Developing Individual, Teams and Organisations

DEVELOPING
INDIVIDUAL, TEAMS AND
ORGANISATIONS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
SECTION 1.....................................................................................................................................3
PART 1............................................................................................................................................3
Knowledge, skills and behaviour required..................................................................................3
Personal Skill audit and analysis.................................................................................................4
Professional Development Plan...................................................................................................5
PART 2............................................................................................................................................8
A. Continuous Learning and Professional Development............................................................8
B. Analysis using Learning Cycle Theories................................................................................9
SECTION 2...................................................................................................................................10
PART 1..........................................................................................................................................10
Contribution of HPW to employee engagement and competitive advantage............................10
PART 2..........................................................................................................................................12
Approaches to performance management.................................................................................12
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Development of individuals, teams and organisations is a very comprehensive process
where the key is to strategically plan the growth of the employees in the organisation so that
along with them, organisation can also grow (Cartwright, 2017). The current report will evaluate
the knowledge, skill and behaviour that is necessary to become an HR professional in the
Hightown housing and the factors that are important while planning for inclusive learning and
development. The report will also evaluate the concept of High Performance Working i.e. HPW
and the manner in which it contributes to employee engagement and gaining competitive
advantage. Lastly, the report will identify manner in which the different performance
management approaches can be adopted and specific examples will be given to support the
arguments.
SECTION 1
PART 1
Knowledge, skills and behaviour required
Human resource is the key aspect of any organisation and its management is even a more
crucial task (Malmelin, N. and Virta, 2017). For Hightown housing, there are certain skills that
the employee expects in the HR Advisor for the company and these can be illustrated in
following manner:
 ICT Skills: Information communication technology skills are necessary for the HR advisor
so that they can perform all the day to day activities such as emailing, virtual meetings and
conferences, employee information portals, attendance and performance tracking etc. (Yu
and et.al., 2015). Apart from this, the use of MS- Office tools etc. is also necessary so that
they can perform all the duties and maintain records.
 Interpersonal Skills: It is instrumental that the HR advisor of the company knows how to
communicate with the people and develop strong and integrated relationships with the
employees (Pepper, 2020). They should be able to make them understand their point of view
and in return also understand their issues and concerns. The implementation of a positive
body language and the capability of managing and avoiding conflicting situations is also an
additional aspect covered in interpersonal skills.
 Analytical Skills: The analytical skills here does not pertain to the high level data analysing
skills that researchers and economists or financers use but the basic numerical skills that are
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the HR advisors of Hightown housing need to posses (Main and Pendergast, 2017). These
are mainly required to perform simple salary related calculations, or performing analysis of
performance, standards comparisons, developing interpretive graphs etc.
 Leadership Skills: Leadership skills help in the successful management of the employees in
Hightown Housing where the HR advisors can monitor the activities of the employees, the
performance can be adequately evaluated, their discipline and team development are the key
aspects which can be facilitated by the use of these activities (Afsar, Shahjehan and Shah,
2018).
Knowledge required by HR advisor mainly pertains to the ICT skills where it is necessary to
have knowledge about how the different technological aspects that are necessary to perform
the duty and the use of software that is necessary needs to be learnt and developed by the
HR. it is also necessary to understand the human psychology and integrate the interpersonal
and communication skills etc. with the knowledge of the manner in which an employee who
is also an individual thinks or reacts (Chams and García-Blandón, 2019). This will help in
maintaining a satisfied workforce which is the key objective of the HR advisor at Hightown
Housing.
The Behaviour of the HR advisors must be complacent at all times where they must seem
accessible and attentive to every employee who might have any concern. It is necessary that
they are amiable with all the employees and rather than being abrupt or short minded, they
are patient enough to listen to all the issues that the employee is facing attentively and then
working on the resolution of that issue.
Personal Skill audit and analysis
Skill audit is instrumental in ascertaining the key strengths and weaknesses that an
individual possesses in relation to the skills that are necessary for the fulfilment of job related
roles and duties (Mazzei, Flynn and Haynie, 2016). For the current role, Brunel Skill Audit can
be performed in following manner:
Analytical Skills:
No Not Sure Yes
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