Developing Individual, Teams, and Organisations: A Comprehensive Guide to High-Performance Working

Developing Individual, Teams and
Organisations
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Contents
Introduction................................................................................................................................3
Task 1.........................................................................................................................................4
P1. Determine appropriate and professional knowledge, skills and behaviours that are
required by HR professionals.................................................................................................4
P2. Analyse a completed personal skills audit to identify appropriate knowledge, skills and
behaviours and develop a professional development plan for a given job role......................5
M1. Provide a detailed professional skills audit that demonstrates evidence of personal
reflection and evaluation........................................................................................................7
Task 2.........................................................................................................................................8
Introduction............................................................................................................................8
P3. Analyse the difference between organisational and individual learning, training and
development...........................................................................................................................9
P4. Analyse the need for continuous learning and professional development to drive
sustainable business performance.........................................................................................11
M2. Apply learning cycle theories to analyse the importance of implementing continuous
professional development.....................................................................................................12
D1. Produce a detailed and coherent professional development plan that appropriately sets
out learning goals and training in relation to the learning cycle to achieve sustainable
business performance objectives..........................................................................................13
Conclusion............................................................................................................................15
Task 3.......................................................................................................................................16
P5. Demonstrate an understanding of how HPW contributes to employee engagement and
competitive advantage within a specific organisational situation........................................16
M3. Analyse the benefits of applying HPW with justifications to a specific organisational
situation................................................................................................................................17
Task 4.......................................................................................................................................18
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P6. Evaluate different approaches to performance management (e.g. collaborative working)
and demonstrate with specific examples of how they can support high-performance culture
and Commitment..................................................................................................................18
M4. Critically evaluates the different approaches and make judgements on how effective
they can be to support high-performance culture and commitment.....................................20
D2. Provide a valid synthesis of knowledge and information resulting in appropriate
judgements on how HPW and mechanisms used to support HPW lead to improved
employee engagement, commitment, and competitive advantage.......................................21
Conclusion................................................................................................................................22
References................................................................................................................................23
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Introduction
The study of the section includes the developing skill and knowledge set required to achieve
high performance in organizational activities. The study is based on Thomas Cook, a British
airline, headquarter situated in Manchester, England. Thomas Cook airline is a division; it is
part of Thomas Cook Group, who due to its excelling services consists of more airlines i.e.
three, all of which are managed by joint fleet management. Readers will recognize and relate
to their professional development in one go of the study to enhance and grow their respective
performance in related organizations and teams they work. Readers will get familiar with the
concept of learning functions and needs of development and also how they are widely
interlinked with optimizing goals and objectives of enterprises and organizations. With the
successful and fine completion of the unit, students or readers will have with themselves a
laid base for their personal continuing professional development program that will eventually
support and guide them in future for it is a life-long learning. Students can effectively
contribute to the growth of others as well and generate a positive contribution towards
sustainable development and growth of the organization.
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Task 1
P1. Determine appropriate and professional knowledge, skills and behaviours that are
required by HR professionals.
HR is responsible for the management, direction, recruitment of organization employees. HR
deals and manages situations related to performance management, safety, wellness,
motivation, organizational development, training etc. The duty of HR is directly linked with
the organization and management of people, culture and environment of the organization.
Therefore, the HR of a company is to be effective, filled with knowledge and skills, aware of
the rational and practical behaviour (Bratton & Gold, 2017).
Skills
 HR is expected to be an active listener, understanding, and supportive.
 HR is expected to be an effective speaker to convey his/her management idea, plan
and strategy to employees.
 Effective management is also expected from an HR, with both material and human
resources.
 The efficiency and effectiveness of an HR highly depend on the management of
employees to achieve set goals and objectives of the organization.
Knowledge
 HR of a company is to be well equipped with practical knowledge and theory
regarding procedure that requires training and motivating employees. He/she must be
able to manage the relation and functions of organization and employees.
 HR is to have basic language knowledge to avoid trouble in communication with
clients and employees of the company.
Behaviour
The behaviour of HR is expected to be of a guide, a leader instead of a boss for it would help
in the completion of the task more effectively than under authority influence. An effective
leader plays a vital role in inspiring employees. HR is to be humble, and efficient in
communication. The company policies deal with an HR same ways they deal with an
employee, it is important to make sure that subordinates of HR don’t entertain the condition
otherwise. The trust and faith employees invest in HR has to be carried with safety and
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confidence by HR. The secrecy and confidentiality are important and fragile to maintain.
Therefore, it is appropriate to agree that mentioned above qualities are important for the
effective functioning of HR (Bratton & Gold, 2017).
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