Developing Individuals, Teams and Organisation

This report examines the importance of individual and organizational development within Whirlpool, a global home appliance manufacturer. It analyzes the knowledge, skills, and behaviors required by HR professionals, the differences between organizational and individual learning, training, and development, and the role of high-performance work practices in employee engagement and competitive advantage. The report also includes a personal skills audit and a professional development plan for Jane Cambridge, a hypothetical HR professional.

Developing
Individuals, Teams and
Organisation

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
A) Determination of knowledge, skills and behaviour required by HR professionals...............3
B) Personal skills audit to identify and develop a professional development plan.....................5
C) Professional development plan for Jane Cambridge..............................................................5
E) Need of continuous learning and professional development..................................................9
TASK 2............................................................................................................................................9
i) Contribution of HPW in employee engagement and competitive advantage........................10
ii) Different approaches of performance management..............................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
APPENDIX....................................................................................................................................14

INTRODUCTION
Growth and development is a vital element of every organisation to achieve high
performance of individuals in an organisation. Development of individuals and team enhances
the overall performance of organisation by providing them motivation, training and equipping
them with the required skills, knowledge and competence (Ford, 2014). Today, every business
enterprise understands the need of continuous learning and development for individuals at the
levels. Present report is based on Whirlpool which has a global presence and provides goods and
services across different parts of the world. It deals in manufacturing and selling of electrical
home appliances. This report provides an insight into the knowledge, behaviour and skills
required by HR professional and ascertain the differences between organisational and individual
training, learning and development. It also includes the role of high performance work practices
in employee engagement and competitive advantage for the enterprise.
TASK 1
A) Determination of knowledge, skills and behaviour required by HR professionals
In an organization, mangers seek to sophisticated person for operating business plans and
procedures. Human resource department has powerful job responsibilities that play important
roles for maintaining organizational behaviour. Whirlpool's managers consider on best skills,
knowledge and behaviour of HR professional to solving existing problems among employees.
Moreover, they assist in making perfect compensation plans, conflict resolution, promotion,
incentive scheme, training programs and so on (Levi, 2015). Here focusing on major skills,
knowledge and behaviours of HR manager in context of Whirlpool:
Skills
Communication: This is a soft skill of a person which helps in communicating with
effective manner within an organisation. HR professional uses this talent for handling formal
meeting by explaining verbally which addresses to better understanding of related subject.
Secondly in Whirlpool, managers conduct interviews, best presentations and operate team
activities smoothly.
Conflict Management: People in human resource department, provide ample
contribution in resolving employees problem and disagreement of group (Pinjani and Palvia,
2013). In respect of Whirlpool, HR coordinators solve work related conflicts by listening
3

carefully every problems in detail. This skill established a harmonium relationship between all
employees and employer within an enterprise.
Decision making: HR mangers involve in different decision making programs in a
company by providing accurate information of employees. In respect of Whirlpool, they provide
assistance in solving existing work related problems and makes modification in working plans.
Such changes gives sufficient flexibility to workers at work station and encourage to best
performance.
Knowledge
Employment Laws: It highlights to legal relationship between workers and employer
within an organization. This legislation gives consideration to employee harassment,
discrimination, selection process, safety measures and many such practices (Knowledge and
skills required by HR professional, 2016). In Whirlpool, HR managers should know about
employee related laws for conducting working activities without facing unwilling problems. This
solid understanding assist in applying rules on particular circumstance in appropriate manner.
Additionally, a manager needs to have a proper HR degree.
Reward Management: This concept refers to pay roll knowledge along with
implementation by HR professionals. It conducts monetary and non monetary terms to increase
employee's enthusiasm toward their job. In context of whirlpool, human resource managers
analyse every worker's performance and provide best incentives accordingly. This knowledge
builds a better reward management structure which assist in attaining organizational goals
timely.
Recruitment: By this knowledge of staffing helps in recruiting to right person for right
position at a perfect time on bases of an organisation demand. It gives addressed to a planned
process which includes sourcing, attracting and matching people's skills according to job profile
requirements (Seibert, Wang and Courtright, 2011). In respect of Whirlpool, HR managers
should concern on manpower planning whenever working burden increase and need to hire best
person. This knowledge can fulfill organisational long term as well as short term need in timely
manner.
Behaviour
Transparent and trustworthiness behaviour: It leads to better understanding of every
subject among all employees. Here, a HR manager does work as leader with behaviour and
4

solves working related issues within an organization. It directly impacts on employee's
performance by fair and expected outcomes in Whirlpool company.
Solution Oriented: This behaviour indicates to creative mindset and positive thoughts of
a person. By this behaviour HR coordinators can satisfy to individuals versus teams through
better solution and break traditional boundaries. In Whirlpool, managers work out on current
issues by listening carefully and provide right solution for further achievements.
Furthermore, the way manager speaks, dress and behave does make difference to show
efficiency towards the responsibility.
B) Personal skills audit to identify and develop a professional development plan
Personal skill audit is critical for assessing the strengths and weaknesses of a person's
professional behavioural pattern. It recognises those areas where the individual excels and also
the areas where the individuals are lacking and possess a scope of improvement. It helps
professionals to carry out their responsibilities in the most effective and efficient manner, thereby
improving their productivity of operations. In Whirlpool, it would assist the HR professionals in
decision-making process, assessing the performance of individuals and achievement of high
performance of personnel. Personal Skill auditing has helped me in critically evaluating my
knowledge and skills and determining my strengths and weaknesses.
Strengths: Through skill auditing, I have analysed the skills which I am the best at. These
skills are effective communication and adaptability to changes.
Weaknesses: Other than my effective areas, there are numerous skills where there is a
scope for improvement. These areas are conflict management, time management and team
building.
C) Professional development plan for Jane Cambridge
To improve my performance in the areas identified above, I have developed a Personal
Development Plan which includes my current performance in these areas along with the targeted
proficiency I wish to achieve. It also includes the methods by which improvement can be
achieved and the expected time scale to develop the skills identified as my weaknesses.
Serial
no.
Learning
objective
Current
proficiency
Targeted
proficiency
Development opportunities Time
scale
1 Conflict 3.5 5 Conflict management is necessary 3 to 4
5

Management to handling problems and
understand people's demands with
fair solutions. I am facing several
issues because not focusing on
conflict managing styles. In further
activities, I'll approach to
collaborating strategy for achieving
tasks in respective manner.
months
2 Time
Management
2.8 5 This process refers to organizing
and planning of specific tasks
according to time. Better time
management enables to smart work
so manager can achieve
organizational targets in less time.
I have little focuses on time
direction this is the reason of
creating barriers in work
performance flexibility as well as
unwilling outcomes. Now
managers planning for avoid
repetition which will allow to new
and relevant information for that
assist in re-read.
2 to 3
months
3 Team Building 4.1 5 It involves individuals to
accomplishing same tasks along
with same interest, attitude and
knowledge. I had avoided this
activity in some organisational
goals but now applying on this
exercise for gaining maximum
output.
1 to 2
months
6

D) Organisational and individual learning, training and development
Organizational Learning: It assist in acquiring, creating and transferring knowledge
within an enterprise for long term succession. This comes from outcomes which engage to all
employees into organizational processes and related events. In respect of Whirlpool, managers
should consider on creating an ideal learning atmosphere and prepare for these activities. Here,
they need apply this approach effectively to maintain organizations sustain-abilities in market.
Individual Learning: This activity provides adherents between employer and employees
which is fundamental need of a company. It can be define as a capacity of a person for build
knowledge power from working experiences, people's interaction and so on. In a company, many
people face problems during lack of acceptability at working station. So Whirlpool's managers
should focus on employee training programs by realistic nature.
Differences between organizational and individual learning:
Basis Organizational Learning Individual Learning
Focal point It deals with group of people to
increasing and transferring knowledge
within Whirlpool enterprise.
This focuses on a person's potential
and capacity for their personal
development.
Time frequency It conduct according specific timetable
which is decided by whirlpool's
management.
Individual learning is a on going
process that continues with
employee's functions.
Outcomes By organizing these group learning
programs, whirlpool can develop skills
in many peoples.
However, as it focuses on
individually plans, so managers can
receive benefits only by few peoples
in whirlpool organization.
Organizational Training: This addresses preparation of training sessions for supporting
organisational strategies, objectives and long term goals. In context of Whirlpool, HR manager
can conducting training programs for developing new skills and knowledge of employees. By
this guidances people enable for high level performance on every given objective or projects.
Individual Training: These programmes are necessary for employee's professional
development to accomplishing specific goal (O'leary, Mortensen and Woolley, 2011). When
7

company meet with individual need, they supports to career plans along with developing areas.
Whirlpool's manager should identify the training requirement of a worker such as technical,
leadership, communication and so on. This activity assist in international versus domestic
meeting and decision-making process for effective performance.
Basis of comparison Organisational Training Individual Training
Concept It deals with entire whirlpool's
system to accomplishing
national and international
project.
However this programme
focuses on individual skills for a
particular tasks in whirlpool
enterprise.
Goals It involves main objectives of
whirlpool company which
complete through various group
of employees.
As individual training focuses
on a person, so here involves a
particular person's target or
tasks in whirlpool.
Organisational Development: This is a necessary study of an organization for seeking
paths of long term succession. It leads to overall progress which include to climate, culture,
strategies, performance and technology within an organization. In respect of Whirlpool, HR
managers should assessing complete working areas for high performance and provide developing
programmes.
Individual Development: This approach covers many activities to developing an
individual's skills, awareness, talents and enhancing performance level (Schaubroeck, Lam and
Peng, 2011). Today's era every employee should gain opportunities to learn more and develop
professionally for growing in their job. So in Whirlpool, HR manager need to organise relevant
events and activities for build a desired skill or talents of an employee.
Basis of Comparison Organisational Development Individual Development
Concept This programmes is basically
based on overall development
and growth of Whirlpool
enterprise.
It organise events and
developing programmes for
professional development of an
employee.
Cost Prospective These activities conducts for
accomplishing long term
It includes few and specific
event to developing professional
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objectives so it more expensive
and consume time for
Whirlpool's succession.
skills and attributes so it lead
less time along with low rate
plan (Pinjani and Palvia, 2013).
E) Need of continuous learning and professional development
People seek high productivity along with long term succession which only can achieve through
continuous learning and employee's professional improvement. Here in whirlpool enterprise, HR
manager need to always pre-planned and conducting training sessions according to time and
need.
Continue learning: This practice provide assistance in increasing self motivation,
knowledge and competencies of organisational people (Goetsch and Davis, 2014). Whirlpool's
managers should keeping up to date their employees with new skills, trends and technology
adaption. Secondly they need to prepare for unexpected and unwilling changes to reducing work
related problems. Thirdly, provide proper response to new innovative ideas which can addressed
to best opportunities in target market. These activities assist to creating learning environment for
all people who are engaging in Whirlpool enterprise.
Professional Development: It refers to academic degrees, official coursework,
conferences and other formal meeting which build professional skills and knowledge.
Whirlpool's mangers organise these programmes for personal development so they can achieve
desired outcomes by effective performance.
Retention: Continuous learning and professional development programmes required in
promoting as well as increasing the rate of employee's performance. Whirlpool's HR mangers
offer many opportunities to performing at best level so workers can proof themselves at work
station. This initiates increase employee's enthusiasm towards their job by supporting them
through better guidance and learning sessions.
Improved Efficiency: These developing programmes not only assist in new skills but
also provide possibilities to learn from seniors during training programmes. In respect of
Whirlpool, managers share their experiences and knowledge so working staff can pick
appropriate ideas for further activities. Secondly it enables to many developing sessions by
which employees gain more relevant information and can improve their performance.
9

Continuous professional development also helps enrich employee’s work experience as a
result of which the productivity of the employees’ performance increases (Hirst and et. al.,
2011). Thus, both functions, continuous learning and professional development gives addressed
to high working performance within an organization.
TASK 2
i) Contribution of HPW in employee engagement and competitive advantage
High performance tactics helps in increasing employee's productivity as well as
organisational. It can be done by realistic job previews, mentoring, coaching, counseling, fair
performance appraisal, reward system and innovation programs. Throughout these systematic
approaches Whirlpool's HR managers can easily engage to all employees and gain competitive
advantages. By increasing competency level company create a better image in customer's eye by
providing best quality products in potential market. Here, explaining important HR practices for
that contribute in employees engagement and competitive advantages:
Merit based promotion: This approach leads to high performance and encourage to
giving best at working station (Levi, 2015). Serious employees always seek attention and
recognition within an organization. So whirlpool's HR mangers should create an appropriate
reward and incentive plans to fascinating their employees for long term succession. This practice
refers to mainly non monetary rewards which increase worker's visibility so consequently it
motivate to more involvement.
Knowledge Transforming: This approach leads to high engagement by sharing new
innovative ideas and relevant information. In respect Whirlpool, HR managers should apply on
this practice for gaining desired output which helps increasing profit share, revenue and reducing
extra cost. By following practice, employee can improve their performance level which
contribute for entire organization profitability.
Competency Development: This exercise provides better assistance in improving
productivity of all existing workers by supporting atmosphere. Whirlpool' mangers are initiative
for developing an employee's competencies by which they receive more attention. It leads to an
effective communication which reduces all gaps between employee and employer so company
can engage workers smoothly. Moreover, it generates more confidence in particular subject or
skill of people so they can contribute for organization in effective manner.
10

Flexibility in Job Designing process: This practice refers to easy job roles structures to
reducing complexity of working hours within an enterprise. People seek to comfort and
supportive environment, so Whirlpool's HR managers should prepare for a perfect job plans.
These planning enable for high contribution of an employee by flexible and changing shifts at
working place.
Conflict management: When group of people interact with each other, there may be
chances of disagreement on many opinions (Berry, 2011). If HR mangers can solves their
problems and fulfill requirement it will increase high morale towards job. As whirlpool is
working at global level, people belong from different culture so manager should communicate
with them time to time. This proper and instance response will provide better guidance in
employee's job responsibilities by improving their competency level.
Therefore, above these HR practices helps in best contribution for Whirlpool enterprise
by engaging every employees and increase their competencies.
ii) Different approaches of performance management
Performance management is systematic process which merely focuses on an employee's
performance within a company. It involves many activities such as working review, monitoring,
analysing performance and setting objectives. In respect of Whirlpool, HR manager apply on this
function to meet organization goals and long term succession. This exercise provides a clear
image of every employee's progress so superior person can enable for measuring results along
with behaviours (Amabile, 2012). It gives addressed to either positive or constructive feedback at
working place. Whirlpool enterprise can different approaches to analysing their employee's
performance as discussing in below statements:
Comparative approach: This is a ranking based technique that can use for small group of
employees with similar jobs. It involves highest to low rating scale for measuring performance of
workers. Moreover it has many other techniques that Whirlpool enterprise can apply such as
distribution, paired comparison and graphic rating scale. This ensures to reward for top
performers and provide a chance of improvement or dismissed to low performers.
Attribute approach: In the this method, employees acquire rates on the bases of some
particular set of parameter within an organisation (Approaches for measuring performance of
employees, 2018). This can be done on the basis of team corporations, innovative ideas, problem
11

solving and communication skill of people. In respect of whirlpool, HR manager analyse
performance with mixed rating for instance: 1-5 scale or (+) above, (0) equal and (-) below.
Behavioural approach: Under this oldest technique involves series of vertical scale to
evaluate performance. It consists of two type of approach such as behaviour anchor rate (BAR)
and another one is behavioural observation (BOS). Whirlpool's managers rely on this method for
it's accuracy in different dimension of employees' jobs.
Result approach: This simple concept refers to rating system on the basis of performance
outcomes. This method gives address to balance scorecard that focuses on financial, consumers,
learning new things and growth level. Secondly it comes productivity measurement which
Evaluate performance along with receiving feedback. By using this effective approach HR
managers can motivate to their employees and enable for increasing productivity of Whirlpool
enterprise.
Quality approach: Main focal point of this method is fulfill customer demand and provide
satisfaction through decrease recurring errors (Ford, 2014). It helps in assessing individuals and
system, use different sources for analyzing performance and teamwork. Whirlpool's managers
take regular feedback from managers and superiors to solving related problems.
Therefore, performance management supports in improving employee's productivity by
using above these techniques. Whirlpool's HR managers should consider on this aspect to
motivate employees for high performance level by providing better guidance.
CONCLUSION
From this above report, it has been concluded that professional knowledge and skills are
necessary for an individual and organisational development. Whirlpool's team members can play
important roles by receiving training programs along with regular guidance. In every enterprise
has need for sophisticated HR person with proper knowledge and suitable behaviour So that they
can corporate among all employees after evaluating their performance within the organisation.
12

REFERENCES
Books and Journals
Amabile, T., 2012. Componential theory of creativity (pp. 3-4). Boston, MA: Harvard Business
School.
Berry, G. R., 2011. Enhancing effectiveness on virtual teams: Understanding why traditional
team skills are insufficient. The Journal of Business Communication (1973). 48(2).
pp.186-206.
Ford, J. K., 2014. Improving training effectiveness in work organizations. Psychology Press.
Gibbs, G., 2013. Reflections on the changing nature of educational development. International
Journal for Academic Development. 18(1). pp.4-14.
Goetsch, D. L. and Davis, S. B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hirst, G. and et. al., 2011. How does bureaucracy impact individual creativity? A cross-level
investigation of team contextual influences on goal orientation–creativity relationships.
Academy of Management Journal. 54(3). pp.624-641.
Levi, D., 2015. Group dynamics for teams. Sage Publications.
McCormack, B., Manley, K. and Titchen, A. eds., 2013. Practice development in nursing and
healthcare. John Wiley & Sons.
O'leary, M. B., Mortensen, M. and Woolley, A. W., 2011. Multiple team membership: A
theoretical model of its effects on productivity and learning for individuals and
teams. Academy of Management Review. 36(3). pp.461-478.
Pinjani, P. and Palvia, P., 2013. Trust and knowledge sharing in diverse global virtual
teams. Information & Management. 50(4). pp.144-153.
Schaubroeck, J., Lam, S. S. and Peng, A. C., 2011. Cognition-based and affect-based trust as
mediators of leader behavior influences on team performance. Journal of Applied
Psychology. 96(4). p.863.
Seibert, S. E., Wang, G. and Courtright, S. H., 2011. Antecedents and consequences of
psychological and team empowerment in organizations: a meta-analytic review. Journal
of Applied Psychology. 96(5). p.981.
Online
Approaches for measuring performance of employees. 2018. [Online]. Available through:
<https://www.projectguru.in/publications/approaches-measuring-performance-
employees/>.
Knowledge and skills required by HR professional. 2016. [Online]. Available through:
<https://workology.com/top-5-work-hr/ >.
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APPENDIX
Very Good Good Adequate Little Experience
Information Technology
Use Microsoft Office
Word 
Use Excel spreadsheet

Use a Database

Use specialist HR
software 
Use the internet

Use e-mail

Use PowerPoint

Very Good Good Adequate Little Experience
Communication Skills
Drafting contracts of
14

employment 
Taking notes of
disciplinary hearings 
Write reports 
Produce material to
support presentations 
Delivering a training
session 
Resolving
disputes/complaints 
Interviewing 
Advising on HR
issues 
Very Good Good Adequate Little Experience
Problem Solving Skills
Make good use of
verbal reasoning
skills, able to handle
complex data and
make selective use of
information

Explore more than
one solution in order
to solve a problem

15