Importance of Continuous Learning and Professional Development for Sustainable Business Performance

This report discusses the importance of continuous learning and professional development for sustainable business performance. It explores the role of HR professionals in determining the knowledge, skills, and behaviors required for HR professions. It also includes a personal skill audit for an HR professional and analyzes the difference between organizational and individual learning, training, and development. Additionally, it examines the need for continuous learning and professional development to drive sustainable business performance and discusses how high-performance working contributes to employee engagement and competitive advantages.

Developing Individual, Teams
and Organisations

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Determining the professional knowledge, skills and behaviour that are required by HR
professions.......................................................................................................................................1
P2 Analysing a complete personal skill audit for Jane Cambridge to identify training and
development considering KSB. ( c )................................................................................................2
TASK 2............................................................................................................................................4
P3 Analysing difference between organisational and individual learning, training and
development.....................................................................................................................................4
P4 Analysing the need for continuous learning and professional development to drive sustainable
business performance.......................................................................................................................5
TASK 3............................................................................................................................................6
P5 Understanding how HPW contribute to employee engagement and competitive advantages.. .6
TASK 4............................................................................................................................................7
P6 Evaluating different approaches to performance management using specific example to
support high performance................................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Individual development in the long course of the employment is very essential
as this help in building, improving, educating and generating awareness in employee
this will help organisation as well as employee. This development is not only
necessary in individual but also that of team and organisation. The aim of this report
is to analysis the knowledge, skills and behaviour which are required by the HR
professionals in every organisation. This report will further include the complete
personal skill audit for an HR personal Jane Cambridge and thus to identify training
and development need by Jane Cambridge. Identifying the training and development
need of any individual or that of organisation as a whole is necessary in the growth of
that individual and organisation. The High-Performance Working (HPW) is set
guidelines of any organisation where trust, transparency and open line of
communication between mangers and employee are very crucial. The importance of
HR is analysed by the work HR does in the organisation of selection, recruitment,
training and development of the employee and also the compensation of the employee.
Scope of an HR is as wide as the whole organisation as they help the employee in
grooming and developing which in turn will help the company to develop.
TASK 1
P1 Determining the professional knowledge, skills and behaviour that are
required by HR professions.
Human resources are the best form of resource any organisation is having with
it to develop and grow itself in the market. They help the company to achieve the
business objectives, to earn profits, to grow in marketplace and to sustain in industry.
And thus, to manage this human resource or the employee of organisation it is
necessary to train them and to help them in their development (Berry, 2011). Training,
development, selection and all the employee related problems are the part and role of
the HR of that organisation. The HR must be having certain qualities, knowledge,
skills and behaviour's which are important for the organisational and employee

development and betterment. There are certain sets of these qualities which are
required for the HR so that they can effectively utilise the staff's skills in an
organisation. They play most important role in the development of organisation and
that of employee and it is their responsibility to have a look on the requirements of
employee. Their work is to plan, direct and coordinate human resource activities and
staff of an organisation.
For any manager or HR at the organisation it is importance to have certain
knowledges, skills and behaviours which should be same across the departments
(Crowston and et.nl, 2012). These all include skills such as active listening, speaking,
coordination; knowledge like personnel and HR, administration and management:
behaviours like stress tolerance, self-control and concern for others.
Skills:
 Active listening- this include to give full attention to what the people are
saying, taking time to understand and asking the questions thereafter.
 Speaking- this include talking to all the subordinate in a way which they can
effectively understand and HR can convey what he is trying to say.
 Coordination- in this there is adjusting actions according to others. Working
with the employee to solve any disputes or difference between them.
Knowledges:
 Personnel and HR- They should be having knowledge about all the principles
and procedures for recruitment, selection, training, compensation and benefits
for the employee.
 Administration and management- HR must also be having the knowledge of
businesses and management principles which are to be involved in strategic
planning (Dahlgaard, Pettersen and Dahlgaard-Park, 2011).
Behaviours:
 Stress tolerance- Whatever be the situation HR must know how to handle that
situation in a quiet and peaceful manner by controlling the stress of work.
 Self-control- HR profile require keeping clam, controlling anger and avoiding
aggressive behaviour.
 Concern for others- HR job is very sensitive job he need to be very
understanding the needs and feelings of its staff members.
P2 Analysing a complete personal skill audit for Jane Cambridge to identify
training and development considering KSB. ( c )
Analyse a completed personal skills audit for an employee
To identify the area where Jane Cambridge requires training and development
it is important to do the personal audit of Jane Cambridge. This can only be done after
the consideration of all knowledges, skills and behaviours required in the HR or Jane
Cambridge (DeRue and Ashford, 2010). Starting from IT skills and knowledge where

Jane Cambridge is having little or no experience in using a database or HR specialist
software. But having a good or adequate knowledge and experience in MS Office,
Excel spreadsheet, using internet, use of e-mail and MS power point.
Jane Cambridge is having adequate or good experience in communication
skills like that of taking notes of disciplinary hearing, writing report, producing
material to support presentations, resolving disputes, interviewing and advising on HR
issues. But having little or no experience in drafting contracts of employment and in
delivering training sessions (Eime and et.nl., 2013). So, by this personal skills audit of
Jane Cambridge it is very clear that where the HR need to give her the training in
which area and which part of her skill is very developed.
The HR need to focus on the area where Jane Cambridge is having no or little
knowledge that is using database, use of HR software, drafting of employment
contract and delivering training sessions. Jane Cambridge is having the knowledges in
most of the parts and areas and there is very little area in which she need training.
After getting the training in those areas as well she can become more and more
professional HR. And once this analysis is over about in which area Jane should be
given the training it would be easy for the management to train her (Frow, Marginson
and Ogden, 2010). The steps used to create Professional Development Planning are as
followed:
 Self-assessment from staff member- Jane herself will evaluate that what are
the main areas of her development or where does she need the training the most
what does she need to develop in herself to be a good HR personal.
 Development of HR assessment of individual skill level- after she has done
her self-assessment her boss will do her assessment to see what are the actual
areas where she need to be given the training.
 Assessing the department and organisation need- then both the individual
target and the organisational goals would be matched so that both are achieved
(Gopal and Gosain, 2010). The individual working in the organisation have
different goals which certainly differ from that of organisation.
 Exploring development opportunities with staff- the head of HR department
need top conduct training sessions, seminars, workshops, educational
opportunities and new projects and responsibilities so that the employee can
explore and develop the opportunities to grow.
 Record and analyse staff members progress- recording and analysing the
progress made by staff members are also a part and role of HR or boss of Jane
Cambridge.
SWOT analysis of Jane Cambridge:
Strengths- Jane Cambridge is a qualified but unskilled employee of the organisation
the strengths are she is very at use of internet, use of computers programs and writing
the reports. Coordination with the employee and being a team leader is also the

strengths which the company can use to developing the company and the other
employee's.
Weakness- she need to learn about how to communicate with the employee and
management how to become the link between them. And as an HR her work is to give
training to the employee in which she is lacking behind.
Opportunities- Jane Cambridge is going to join the new organisation which is the
biggest opportunity which she is having. As she can learn many things and gain a
good quality of knowledge from the company and employees as well.
Threats- Jan Cambridge is having many other HR who are working in the company
and they can be regarded as the threats to become the leader in the HR group of the
company.
TASK 2
P3 Analysing difference between organisational and individual learning, training
and development.
Define organisation learning
Organisational learning is the process of allowing the individual learn in the
organisation. The training which they receive in the course of employee job are
included in the organisational learning.
Define training and development
Training is the process of explaining the employee about the work and
organisation as a whole so that employee is able to gain the knowledge and learn in
the course of job training last for only a certain time period. While development is the
long ongoing process and this last till the time employee is employed in the
organisation.
Differences between both
The main difference between both training and development is there process.
Training is only for the time when the employee is employed in the organisation and
development is a long ongoing process till he leaves the employment.
Links for individual and organisational learning
They both are linked together like if the individual grow or they develop the
whole organisation grow and develop.
Both individual and organisational training and development would be very
beneficial for employee working and for whom is he working for. But there are many
differences between individual and organisational training, learning and
development programmes (Moe, Dingsøyr and Dybå, 2010). Organisational aim in
training, learning and development of all the employee and at all levels of
departments which happens after business objectives are achieved. And individual
training, learning and development depends on the mistakes made by the
individuals and from the wastage which is done by him from organisation's
viewpoint.
For all the organisations to help them to grow, develop and sustain in the
industry need to develop individual and then its team within organisation.
Development of the employee depends upon the education given to them, in guiding

them in their work, making employee's familiar with rules and regulation and to give
them training (Obiwuru and et.nl., 2011). In this competitive market, organisational
success depends upon its ability to expand and improve the quality of workforce.
P4 Analysing the need for continuous learning and professional development to
drive sustainable business performance.
Define CPD
Continuous professional development is the ongoing process of the professional
development which is important for the organisational growth.
Identify needs for CPD
This is needed for the organisational and personal development of the
employee.
Improves performance of individual and this improves the performance of the
company.
Sustain performance and growth of the individual and the company as a whole.
Enriches employee experience in job as they become more satisfied if there is
continuous development.
Personal growth will be there and employee will develop on the personal and
professional grounds.
For every organisation where big or small it is necessary to continuously learn
and development to driving sustainable business performance. Without development
of all individual the organisation could not grow and develop and have a suitable
business performance. As learning is always an ongoing process in life as well as in
organisation if any individual has joined the organisation he will learn at every step. It
is very importance for the organisation to keep the learning and training process in the
organisation open so that everyone can gain form there. A training program allows the
employee to strengthen those skills that each employee will need to improve (Penuela
and et.nl., 2011). And a development program brings all employee to a higher level so
they all have similar skills and knowledge.
Professional development contributes to improve protection and quality of life
environment, sustainability, property and economy as well. It is a process of learning
and maintaining professional credentials like academic degree to formal work course,
conferences and informal learning opportunities. Professional training refers to the
process of tracking and documenting the skills, knowledges and experience that
employee gain both formally and informally as they work beyond any initial training.
 It ensures employee capabilities to keep pace with the current standards of
others in same organisation.
 In delivering a professional service to customer, clients and community
professional development help in maintaining and enhancing the knowledges
and skills (Salas, Rosen and DiazGranados, 2010).
 Professional development helps in increasing public confidence in individual
professions
 Professional development caters deeper understanding of what is profession
and how does this help in appreciation of implementation and impact of
employee's work.

TASK 3
P5 Understanding how HPW contribute to employee engagement and
competitive advantages.
High performance working is a general framework of cultures in any
organisation where there is transparency and trust among all employee's and the
management. It is a management practices that attempts in creating an environment
where any organisation and its employees have greater involvement and
responsibilities (Salas and et.nl., 2012). HPW is also helpful in employee engagement
and commitment in organisation as it sets the trust between management and
employee. High performance working also help in eliminating the old and
traditional structured followed by the organisation and making it equal for all
employee where they are happy, motivated and engaged. This also help in job
satisfaction in how the individual is ready to work and they are motivated and satisfied
with their job profile. HPW contribute in the involvement and help in the competitive
advantages and also in employee engagement.
It is defined till three broad areas of employee involvement and engagement
which are reward and commitment practice, high employee involvement and human
resource practices.
➢ Reward and commitment- This involve giving the reward to the best
employee in any form whether monetary or non-monetary. By giving the
rewards to the most eligible and capable employee their commitment towards
the work would be increased (Warrick, 2011). HPW practice is positively
correlating with the growth, profitability, higher job satisfaction and lower staff
turnover.
➢ High employee involvement- Every employee at all the levels of organisation
should be involved in the growth and increasing profitability of company so
that they could get suitable reward. They all communicate with management on
regular bases which help them in solving the problems and to take competitive
advantages.
➢ Human resource practices- the company must also effectively and efficiently
use its available human resource and help them to grow and develop (Berry,
2011).
Summarise the outcomes /results of HPW organisations
if there are transparency and trust between the employee and management then
this will help both in their development. They can contribute in the profit earning and
sales maximisation.
Discuss conditions that lead to (contribute towards HPW)
If there are any disputes between the employee's and management then high
performance working will be required.

TASK 4
P6 Evaluating different approaches to performance management using specific
example to support high performance.
Performance management is that process in which any organisation can
evaluate an employee's performance in terms of the success of organisation and that of
an individual. In this procedure management analysis, the employee's performance
and the suitable reward can be given to them to appreciate their work. Mainly there
are 2 techniques which use the objective system which are Balanced scorecard and
Productivity measurement and evaluating system (ProMES) (Crowston and et.nl,
2012). In Balanced scorecard, there are four perspectives for performance
management including financial, customer, internal or operational and learning and
growth. Identify activities ( include approach) involved in PM there are number of
activity which are involved in performance management as scaling them, monetaring
them and then giving them reward or punishment accordingly. Purposes –uses of PM
is to look the performance of the employee and then give them appreciation.
Compare the major methods: comparative, behavioural, attribute, results, quality
( with examples)
➢ Comparative approach- in this approach the management compare
employee's past performance with that of the present and with others in the
organisation. They are given the rank according to their performance and then
compared. It evaluates the best performance among all the employees and then
there are given with a reward this being the major advantage (DeRue and
Ashford, 2010). But at the same time, it has the demerit like for any big
organisation like Google it is not an easy task to evaluate employee's
performance according to the rank.
➢ Result approach- in this approach whole focus of the employer is on
objectivity rather than on subjectivity. As the employees are evaluated on the
bases of their end results in the organisation and not on how they perform or
develop in organisation (Eime and et.nl., 2013.). Balanced scorecard and
productivity measurement and evaluating systems in which financial
perspective are involved are kind of result approach.
➢ Quality approach- it majorly depends on the increased customer satisfaction
level by decreasing the loopholes and the weak points of production and
improvement in service. Kaizen process is also a part of quality approaches.
➢ Behavioural approach- this defines the employee according to the behaviour
and characteristics while working. Behaviourally Anchored Rating Scale
(BARS) are used in this approach in which employee is rated at different level
of performance dimension and traits.
➢ Attribute approach- performance are evaluated as per the per defined set of
traits and characteristics like teamwork, problem solving, judgement and
creativity (Dahlgaard, Pettersen and Dahlgaard-Park, 2011). Rating from 1-5
are given to employee according to their problem solving or teamwork level.

CONCLUSION
By this report it is concluded that the management and employee should
contribute equally in the progress and development of organisation and that of
employee. The report also concludes that Jane Cambridge being a new HR need to
develop some more skills and knowledge to contribute in company's growth and
performance. There are some parts of qualities where she is perfect for the company
while in some parts there is a need of training and development. There are various
knowledges, skills and behaviours of the HR personal which they need to have and
will contribute to the development of organisation as a whole. There is no major
difference between organisations learning and in individual learning as they both add
in achieving organisational goal. Continuous learning and professional development in
many ways help to drive the sustainable business performance.

REFERENCES
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