A Professional Development Plan for Jane Cambridge in her HR Officer role

DEVELOPING INDIVIDUAL, TEAMS AND ORGANISATIONS Introduction 3 LO1: The employee knowledge, skills and behaviours required by HR professionals 4 P1 Appropriate knowledge, skills and behaviours (KSB) that are required by HR professionals across the department 4 P2 A completed personal skills audit for Jane Cambridge 5 P2 A professional development plan for Jane Cambridge in her HR Officer role 6 LO2: The factors to be considered when implementing and evaluating inclusive learning and development to drive sustainable business performance

DEVELOPING INDIVIDUAL, TEAMS AND
ORGANISATIONS
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Table of Contents
Introduction................................................................................................................................3
LO1: The employee knowledge, skills and behaviours required by HR professionals.............4
P1 Appropriate knowledge, skills and behaviours (KSB) that are required by HR
professionals across the department.......................................................................................4
P2 A completed personal skills audit for Jane Cambridge....................................................5
P2 A professional development plan for Jane Cambridge in her HR Officer role................6
LO2: The factors to be considered when implementing and evaluating inclusive learning and
development to drive sustainable business performance...........................................................7
P3 Differences between organisational and individual learning; training and development.7
P4 The need for continuous learning and professional development to drive sustainable
business performance...........................................................................................................10
LO3: The knowledge and understanding to the ways in which high-performance working
(HPW) contributes to employee engagement and competitive advantage...............................11
P5 Understanding of how HPW contributes to employee engagement and competitive
advantage..............................................................................................................................11
LO4: The ways in which performance management, collaborative working and effective
communication can support high-performance culture and commitment................................13
P6 Different approaches to performance management and support high performance
culture and commitment.......................................................................................................13
Conclusion................................................................................................................................16
References................................................................................................................................17
Appendix A..............................................................................................................................19
Appendix B..............................................................................................................................20
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Introduction
Development of individuals, teams and organisations is a necessity for achieving the
organisational objective. But this development process is not only associated with
organisational successfulness. With the process of developing individual and teams the
personal development or professional career growth is also related. However, it can be said
that for a specific designation some specific skills required depending on which the job can
be achieved. Every individual has strengths and weaknesses which can be developed by a
proper professional development plan. For understanding the difference practices related to
strengthening individuals, teams and Organisation the organisation Marks and Spencer has
selected in this study.
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LO1: The employee knowledge, skills and behaviours required by HR
professionals
P1 Appropriate knowledge, skills and behaviours (KSB) that are required by HR
professionals across the department
The HR professionals across the department need appropriate knowledge skills and
behaviours to develop. For developing this human capital, the use of KSB model is essential.
The meaning characteristics of HR professionals have to be forward-looking and global
thinking. Instead of that the skills knowledge and behaviours are related to different
components of the individual (Whelen et al. 2017).
The different skills which are required for a teacher professional are the business focuses the
strategic and tactical decisions developing mentality. Human resource individuals are part of
the organisational growth and development process; therefore, they focus on the business or
business objective is essential. Instead of that strategic decision-making skills and tactical
decision-making skills are a vital area for human resource professionals. One of the most
vital works of these individuals is to manage conflict or conflict resolution. Addition to that
they are also involved in making different decisions related to the organisational growth and
development and for which the tactical and strategic decision-making skills are crucial.
For a human resource professional, two type of knowledge is essential those are the
professional knowledge and the technical knowledge. The expert knowledge of a human
resource professional is related to the organisation and different crucial area which need the
proper care of the individual. Instead of that, the technical knowledge is also required for a
human resource professional (Quirke, 2017). Without the adequate technical knowledge
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about different organisational activities for functions, the individual is not able to manage any
technical disputes in the organisation.
Instead of knowledge and skills, the HR professionals also need specific behaviour or attitude
towards the employees and organisational development process (Katzenbach and Smith,
2015). It has been found out that the human resource management is one of the most
important and significant areas of the Organisational management process. Instead of that for
managing one of the most essential and massive resources of the organisation, human
resource, the human resource professionals need some specific type of behaviour pattern
which includes flexible, challenging and inquiring nature. Professional need to be flexible
enough to understand any situation and need to do challenging works for the organisational
development. Instead of that, the inquiring nature will also help the individual to understand
the performance of the employees which is essential for meeting the corporate objective
(Hammer, 2015).
P2 A completed personal skills audit for Jane Cambridge
Name: Jane Cambridge
Sex- 27 years
Gender- female
Job description: Shop keeper in Marks and Spencer
Work experience- 5 years
Educational qualification- arts graduate
Strength Weaknesses
 Strong determination in work.  Lack of self confidence
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 Passionate about the work
 Responsible about the given task and
performing it
 Strong management skills
 Leadership skills
 Innovative mentality and creativity in
thinking
 Motivating team members and others
 Not enough organized in professional
life
 Can be easily distracted by different
possession
 The financial and accounting skill is
not strong
Opportunity Threats
 Can easily get better job related to
retail industry
 Has experience in working retail
industry for 5 years
 Meeting new people
 Transferable skills
 Working with diverse cultural people
 Failure to being a good employee in
Marks and Spencer
 Not able to perform better in the
current job role
 Not able to work due to personal
engagement
P2 A professional development plan for Jane Cambridge in her HR Officer role
Skills to develop Why it is important How to develop Timeline
Self confidence Due to lack of self
confidence Jane is not
able to communicate
with new employees
and for the job role of a
HR officer self
confidence is highly
For developing self
confidence, the
frequency of team
works need to develop.
meditation and
constant confidence
practice will increase
4 months
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required self
Organization As a hr officer being
organised is very
required quality
because she has to
organize her total tem
working function.
Practice multitasking
and getting
opportunities to
organize responsibility
is similarity helpful
3 months
Distraction Decreasing the level of
being distract because
high concentration is
required for any task
related to a HR officer
The attention and focus
skill need develop by
doing on similar task in
every single day.
2 months
Accounting or financial
skills
The financial and
accounts shills of an hr
manager need develop
to understand the
budget and costing of
total hr department
Taking training from
proper tutor who can
assist in understanding
the financial and
accounting skills
3 months
LO2: The factors to be considered when implementing and evaluating
inclusive learning and development to drive sustainable business
performance
P3 Differences between organisational and individual learning; training and
development
Organisational and individual learning
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The organisational learning process highest specific cycle of learning this includes different
steps. In the first step the individual observe, experience and understand the total process.
After that, he reflects and interprets whatever he has recognised in the last step. Following
that in the next step is generalised and integrate and judge the total process. Finally, in the
previous step application, test, action and institutionalisation are done by the individual
(Goleman, 2017).
However, this total process by an individual in the organisation is these are part of the
organisational learning. Instead of that, this process has three different levels; one is
individual learning, second is loop running, and the third is institutional learning.
However, the learning process of an organisation includes the different type of learning
experiences; those are the understanding, interpreting, integrating and institutionalising.
Industries of understanding the individual have started gaining new ideas and insights which
are developed on personal experience. After that, in the interpreting process, the individual is
associated with deducting relationships among insights (Ginter, 2018). However, in this
process including the ability to explain the connection to others as well as self is part of this
process. After that assimilating new ideas and insights into the teams and groups is part of
this integrating process. In this process, the individual is allowed to provide his views into the
group which is helpful for the collective action of the group. In the last operation, the total
group is associated with implementing the shared understanding. This shared understanding
is developed to organisational strategies procedures and rules.
Therefore, it can be said that the individual learning process is a part of the organisational
learning process (Bryson, 2018). One individual is learning something from the organisation
which help him or her to develop his skills and pro-activity then it known as individual
learning. However, when the individual use this skills knowledge which he has developed in
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the organisation and use them for achieving the organisational objectives or organisational
growth process then becomes part of the organisational learning.
Training and development
The training and development are considered as a part of organisational growth. However,
the training is known as a learning process which helps the employees to get better
opportunities to develop compliances skills and knowledge which is required for his job role.
However, the development is known as an educational process which is associated with the
growth of the employees.
Besides that the process of training is, and the process of development is long term (Barrick
et al. 2015).
However, the training is provided by the organisation focusing on the present situation while
the development is focused on the future condition of the organisation.
The orientation of training is job oriented where the development process is associated with
career orientation.
In the training process the motivation has been given by the trainer, but in the development,
process self-motivation is needed (Armstrong and Taylor, 2014).
The objective of the training process is associated with improving the performance is of the
employee. However, the aim of the development process is preparing the employees of the
organisation for the future challenges may occur in the organisation.
However, in the training process, the organisation is associated with providing training to
different groups or many members while in the development process only the individual is
the path.
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Finally, it can be said that the aim of training is specifically job-related while the objective of
the development process is developing more general knowledge and conceptual knowledge
of the individual.
P4 The need for continuous learning and professional development to drive sustainable
business performance
The continuous learning and professional development are significant for sustainable
business performance (Wu et al. 2015). However, using the constant professional
development process is helpful for the professional as well as the organisations they are
working in. The continuous professional development period ensures that the individual
capability is being by the current standard which can them survive in the industry. In addition
to that enhancing and maintaining the skills and knowledge related to the professional service
like the client, community and customers are possible by the continuous professional
development process
Instead of this, the relevant experience regarding the job role become up to date, and the
continuous professional development process can easily identify the changes in the trade and
directions. By practising this process in the daily activity, the individual can quickly develop
the working pattern of his own by introducing quick ways of conducting his work by using
this process of continuous professional development (Whelen et al. 2017). However, because
of the ongoing professional development process, the individual can able to contribute
meaningful agendas to the group. By providing the significant contribution, the individual
can easily develop his effectiveness in the working environment which is advantages for his
future career. In addition to that this process also helps in managing, leading, coaching,
influencing and monitoring other team members. However, the continuous professional
development process is an exciting way to improve the individual in experiencing the
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different interesting things and help him to focus on his responsibilities and to develop new
skills and knowledge.
The deep understanding of continuous professional development process help the individual
is also developing the personality development process. However, this process also helps the
individual in an advanced type of Technology and knowledge is a professional level. The
public confidence of an individual becomes up to date or increased because of using
continuous professional development. Finally, it can be said that the contribution of
continuous professional development process directly affects the professional career of the
individual and protect the individual by providing quality and protection (Quirke, 2017).
In addition to that maintaining, the sustainability of the organisation and the individual is also
part of the organisation.
LO3: The knowledge and understanding to the ways in which high-
performance working (HPW) contributes to employee engagement and
competitive advantage
P5 Understanding of how HPW contributes to employee engagement and competitive
advantage
In today's time, with the advent of globalisation and increased market competency,
management of organisations are necessitated to adopt stringent as well as high-performance
strategies such that they can get a competitive advantage in the market. One of the biggest
issue in the Corporate sector in recent times is the disengagement of the employees either due
to lack of proper work or may be due to lack of job satisfaction. In regards to this, it becomes
the responsibility of the management to initiate specific high performance working
frameworks that will not only help in keeping the employees motivated with their work but
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also strive them towards the organisational goals and objectives (Katzenbach and Smith,
2015).
It is imperative that employee engagement tends to work as a positive workforce that not only
motivates and connect employees with each other but helps them to achieve the desired goals
as well. In recent times, certain organisational chaos leads to disruption in the business
operations of Mark and Spencers. It was noted that, due to lack of job satisfaction, a certain
group of employees was not feeling enough engaged with their work. Their take was
irrespective of having the necessary abilities they were not assigned to bigger responsibilities.
This leads to a clumsy attitude towards work and thereby hampered the operational
workflow. In regards to this organisational situation of Marks and Spencers, the essence of an
engaged workforce cannot be neglected. Imperatively, employees tend to act as the core asset
of an organisation. An enthusiastic workforce serves as the key to success for an organisation
(Hammer, 2015). Thus, implementation of a High performance working framework or
strategy will help to keep the employees motivated and engaged in their work, constantly
striving towards the predetermined organisational goals and objectives.
A high-performance working framework is all about creating an organisational culture where
there are transparency and an open line of communication among the members of the
organisation. Unlike the traditional or conventional mode of organisational structure, these
forms of working environment tend to create a healthy working environment for the
employees where they felt motivated and committed to their work. It tends to create a flatter
structure for the employees where they precisely understand and share the same vision as the
organisations (Goleman, 2017).
The high-performance working tends to comprise three different aspects of the management
including significant employee engagement, best human resource practices as well as rewards
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system based on performance. It is noted that, if the employees are rewarded for their best
work, they will tend to feel more motivated towards their work and accordingly deliver their
best result. This can be achieved in an organisation through certain best practices like sharing
valuable information with the employees, rewarding them for their performance, maintaining
an open line of communication among the organisational hierarchy, etc. It also includes
implementation of a learning and development system for the employees that will help them
to gather more expertise in their field of work and grow their careers. In a nutshell, it can be
concluded that a high performance working strategy is a necessity for organisations to keep in
line with the growing market competency (Ginter, 2018).
LO4: The ways in which performance management, collaborative working
and effective communication can support high-performance culture and
commitment
P6 Different approaches to performance management and support high performance
culture and commitment
With the advent of globalisation as well as the emergence of liberalisation policies across the
globe, the market competency in the global business arena has increased to a significant
extent. This has necessitated business organisations to adopt stringent strategies following the
organisational goals and objectives such that they can gain a competitive edge in the market.
It is noted that application of high performance working frameworks has proved to be a
useful strategy for many business organisations regarding striving towards success. High
performance working framework not only helps in measuring the overall performance of the
organisation but also tends to provide a precise understanding of the performance level of the
organisation workforce on an individual level (Bryson, 2018).
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In addition to that, this strategy also promotes a sense of motivation and commitment among
the employees and thereby, helps them feeling engaged towards their assigned roles.
However, it is imperative that application of such strategy within the business operation may
not be enough to drive an organisation on the path to success. In this regard, it becomes a
responsibility of the management of an organisation to critically analyse and evaluate the
performance of the employees as well as the whole organisation through various control
points at a regular interval. There seem to be various ways of measuring the success of a
high-performance workforce in an organisation. The different approaches for measuring the
success of an organisation as discussed as below:
Comparative approach: In a comparative approach the performance of an employee is
measured by the predetermined standards or as compared to others in the group (Berry and
Kato, 2018). It is noted that the performance of an employee based on the predetermined
standards from high to low and accordingly rewarded for the performance.
Attribute approach: In regards to attribute approach, it is noted that the performance of an
employee is measured by certain parameters that include problem as well as analytical
solving skills, the communication or behaviour of an employee among peers and also the
innovation and creative aspect of the individual. As compared to the comparative approach,
the attribute approach of measuring performance is more layered and tends to involve the
overall capacity of an individual in a corporate environment (Barrick et al. 2015).
Behavioural approach: The behavioural approach is one of the conventional methods of
measuring performance in an organisation. It is noted that the behavioural approach of
measuring performance in a high-performance working environment tends to comprise of
various scales of dimensions or parameters that judges or measures the various behavioural
dimension of an employee in a given situation.
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Result based approach: This is one of the straightforward techniques of measuring the
performance of an employee. It usually tends to focus on the performance of an employee at
a certain point of time-based on a balanced scorecard. It takes into consideration the volume
of work done by an employee at a given time added with its accuracy and timeliness
(Armstrong and Taylor, 2014).
Quality based approach: The quality-based approach primary tends to focus on the
qualitative aspect of the work done by the employees that usually includes the job satisfaction
from the customer’s end. This approach is adopted by an organisation to identify the grey
areas in the process if any take measures to improve them and thereby improvise on their
business operations.
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Conclusion
In Light of the above study, it can be concluded that the development process of an individual
is not only helpful for his personal and professional skill development but also directly
contribute to the growth and performance of his team and Organisation. In addition to that, it
can be said that every individual had to develop a set of skills which are their strengths in
their professional careers. By improving or nourishing the power and by correcting the
weaknesses the individual can easily establish his professional career. Instead of that the
continuous professional development process is a certified technique which is being used by
professionals for developing their skills in the organisation Marks and Spencers.
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Appendix A
Knowledge, skills and behaviours (KSB) that are required by HR professionals
1. Forward-looking and global thinking
2. Business focused
3. Strategic and tactical decisions developing mentality
4. Professional knowledge
5. Technical knowledge
6. Flexible
7. Challenging
8. Inquiring
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