Developing Individuals, Teams, and Organizations: A Case Study of H&M

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This report examines the professional skills and behaviors required by HR professionals at H&M. It analyzes a personal skills audit for an employee, Jane Cambridge, to identify training and development needs. The report also explores the differences between organizational and individual learning, training, and development, and discusses the need for professional development and continuous learning in attaining sustainable business performance. Finally, it evaluates different approaches to performance management and provides specific examples of how they support a high-performance culture and commitment.

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Table of Contents
TABLE OF FIGURES
......................................................................................................................... 2
INTRODUCTION
.............................................................................................................................. 3
SECTION 1
...................................................................................................................................... 4
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB) THAT ARE

REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT
.................................................4
B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE CAMBRIDGE

TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS
.................................................................7
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN HER HR OFFICER

ROLE
........................................................................................................................................... 8
D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL LEARNING;

TRAINING AND DEVELOPMENT
.................................................................................................9
E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN ATTAINING

SUSTAINABLE BUSINESS PERFORMANCE
................................................................................. 12
SECTION 2
.................................................................................................................................... 15
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO EMPLOYEE

ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC ORGANISATIONAL

SITUATION
............................................................................................................................... 15
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT AND USING

SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-PERFORMANCE CULTURE AND

COMMITMENT
.........................................................................................................................16
CONCLUSION
............................................................................................................................... 19
REFERENCES
................................................................................................................................. 20
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TABLE OF FIGURES
Figure 1 Honey and Mumford Learning Style
...............................................................................13
Figure 2 Kolb's Learning Style
...................................................................................................... 14
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INTRODUCTION
The aim of this report is to describe the professional skills and the behaviour needed by an

organization under the department of human resource. The responsibilities and the roles are

elaborated. The training needs are identified using the employee audit so that they can be

enhanced which will reflect their performance in an organization thereby building the

commitment as well as the culture (Ford, 2014). This is done by monitoring as well as managing

the performance of the employees. This, in turn, will bring out the communication to take place

effectively in meeting the goals of the organization.

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SECTION 1
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB)

THAT ARE REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT

The organization growth is achieved with the help of performance management of the

organization through the human resource department. This department describes the roles and

the responsibilities which are required for implementation of the operations.

The factors considered for the HR professionals are skills, knowledge, and the behaviour

concerning the roles and responsibilities.

KNOWLEDGE

The organization organizes the various activities for the employees in order to increase their

knowledge. The implementation of the knowledge takes place through the various learning

styles (Chai, et al. 2011). The knowledge includes the practices implemented by the HR

department as well as the policies concerning the regulation.

SKILLS

The skills are built by the providing the training to the employees so that they can learn new

things that will help in the performing their roles and responsibilities (Schmidt, 2012). The skills

needed for the employees are decision-making skills, communication skills, management skills,

negotiation skills, analytical skills, and the technological skills.

BEHAVIOUR

The behaviour of the employees is calculated on the basis of their interaction involved with the

other staff members in the organization. The behaviour takes into account the ability to think

critically, and working along with the other staff members.

The process of recruitment helps in sorting out those candidates who will provide benefit as

well as increase the profit of the organization (Al Hazmi and Mohamed, ND). This process is

done by the HR department. First of all, the screening is done of the individuals who are

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followed by the process of interview, and then the hiring of the candidates is done by
shortlisting the candidates. After the candidates are short listed out, their training process gets

started for building the needed skills required for the organization. These all activities are

conducted by the Human Resource department. The policies and the framework are also

explained to the candidates that will help in maintaining the ethical standards of the

organization (Ali, 2012). In order to boost the confidence of the employees, the motivation is

also provided to the employees. The other responsibilities of the HR department include the

management of the payroll, employee’s salary, etc.

DETERMINATION OF BEHAVIOUR, KNOWLEDGE, AND SKILLS

Table
1- KSB
ROLES OF HR OFFICER
KSB COMMENTS
Diversification principle along

with equality of all the

employees in the organization.

B
Behaviour is required.
Employee’s safety and the

protection must be ensured

through the communication

process that will help in

performance management.

K+S
Knowledge along with skills is
required.

The process of recruitment

enabling the description of the

job responsibilities by promotion

and advertising.

K+S
Knowledge along with skills is
required.

Maintenance of the employee

records

S
Skill is required.
Provision of training to the

employees.

K
Knowledge is required.
Resolving the issues through

updating the policies that will

help in increasing the efficiency

K
Knowledge is required.
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thereby bringing higher
performance.

Determination of the training

needs.

S
Skills are required
Providing the staff, the

handbook

S
Skills are required.
Employment laws to be

interpreted

K+S
Knowledge along with skills is
required.

Implementation of procedures

and policies of the different

types of the department of the

organization.

K+S
Knowledge of the system along
with skills for the policies are

required.

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B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE
CAMBRIDGE TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS

The personal audit does the analysis which helps in determining the individual strength and

weakness in order to enhance the knowledge and skills of the individual which will develop the

individual as a whole.

The procedure helps in implementing the personal audit. The initial steps include the aims and

objectives (
Kettle, 2013). This is followed by the risk assessment and then the process of
research is carried out for improving certain areas. Then, the strategy for marketing is built on

achieving the aims and objectives. Lastly, the analysis of the review and feedback is done for

improving the audit further.

TRAINING AND DEVELOPMENT NEEDS OF JANE CAMBRIDGE

Following are the training and development needs described below:

Supervisory Management

The supervisory management defines the roles and the responsibilities of the Jane Cambridge.

The learning acquired through the job will have the advantage to the Jane Cambridge. This is

needed by the Jane Cambridge as she was unable to allocate the duties to some people.

Communication Skills

The need for improving the communication skills of Jane Cambridge arises when she was

unable to answers the questions asked by the audience in the presentation held at some place.

Training is a must for improving the communication skills in the drafting areas concerning with

employment (Sonenshein, et al. 2013).

Problem Solving Skills

The need for improving the problem-solving skills of the Jane Cambridge arises as she lacks the

critical thinking capability in solving the problems (Lockwood, 2012). These are the

opportunities possessed by the Jane Cambridge.

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Information Technology Skills
The need for improving the information technology arises as she lacks to have the knowledge of

database and the software of the HR department.

C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN

HER HR OFFICER ROLE

The development of the interpersonal skills must be required by the HR Professionals through

the professional development plan.

Table
2- Personal Skills AUDIT
Development Needs
Development
type

Time Duration
Implemented by
INFORMATION TECHNOLOGY

Using the Database
Training is
needed

2 months
Manager
HR software
Training needed 3months Manager
Excel Spreadsheet
Training needed 25 days Manager
COMMUNICATION SKILL

Drafting contract of

employment

Training needed
1 month Manager
Notes needed for disciplinary

hearings

Needed Training

and Self-

Learning

1 month
Manager
Questioning
Workshop
needed

15 days
Staff
Solving criticisms
Needed Training
and Workshop

3 month
Manager
PROBLEM-SOLVING SKILLS

The capability of handling the

complex tasks and skills of

verbal reasoning

Needed

workshop

3 months
Manager
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D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL
LEARNING; TRAINING AND DEVELOPMENT

LEARNING PROCESS

The learning process is accompanied for the individual and the organization so that knowledge

can be developed by information gaining. This accounts for the action and the behaviour of the

individual. The support is being provided by the mental models (Hollenbeck, et al. 2018). If the

migration is involved then the information is no longer available which was acquired by

learning.

TRAINING PROCESS

The training process is conducted so that the skills and the behaviour of the employees are

enhanced as well as improved (Durlak, et al. 2011). This is done through the organization of the

activities so that their roles at the respective profiles of the job could take an advantage. The

H&M organization implements the digital training for improving the employee’s skills and the

capabilities.

DEVELOPMENT PROCESS

The development process is the process focussing on the development of the employees to be

done continuously in order to develop the job maturity so that the roles, as well as the

responsibilities concerning the employees, as well as the responsibilities concerning the

employees, can be performed better at the workplace. The career of the individual is enhanced

through the development process. The H&M development process implemented in the

organization helps in focusing on the quality of products being built as well as developed in

order to maintain the effective relations with the customers.

The development of the individual takes place through the training which helps in building the

capabilities, opportunities, and the skills (Crook, et al. 2011). This is conducted in a limited

duration of the time along with improving the performance of the individual thereby building a

huge competition for the rival parties.

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Table 3- DIFFERENCES OF INDIVIUDAL AND ORGANIZATIONAL LEARNING
INDIVIDUAL LEARNING
ORGANIZATION LEARNING
The individual learning involves the learning of the

single person.

The organization learning involves the learning of

the group or the collection of the people.

The objective of this type of learning is to increase

the passion as well as the need towards the work.

The objective of this type of learning helps to

attain the goals concerned with the organization.

The advantage of individual learning enhances the

organization performance.

The advantage of organization learning enhances

and builds the employees growth.

The learning can be done by teaching and self-

study.

The learning can be done by professionals as well

as the experts who have the experience.

The tough decisions are being made by the

individual (Knowles, et al. 2012).

The strategies are implemented in the

organization for all the employees.

The efforts included here is high.
The efforts included here is low.
The training of the H&M for the employees is done of the candidates who get sorted out

through the recruitment process in order to build the skills needed by the organization so that

potential can be developed in them.

INDIVIDUAL TRAINING

The styles of the individual training are as follows:

Kinesthetic Learning

The tasks are performed repetitively by the employees based on their skills and knowledge and

higher they repeat the same tasks the deep learning will be gained by them

Visual Learner-

The visionary sense of the individuals can help in learning the skills and knowledge with the

help of which they can become master of a field like notes making along with the book reading.

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ORGANIZATIONAL LEARNING
Personal Mastery

With the help of personal mastery, the goals of the organization are being determined and the

employees and organization both are benefited

Shared vision

The motive of the company can be decided by the help of the shared vision of the employees

and the organization and the employees are being motivated for the attainment of

organizational and personal benefits (Marsick and Watkins, 2015).

Team learning

The different training and the programs that are being provided to the team members help in

the team learning which led to the enhanced performance of the team along with the

organization.

Mental Models

The specific demands and the needs of the organization are being decided so that awareness

can be created amongst the employees of the organization.

System Learning

This is one of the holistic approaches to learning in which the system constituent’s parts of the

organization are focused and the complete knowledge of the system of H&M can be effectively

gained (Sitzmann and Ely, 2011).

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E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN
ATTAINING SUSTAINABLE BUSINESS PERFORMANCE

Continuous learning principle is applied in the workforce of the H&M in which the employees

are being retained and no new hiring is being done. There are different presentations,

programs, training and workshops are being conducted of implementation of the continuous

learning and the employee's knowledge regarding the latest technologies are being made up to

date that can help in their professional development (García-Morales, et al. 2012). The personal

growth and the skills of the individual are being enhanced by the continuous learning which

makes H&M a successful organization.

The models that can be used for continuous learning and in the attainment of sustainable

business performance includes-

HONEY AND MUMFORD LEARNING STYLE

This style of learning is very similar to the Kolb’s learning cycle in which the various stages like

the planning, reviewing, concluding and experiencing the work takes place. This learning style

led to the attainment of the competitive advantage by the H&M (Sallis, 2014). this model of

Peter Honey and Alan Mumford has helped the H&M in the establishment of better relations

with their customers.

Figure
1 Honey and Mumford Learning Style
Source: Admin, 2010

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KOLBS LEARNING STYLE
The employees of the H&M can learn continuously and develop themselves professionally by

the Kolb’s learning style-

Figure
2 Kolb's Learning Style
Source: McLeod, 2015

Abstract Experience

The reflection of the existing abstract concept of an individual can help in the development of

the new concepts and a new idea of learning.

Reflection Observations

The H&M employees do keenly observe the skills for gaining new experience which help the

learners by the aid of the virtue of experience.

Active Experimentation

New effective theories and concepts are developed by the learners based on the existing

theories which result in the better observations (Bass and Dalal-Clayton, 2012).

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Concrete Experience
The individuals of the H&M reinterpret the new experiences that are based on their past and

the prevailing experience that have been previously encountered by them in the work (Zepeda,

2013).

The need for the continuous learning and individual learning exits in the organization because-

A sustainable performance is developed
Performance of the individuals in the tasks are improved
The employee's work experience get enriched
The employees of H&M can be prepared for the further technological advancements
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SECTION 2
The H&M organization consists of the factors such as the trust, two- way communication and

the transparency for bringing the motivation in the employees in order to meet the

organizational goals and objectives.

I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO

EMPLOYEE ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC

ORGANISATIONAL SITUATION

The H&M organization follows the HPW concept so that the employee’s participation can be

increased and also their abilities will get improved (Fuller and Unwin, 2011).The ideas and the

opinion of the staff members are shared so that they can be motivated in giving the dedication

towards the work, appraisal of the employees are also done.

The process implemented in the H&M is the cost reduction which provides quick delivering of

the services to its potential customers in order to achieve the maximum profit from the market.

The HPW helps in identifying the strengths possessed by the company with respect to the

customer needs (Benson, et al. 2013). The other advantages possessed by the HPW with

respect to the organization includes enhancement in the policies of the management, building

the economy, etc. the factors which need to be improved are the investment returns, client

connection, sickness leaves, optimization of the risk, allocation of duties and responsibilities.

The dedication of the employees has increased towards the work with the help of HPW

practices in meeting the goals and objectives. The organization performance is increased by

creating a healthy atmosphere by applying the concept of HPW. The market needs are analysed

through the variation in the strategies and policies. A new culture needs to be developed by

including the approaches which will help in converting the goals into short term and long term.

The staff empowerment is also encouraged in order to influence the decision.

The information flow is maintained for the purpose of increasing the cooperation between the

staff members of the H&M (Kaufman, 2010). This is achieved with the help of building the team

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for effective communication. The knowledge can also be gained by the new candidates from
the old candidates for the needed information.

II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT

AND USING SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-

PERFORMANCE CULTURE AND COMMITMENT

The HPW concept is implemented by an effective communication which will reflect the

performance of the organization. The employee’s accessibility is accompanied by the skills,

performance, and the qualities shown by them within the organization to meet the

organizational goals and objectives.

The H&M culture is built within the organization for achieving the excellence in the

performance with the view of smooth conduction of the operations and functions. The

employees are made to participate in the various activities concerned with the organization in

order to enhance their skills and the capabilities (Armstrong and Taylor, 2014). The

technological problems are encountered within the organization which has its effect on the

products cost.

The various approaches of the performance management are described as follows:

BEHAVIOUR APPROACH

The employees’ behaviour is judged on the basis of tasks given to them using the competency

model and the rating scale is also designed for anchoring the behaviour.

QUALITY APPROACH

The quality approach focuses on the excelling the performance of the organization by ensuring

the quality and analysis needed by taking the reviews and feedback.

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COMPARATIVE APPROACH
The comparative approach focuses on the comparison done of the one person with the other

team members using different types of parameters and then sorting of the individual is done

based on the ranking obtained by the person.

RESULT APPROACH

The Result approach focuses on the determination of the employee's result according to the

performance done in the respective tasks (Katzenbach and Smith, 2015). The results were

determined by the pass or fail factor.

ATTRIBUTE APPROACH

The attribute approach focuses on considering those attributes which help in estimating the

individual performance. These attributes are the creativity, teamwork, problem-solving skills,

the judging capacities, etc.

The employee’s performance is reviewed by the Electric Company during the last year. The

reports of the employees are being prepared through the managers which help in determining

the employee’s strength and weakness which will reflect the performance.

INTEGRATED APPROACH TO PERFORMANCE MANAGEMENT

The long-term goals are built so that sustainability can be achieved in order to enhance the

performance of the department (Kehoe and Wright, 2013). The integration approaches are

described as follows:

FUNCTIONAL INTEGRATION

The functional integration focuses on the functions by involving strategies and policies needed

for it.

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VERTICAL INTEGRATION
The vertical integration focuses on giving the support in order to have an effective flow of

information between the team members as well as the individuals so that administration values

and vision can be described.

GOAL INTEGRATION

The goal integration focuses on the goals to be identified with respect to the organization

including the short-term and long-term goals.

HUMAN RESOURCE INTEGRATION

The human resource integration focuses on the job designing, task assessment, and training

and development facilities, enabling motivation to the staff members so that their development

can take place.

The trusts within the employees are built thereby praising them with perks as well as the

bonuses, and the business environment is also determined. This is done by the leaders.

The HPW concept is being described in order to involve the employees in building the

competition in the market. The above-mentioned approaches to integration help in maintaining

the performance.

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CONCLUSION
The performance of the business is enhanced by implementing certain policies and the

operations which will help in giving the motivation to the employees by giving them the

learning techniques so that the productivity of the organization can be enhanced. This will help

in building the competition in the market. The personal audit is also designed for the Jane

Cambridge. The efficiency will also get improved due to this. The integrated approaches are

defined for maintaining the performance such as vertical integration, goal integration,

functional integration, and the human resource integration. The concept of employee

engagement is described.

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