
information. Jane has a quality approach in various solutions when there is a need to solve
problems. She shows adequate skills in listening to views from other people to help find
solutions to a problem.
1c
Professional Training and Development Plan
Does Jane have the ability to her objectives?
Jane Cambridge needs to understand that failure to have a purpose in her profession is
leading to failure. Failing to have her personal goals means that she has nothing to achieve. She
needs to have a target in her role as an HR Officer and work towards making her objectives with

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 9
the vision and mission of the organization in mind. Jane needs to be a role model for other
employees in the organization (Van De Voorde, and Beijer, 2015, p.34).
Does Jane Have The Ability to Judge Her Strengths and Areas of Development?
As an HR Officer, Jane is required to have the capability to judge her strengths and
realize her weaknesses. She needs to develop others in the organization in a professional way.
Jane needs to teach others her knowledge and be ready to learn from others. She needs to
understand her strengths and positively utilize them to perfect in her field of operation. She needs
to be familiar with her abilities and make efforts to bring the best value from them (Zhang, Di
Fan, and Zhu, 2014, p.423).
Does Jane Have the Ability to Speck Opportunities for Learning and Development of Her
Career?
As an ambitious HR Officer, Jane should develop the ability to spot learning
opportunities which can lead to her professional growth. Jane is required to learn and perfect on
Database skills as well as specialize in HR software. She needs to develop the will to grow in her
field, and keen to take advantage of definite ideas throughout her role and with interaction with
others. Jane should be confident in her strengths and weaknesses and value every opportunity
that opens in her line of operation (Zhan et al. 2014, p.425).
P3, 1d
Differences between Organizational and Individual Learning

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 10
Organizational learning takes place when employees realize differences between
anticipations and results and decide to assume responsibility on the part of the organization to
find a solution in the gaps. Individuals in the organization are required to learn from the past
miscalculations, inconsistencies as well as loses prior before the knowledge of the organization.
There is a positive relation in interpersonal learning as well as organizational learning (Day et
al., 2014, p.102).
When employees learn it will be of benefit to the organization as the employees
determine and improve the organization. Organizations can learn by use of their workers.
Employees in the organization play an essential factor in realizing their individual needs by
seeking information and understanding and in turn develop the organization (Day et al., 2014,
p.104).
The difference in Training and Development
Training is a learning process for new workers. The fresh employees learn to understand
the fundamental skills needed in their functions in the organization. Practice is for a limited time
while development is a constant process and it is experienced in an extended term (Hawkins,
2017, p. 44).
Overall Progress and Developmental Objectives
The developmental objectives I have are my ultimate goals which will are long-term
goals and need enduring perseverance. I require lots of efforts and constant supervision. I need to
evaluate my targets and procedures that I set to attain the same each month and assess the scope I
am closer to achieve and realize the necessary systems (Shen, Benson, and Huang, 2014, p.32).

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 11
Providing new employee orientation: I conduct orientation of employees in the
organization. I ensure that workers in the organization acquire tools and ideas they may require
to guarantee success in their operations. I introduce to the employees the organization's history
and the strategic goals of the organization and the policies as well as procedures of the various
departments in the organization. I give directives on how the workers are required to accomplish
tasks which save on time (Shen et al. 2014. p.74).
Assisting workers to develop their professions: I ensure that there are career
development agendas which enable workers to retain in the APPLE organization. The plans save
the organization the costs of enlisting new employees. The program I conduct help in upgrading
the skills and knowledge of the employees. I have familiarized workers on what they are required
to attain promotion in their career. I inspiring workers to set alliance their development goals
with the strategic plans of the APPLE organization, I make sure that all growth is in alignment
with the vision of the APPLE organization (Shen et al. 2014. p.74).
.
Identifying performance gaps: in my HR profession helps to grow the long-term
objectives. I assess the expertise of current employees to enable the establishments of production
gaps and formulate agendas to alleviate problems. I believe in initiating initiatives to guarantee
that workers share their understanding as well as practical knowledge to work in such a manner
as to achieve the desired result as a team. Identifying performance gaps allows workers to attain
strategic objectives of APPLE organization (Shen et al. 2014. p.74).
P4, 1e
Importance for continuous learning and professional development

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 12
Need for Continuous Learning: consistent knowledge in my field of operation entails
my self- motivation and my ability to persevere in attaining understanding as well as
competencies to advance my set of expertise as well as improve my future chances. Consistent
learning establishes a section of my individual career development and prevents hindrances to
growth (Boer, Berger, Chapman, & Gertsen, 2017, p. 20).
Performance improvement: consistency in learning in the workplace will help me in a
new function for learning as well as advancing in my career. I am required to continually gain
understanding, unique skill set as well as new perspectives (Boer et al. 2017, p.24).
Personal growth: Continuous learning will ensure that I develop as an individual and it
is necessary to grow the attribute of positivity. Growth adaptation will need that I initiate the
character of continuous learning which incorporates the practice of progressive professional as
well as personal growth (Boer et al. 2017, p.30).
Improve performance in current job: I believe that I need to enhance my performance
in the Apple organization. I need to view my previous performance evaluations or ask for ideas
from colleagues who are my role models. I can as well choose to attend a workshop or read
through on how I can improve as an HR Officer (Boer et al. 2017, p.32).
Sustain performance in the current job: I believe that I should strengthen performance
in my role as an HR Officer by adapting to changes that occur in the industry from time to time. I
need to advocate for energy for adjustments as well as establish new captivating procedures. I
need to recognize the problems that hinder the execution of the new technique and develop a
perspective of the manner in which the firm will conduct in the time to come (Boer et al. 2017,
p.32).

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 13
Prepare worker advancement: I need to formulate employee development in Apple
organization as it will guarantee the continuous growth and success as the firm will have the
capability for employee retention (Boer et al. 2017, p.34).
Enrich employees work experience: I need to enhance the practical employees in the
organization. Improving employees work experience will show that I provide employees with
new skills, knowledge as well as an appreciation of the organization (Boer et al. 2017, p.34).
Section 2, LO3, P5, 1
High-Performance Working Contribution to Employee Engagement and Competitive
Advantage
A high-performance work system is a term issued to a complete series of management
activities that try to establish an environment in the company where the workers have significant
participation as well as influence. High-Performance working systems focus attention on worker
participation and display allegiance to creating organizational culture founded on devotion other
than management. The trends of high-performance systems point up the trailing of success as
well as anticipate workers to develop competency and continuously take part in upgrading the
organization (Jiang, Chuang, and Chiao, 2015, p. 204).
Outcomes of High-Performance Work System
Safeguards employees: high-performance work systems push for the establishment of
uttermost transparency and confidence with workers that develops fidelity and inspires
extraordinaire as well as excess functional behaviors that are essential for performance in the
present-day organizations (Appelbaum, 2014, p.16).
Example:

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 14
Lincoln Electric a performing electronic firm embraced an agenda in the past several
months that ensured enlisting of employees after three annum in their roles. Employment
safeguarding procedures that display allegiance to workers and the well-being of the workers
deliver favorably with the cautious assortment and enlisting of workers who satisfy the
requirements of the firm as well as are in alignment with the provisions of their field of
operation. Several intellectuals have stated that firms which apply strategies that guarantee
security develop confidence with the management and the employees are more productive and
dedicated to the prosperity of the organization (Appelbaum, 2014, p.18).
Selective hiring: the cautious assessing of new employees calls for firms to develop
absolute in defining the necessary expertise as well as characteristics of their workers before
hiring them. Recruiting an employee to best suit the needs of the roles is sensible than enlisting
workers based on their educational backgrounds. The mode in which employees conducts
themselves and relate with others is not likely to be adjusted by training (Appelbaum, 2014,
p.22).
Example:
Enterprise Rent-A-Car, which was established and operates in the USA, used selective
hiring to recruit its employees. Their emphasis on recruiting members with refined individual
expertise assisted the firm to succeed in developing its perfect consumer service stature which
enabled the organization to get its top grade in the car rental industry.
Decentralized Decision-making: organizational cultures that developed the high-
performance working system culture know the usefulness of distinctly defining aims and targets.
To execute those targets the organizations which practice high power working system entrust the

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 15
making of decisions in the industry as well as sanction their workers to produce quality services
to consumers and attain maximal outcomes for the firm (Appelbaum, 2014, p.24).
Example:
Ritz-Carlton Hotel series is famous for the outstanding services of its consumers. The
Hotel management perspective attained performance in service by the process of involving all
workers in making of decisions.
High-Results-Based Compensation: establishing recompense techniques that honor
workers at all stages during the performance of the organization devote dedication to shared
objectives and improve worker consciousness of their responsibilities in contributing to financial
gains. The payment of workers subject to chance on the success of the organization is embraced
sufficiently as a section of a high-performance trend which includes the sharing of results across
the firm. The idea of accidental recompense is indirectly impartial and unbiased and affirms to
workers that they are likely to share the results of their efforts. The sharing of results as a team
develops a social model of responsibility to the organization and the group (Appelbaum, 2014,
p.26).
Example:
A USA based supermarket named Whole Foods which concentrates in natural food
products adopted the system of high-result based compensation which is a dedication to success
and being outstanding. Compensation needs organizations to establish productive evaluations
purposes for developing value for consumers as well as the organization.
Training by commitment: organizations that have accentuated high-performance work
systems practice training by allegiance. These organizations train their workers to find solutions
in difficulties, quality accountability as well as assuming the enterprise in proposing changes in

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 16
organization work techniques display confidence in the standard of workers hired as well as
employee realization through the recompensing program.
Example:
The Men’s Wear-house clothing series is known for spending much in the training of the
workers than its rivals and establishing a culture which is employee-oriented and is a success
which was noted in 2014 when it acquired Joseph A. Banks label. Organizations have learned in
offering training to its employers to remain in the current global market (Appelbaum, 2014,
p.36).
Reduced status barrier: there is a fundamental assumption of high-performance work
systems organization that refined plans, as well as organizational success, can result from
workers at any stage of the firm. The distinct pay, badges, dress codes can make workers feel
that a specific firm view position in a hierarchal manner. Performing organizations establish
trends that focus on employee trust by monitoring and growing individuals instead of controlling
them. Creating value in workers by getting rid of the status differences develops confidence and
devotion among employees in the organization.
Example:
The co-founders of Kingston Technology practiced in their company on reducing status
barrier. They created that the employees operated in open cubes and none of the employees had a
personal secretary. They valued all employees and established a culture that values, has
confidence and motivates employees (Appelbaum, 2014, p.30).
Sharing critical information: the sharing of useful information to workers shows that
the organization has trust in its employees and that the workers can make use of the valuable

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 17
information to help the firm to attain its sets objectives. Workers who are trained expertly require
information to assist with the prosperity of the organization.
Example:
Springfield Re-manufacturing Corp is a performing company. It concentrates in remaking
transportation products. The organization has established a book that shares information across
employers in the company. The information in this book has helped the employees in performing
their duties, attain common objectives as well as attain higher management over their distinct
well-being (Appelbaum, 2014, p.34).
Activities Involved in Performance Management
Performance management incorporates the procedures established by an organization to
guarantee that all workers are conscious of the levels of success anticipated of them in that
function and any interpersonal goals they require to attain to accomplish the objectives of the
organization.
Understanding the anticipation in the organizational roles
Constant reviews on corporate production
Advice as well as procedures for upgrading production in the organization
Rewards get earned for outstanding performance (Stirpe, Bonache, and Revilla, 2014,
p42).
Purpose of Performance Management System
Focus on results: performance management system makes the organization to
concentrate more on the expected outcomes instead of character and individual roles.

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 18
Align roles of the organization and procedures to the organization’s objectives:
performance management recognizes the purposes of the organization and efforts required to
attain the set goals.
Cultivate a long-term view of the firm: A successful performance upgrade needs to
adopt a system based perspective while concentrating on results and movers.
Produce meaningful measurements: The set standards in performance measurement act
as references in other organizations. They are a constant measure for differences in the times of
interior adjustment attempts. Performance measurements guarantee equity and partiality in the
valuing of workers based on production. They are used to display results in the times of
advancements (Jiang et al. 2016, p. 79).
P6, 2
Comparative and Behavioral Approaches in Performance Measurement
The comparative approach incorporates grading the production of a worker about
others in the organization. Worker classification is in a hierarchical order from the top to the
lowest in production. There are various strategies for the comparative approach like the
technique of the forced distribution and paired comparison as well as the visual scale category.
The relative approach guarantees to award for the uttermost performing individuals. When the
top performers receive training and guidance, they may as well get recommended to greater
managerial status. Individuals who perform dismally are allowed to improve further or sent away
when they show substandard performance.
Forced distribution technique results in the enlisting of new talents in the organization.
The set-up categorizes the workforce on the foundation of ranking laws preferably than on their
ability to produce.

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 19
Paired comparison strategy allows the firm to differentiate a performer from others and
allocates points for the best performer. The ultimate performance point is the total of the entire
winning outcome.
A comparative approach happens in situations where the organization has fewer
workforces with same job descriptions. The shortcoming of this approach is that it is
inappropriate in cases where the organizations have a significant number of workers or an
organization with clear job descriptions, as the rating is dependent on personal discernment
where it is likely to have prejudice.
Behavioral approach is a former standard technique method. This approach incorporates
a chain of vertical scales for distinct levels of the job, which its achievement is by implementing
the BARS or BOS strategy.
Behaviorally Anchored Rating Scale incorporates a range of 5-10 vertical scales. The
scales are dependent on established variables which are clear-cut with the consent of the general
workers. Workers are categorized on every variable in correspondence with their specific
performance.
Behavioral Observation Scale is an updated genre of BARS. BOS gives a more distinct
account in the course of the rate of occurrence in respect to the character of an employee for
sufficient production. The final score is the mean of the occurrence rate. Behavioral approach is
appropriate for authenticity as well as their occurrence rate. Nevertheless, the main disadvantage
in this approach is the considerable information which the administrators require not to forget.
Overseers tend to memorize the characters that closely describe the production scale that may
result in prejudice ranking (Ford, 2014, p53).

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 20
Conclusion
I can conclude from this study that an HR Officer, is required to proceed in their
functions with caution. They are compelled to ensure that they have the appropriate skills for
effective production in the HR field. They should implement the correct techniques in their
specific organizations. For successful individuals and teams in the organization, there is a need
for the organization to assist its employees in finding their goals, expertise as well as interests.
The organization needs to realize areas which they can have success from training their
employees and put in the necessary training efforts. When organizations identify where there is a
need for individual and team training, it will help in the improvement of individuals and groups,
which will also result in the success of the firm. Developing individuals and teams are
developing the organization which helps build its reputation.

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS 21
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