Developing Individuals, Teams and Organizations

DEVELOPING INDIVIDUALS, TEAMS AND
ORGANIZATIONS

CONTENTS
INTRODUCTION.....................................................................................................................................1
TASK – 1.................................................................................................................................................1
P1.......................................................................................................................................................1
P2.......................................................................................................................................................2
TASK – 2.................................................................................................................................................4
P3.......................................................................................................................................................4
P4.......................................................................................................................................................5
TASK – 3.................................................................................................................................................6
P5.......................................................................................................................................................6
TASK – 4.................................................................................................................................................7
P6.......................................................................................................................................................7
CONCLUSION.........................................................................................................................................8
REFERENCES........................................................................................................................................10

INTRODUCTION
Today, each and every manager is facing challenge of developing their firms where
employees performs with higher efficiency and make their firm a developed work system
where right number of people are being employed with right resources and can make fuller
utilization of the available resources as well as opportunities in accomplishing the goals of
the firm. To function as a high-performance work system, all the above defined elements
should match appropriately with the others to have smooth operations (Mee-Yan and
Holbeche, 2015). It is important for the companies to determine the type of people that
matches with the needs of the firm and should locate, train and motivate those people to
increase the productivity as well as long term financial performance of the firm. Concerning
this, the present research report also aims to offer understanding in regards with development
of skills as well as knowledge to accomplish high level of performance is cross organization
activity. For this, case study of Whirlpool HPW is being taken under consideration. The
company is facing crisis and the workers need to have organizational as well as strategic
change to sustain the firm upon the major restructuring. To achieve restructuring, Whirlpool
is clearly aware that they need to engage their workers in high performance assessment
process and requires necessary changes to have high performance work system. Pertaining to
this, as HR consultant to the company, the report will highlight the ways in which
performance management, effective communication as well as collaborative working can
help in having high performance culture as well as commitment.
TASK – 1
P1
Considering the “company crisis” scenario of Whirlpool which culminated in the year
2011, the North America Region Staff of the company was held reliable for organizational as
well as strategic change so as to sustain the firm upon a major restructuring. The whole team
of Whirlpool was aware of the fact that they need well informed, effective, cross-functional
collaboration and timely decisions for taking the business in forward direction, as the firm is
dependent on its teams for innovation as well as higher productivity (Stewart and Rogers,
2012). To have restructuring, the firms is required to have professional knowledge, skills and
behaviours by their Human resource professionals so as to ensure high performance work
system and these are being described in the below paragraph:
Skills required
1

Effective relationship skills
As per Ulrich, the capability which helps in adding worth
to the business is considered as proficiency. For the
purpose of achieving sustainable competitive advantage,
the human resource professionals of Whirlpool need to
pay attention on altering the business circumstances and
support in leading the procedure of transformation by
making use of their competencies.
Human resource development
skills
It is vital for human resource professionals to develop
such environment that fosters learning and must
understand the learning process as change agents. Each
and every employee of the firm should be offered support
by HRD skills for the purpose of improving personal and
organizational knowledge, abilities and skills (Pendleton
and Furnham, 2012).
Knowledge required
Value chain knowledge
Seeking help from this, the HR managers of Whirlpool
can add value to the goals of the organizational. The
value chain process starts with HR activities ad process,
followed with HR outcomes and organizational
objectives. In other words, it clearly shows how human
resource activities lead to the goals of the organization.
Professional Competency
According to Ismail and Long, professional
competencies associated with employee as well as
executive expert roles involves integrity of the agent. The
Human Resource specialists of Whirlpool should gain
their credibility by their working partners as employee
champions (Northouse, 2010). On contrast, they should
be also deliver traditional operation human resource
activities in their restructuring of business, should offer
support on career development, talent and performance
management and must evaluate the HR practices and
programs.
Behaviour
2