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Developing Individuals, Teams, and Organizations: A Comprehensive Guide

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Added on 2024/07/01

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This report delves into the crucial aspects of developing individuals, teams, and organizations. It explores the essential skills, knowledge, and behaviors required by HR professionals, analyzes personal skills audits for professional development planning, and differentiates between organizational and individual learning. The report further examines the significance of continuous learning and professional development for sustainable business growth, highlighting the Kolb learning cycle theory. It also investigates the contribution of high-performance working to employee engagement and competitive advantage, outlining the conditions necessary for creating high-performance working systems. Finally, the report explores various approaches to performance management and their role in fostering a high-performance culture and commitment within organizations.

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Contents
INTRODUCTION.........................................................................................................2
Task 1......................................................................................................................... 3
LO1............................................................................................................................. 3
P1............................................................................................................................3
P2............................................................................................................................5
LO2............................................................................................................................. 8
P3............................................................................................................................8
P4..........................................................................................................................10
Task 2....................................................................................................................... 13
LO3........................................................................................................................... 13
P5..........................................................................................................................13
LO4........................................................................................................................... 17
P6..........................................................................................................................17
Conclusion................................................................................................................ 20
References................................................................................................................ 21
1

INTRODUCTION
Development of skills and knowledge helps in personal and professional growth of
an individual, in addition to this it also help to improve business performance. This
report is focused on the topic "Developing Individual, team and organization". It
focuses on a detailed analysis of the skills, knowledge and behaviour attitude that
are required by the human resource profession. The report also highlights
information about personal skills and audit, and personal development plans. In
addition to this, the report also helps to differentiate between organizational learning
and individual learning and training and development. The report also helps to
perceive the concept of high-performance working and performance management in
the organization.
The company that is studied in the assignment is “European Metal Recycling”. The
company has its head office in Warrington and deals with the process of scrap
recycling. Currently, there are more than four thousand employees in the company
and its functionally in more than one fifty locations worldwide (EMR Group, 2018).
2

Task 1
LO1
P1
SKILLS, KNOWLEDGE AND BEHAVIOURS THAT ARE REQUIRED BY THE HR
PROFESSIONAL
As an HR professional, it is significant to identify the skills, knowledge and the
behaviours that are related to the quality performance of a human resource
professional. This process helps to discover the abilities that one need to develop to
became successful and it also helps to plan a roadmap for development. This report
has been written as an HR trainee working with the European Metal Recycling. The
following are the required abilities for the HR professional
 The HR professional must have sound interpersonal skills, as the HR has to
various departments and the individual that belong to different roles and
responsibilities (Armstrong and Taylor, 2014).
 The HR of European Metal Recycling must be a post graduate with a degree
in human resource management from a recognised organization.
 The HR of the European Metal Recycling must ensure that he dress
according to the professional code of dressing. The HR must also be polite in
speaking and must have good behaviour.
 An HR professional must practice equity in all the aspects related to the job, it
must include the various job functions such as recruitment, work planning and
employee engagement.
 An HR must have excellent written communication skills, as the HR have to
draft various reposts such as work scheduling, performance report, job
description, Emails and offer letters.
 The HR must have excellent leadership skill as the HR is responsible to lead
and train the staffs of European Metal Recycling
 The HR must have sound technical knowledge related to the software such as
Microsoft Office, Microsoft word and work management software.
3

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 The HR must also have strong analysis skill, as to identify the need of training
and development in the company and to find out the potential of the
employees of the company (Suriyamurthi et al. 2013).
 The HR must also have negotiation skill, as the HR needs to deal with the
trade unions and the HR also need to negotiate with the staff regarding the
salary and packages.
 In addition to this, the HR must have sound knowledge of the HR legislation
and have the skills to apply the HR legislation in the company to prevent the
interest of the employee and the employers.
 The HR must also able to maintain the reports such as staff handbooks,
employee records and the payroll record of European Metal Recycling
 The HR must have knowledge of the methods that are required to be applied
to deal with the grievances and take the required steps to overcome the
challenges that are rise due to grievances.
 The HR must be able to maintain employee relationship; the HR should make
sure that he helps to keep the interest of the employee and the employers.
 The HR must also have a project management skill that helps to execute the
various projects such as training and development of a large number of
employees, bulk recruitment and management of HR functions.
 The HR should also have a team management skill that helps the HR to
coordinate with the employees of the various departments and work with them
on HR functions (Armstrong and Taylor, 2014).
 The HR must also have sound knowledge of employee motivation and the
factors that need to be developed in a company for ensuring employee
motivation and employee engagement.
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.
Personal skill audit is a process that helps to overcome the weakness and develop
the strengths that are crucial for the process of development at the personal and
professional level (Friedman, 2013). The tool of the personal skill audit is wieldy
used by the executives and the manager as a method for development.
The following is the personal skill audit report of the employee Jane Cambridge who
is working as a human resource officer at European Metal Recycling. The personal
development plan has been developed after taking the following steps:
 A self-assessment form that helps to identify the skills that required for the HR
position at European Metal Recycling is made in the first step. This includes
the skills such as computer skills, personal skills, communication skill and
management skills.
 Based upon the personal self-assessment, the level of skills and qualities of
Jane will be marked. This will help to identify the gap between the skills that
are required and the skill that she is having.
 On behalf of the personal self-assessment, self-development plan will be
drafted to fulfil the deficiency of skill that the Jane Cambridge have.
 The personal development plan will be updated regularly to identify the growth
in the skill and the changes that are required in the plan.
5

The personal development for Jane Cambridge is as follows:
NAME Jane Cambridge
JOB ROLE Human Resource Officer
GOAL LONG TERM SHORT TERM
PERSONAL
GOALS
To develop the skills
extensively for better personal
development
To achieve the work-life
balance
PROFESSIONAL
GOALS
To reach the leadership
position in European Metal
Recycling
To achieve the work targets
and to perform better
GOAL PURPOSE TASK EFFECTS TIME
IT
 Microsoft
Excel
 Data Base
 Specialist
HR
To improve
the
information
technology
skills, to
improve the
professional
performance
(Collin et al.
2012)
To learn the
software for
online and
office mode
Improved IT
skills will help
to perform
better and it
will also help
in
professional
development
•Microsoft
Excel (1
month)
•Data Base
(2Months)
•Specialist HR
(1 months)
Communication
Skill
 Oral
Communica
tion( Advisi
ng,
Interview
and
resolving
conflicts)
To improve
written and
oral
communicatio
n
To learn
important
skills that are
related to HR
with regard to
written and
oral
communicatio
n with the
help of books
Better written
and oral
communicatio
n
Oral
Communicatio
n (2 Months)
Written
Communicatio
n
(1 Months)
6

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 Written
Communica
tion
( Contract
Writing)
on
communicatio
n and the
online class
Problem Solving
Skills
To improve
the problem-
solving skills
Solving
Puzzles and
data analysis
problems
Better
efficiency in
problem-
solving
2 Months
Team Work and
leadership
To improve
teamwork and
leadership
Taking a
leadership
course online
and playing
games
Better team
performance
and
leadership
3 months
7

LO2
P3
DIFFERENCES BETWEEN ORGANIZATION AND INDIVIDUAL LEARNING AND
TRAINING AND DEVELOPMENT
Training and development
Training is the process of development of a skill that is required at a personal or
professional level (Saks, 2015). The examples for training may be training for IT
skills, training for sales. Development is the process of identification of the skills set
of the individual person and then working of the deficiency of the skills and
development of the existing skills for personal and professional development
(Zhussupova, 2012). Both the process of training and development are significant for
the employees of the European Metal Recycling. The main difference between
training and development is as follows:
TRAINING DEVELOPMENT
Training is a short-term activity, it is
identified with the development of a
specific skill
Development is a long-term process and
has many goals and targets that linked to
it
Training is focused on the development
of skills that are essential for the
professional role.
Development is oriented with the
personal needs of individual
Training is likely to be depended on the
organization, and the plans and
requirement of training is identified after
the assessment of the organization
(Fong et al. 2011)
Development is depended on the person
and the goals of the development plan
are identified after the personal
development plan
The main objective of training is better
job performance
The main objective of development is
overall development at the personal and
professional level
The motivation for the training is extrinsic The motivation for training is intrinsic
8

Organization and Individual learning
Organization learning is a process in which the aims and objectives and the
methodology are decided by the organization in order to improve the professional
performance of the employees. Individual learning is the process of identification of
the personal strengths and the weakness to archive the personal and professional
objectives (Saks, 2015). Both of the processes of the organization and the individual
learning is significant for the development of employee performance, employee
relationship and the organization productivity at European Metal Recycling.
The main differences between the organization and individual learning are as
follows:
ORGANIZATION LEARNING INDIVIDUAL LEARNING
Organization learning is the planned and
executed to meet the business
requirements
Individual learning is executed to
overcome the personal challenges and
develop personal skills
Organization learning helps to develop
team and better employee performance
Individual learning helps to develop the
personality and improve the personal and
professional performance (Fong et al.
2011).
The skills that are identified in the
organization learning is related to the
profession such as technical skills, IT
skill, team management, leadership
(Saks, 2015)
The skills that are identified are personal
skills
This is likely to be short-term This is likely to be long-term
The organization learning are likely to
differ from organization to organization
The individual learning is likely to be
different from person to person
9

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P4
REQUIREMENT OF CONTINUOUS LEARNING AND PROFESSIONAL
DEVELOPMENT FOR SUSTAINABLE BUSINESS DEVELOPMENT
Continuous learning is the process of development of skills and knowledge to
acquire current or future opportunity. In the process of continuous development, the
skills are identified based on personal assessment and measures are taken to
develop the skills (Prothero, 2015). The process of professional development is
related to the ding professional degrees, courses or specialist programme to develop
the professional skill set.
Continuous improvement and the professional learning of the employees of the
European Metal Recycling helps in sustainable business development as it helps in
the improving the existing performance of the employees of the company, sustain
the current performance and the prepare for higher roles and difficult challenges at
the workspace. In addition to this, the process of continuous development and
professional learning also helps in acquiring the new knowledge and skill that are
dominated in the industry (Molloy and Noe, 2010). It has been observed that this
process also helps to improve the productivity and boost the confidence that helps to
overcome the challenges that the organization is facing and it also helps to prepare
for the new challenges that are likely to come. It has also been observed that the
process of continuous development and professional learning also help to develop
creativity.
KOLB LEARNING CYCLE THEORY
The application of the Kolb learning cycle theory can help to in business
development, as the application of this theory help to develop the learning
experience of the employees of the company (Kolb, 2014).
10

Figure 01: Kolb learning cycle theory
Source: Author’s Work
The four aspects that are related to the Kolb learning cycle theory are
Concrete experience
During this process, the person has to experience the process of continuous learning
and professional development (Kolb, 2014). The employees of the company must be
actively involved in the process by performing certain activities.
Reflective observation
During this process the employee makes an observation related to the continuous
learning and professional development, the main aim is of this process is to identify
the significance.
Abstract conceptualisation
During this process, the employees of the company apply the studies of the
continuous learning and professional development and share their experience. This
11
Concrete
experience
Active
experimentation
Reflective
observation
Abstract
conceptualisation

process helps in the development of new ideas and concepts for future perspective.
This process also helps to develop motivation for the future and other employees.
Active experimentation
In this step, the leanings and the outcomes are applied for the professional
deployment and the results are discussed (Kolb, 2014). Post this the plan for
development is improved with the regard to the old experiences.
12

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Task 2
LO3
P5
CONTRIBUTION OF HIGH-PERFORMANCE WORKING IN EMPLOYEE
ENGAGEMENT AND COMPETITIVE ADVANTAGE
High-performance working is an approach in which the traditional organizational
structure is not followed, rather than its interactive method of organization
management is created (Katzenbach and Smith, 2015). The new method of
organization management helps European Metal Recycling in better employee
engagement, internal communication and working environment for the employees.
This helps to improve the performance and efficiency of the employees and the
company. The other advantage of high-performance working is that it helps in
improving the quality of work, consumer satisfaction and it also supports training and
development (Anitha, 2014).
The process of high-performance working is related to five aspects that are a
cohesive strategy, clear definition of roles and responsibility for all the employees
and managers. Better communication, rapid response and leadership that supports
the high performance working.
13

Figure 02: High-Performance Working
Source: Author’s Work, 2018
CONDITIONS TO CREATE HIGH PERFORMANCE WORKING SYSTEMS
Communication
At European Metal Recycling the process of communication is given a significant
portion, and it is also an important part of high-performance work. There are three
factors that are related to communication, the first process of communication helps
to develop creativity in the company (Pot, 2011). Second, it helps to develop a
decision-making process in the company that further helps in improving
performance. Third, communication also helps in process understanding the various
processes in the company (Katzenbach and Smith, 2015). This helps to develop the
performance of the employee and it also helps to provide the competitive advantage
to the company.
With the help of better communication employee engagement in the European Metal
Recycling will get support as it helps in sharing of problems and issues within the
teams and the leadership of the company. Communication will also help to improve
the performance of the company.
14
High
performance
Working
Cohensive
strategy
Clearly Defiend
Roles and
Responsbilties
Communcation
Rapid Responce
Leadership

The proper definition of the roles and responsibility
The proper definition of the roles and responsibility of the team members will help
the employees to understand their duties properly. It helps to avoid confusion and
also helps to measure the performance of the team members. This feature helps is
very helpful to get a competitive advantage for the company, as it has been
observed that the performance of the company is likely to be improved with an
understanding of roles and responsibly. At European Metal Recycling, this process
will also help in employee engagement as it supports proper understanding between
the employee and the employers of the company.
Cohesive strategy
The main aim of the cohesive strategy is to bring together all the factors that are
positive in the company for better team performance and competitive advantages.
The cohesive strategy also focuses on taking views of the team members and the
managers of the company for making the strategy. The main advantage of this
process of strategy making is that helps to improve the team performance.
Development of the cohesive strategy at the company will help to develop employee
engagement and high-performance work.
Rapid Response
Rapid response helps to resolve the internal and external issues at a faster pace,
this helps the company to get a competitive advantage and it also helps to improve
the performance of the company. Rapid response is characterised by the
identification of the issue, quick analysis of the issue and the addressing the issue by
proper methods quickly (Mendes and Stander, 2011). With the help of this process
employee engagement will be a strength as the issues related to the employees will
get a faster response, in addition to this is will also support high performance
working as the problem-solving will become better in the company.
Leadership
Leadership is the main centre of the high-performance team, in the company the
main aim of the leadership must develop the company according to the principals
and policy of the high-performance team. The main function that is a performance by
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the leadership is to motivate employees, create a vision and provide feedbacks of
the development of the high-performance team. It has been seen that leadership
also play a crucial role in completive advantage as the leadership play a significant
role in drafting the business strategy (Mendes and Stander, 2011). In addition to
actively participating in leadership in the development of a high-performance team
will also help in employee engagement.
16

LO4
P6
APPROACHES TO PERFORMANCE MANAGEMENT AND THE EXAMPLES
HOW THEY SUPPORT HIGH-PERFORMANCE CULTURE AND COMMITMENT
Performance management is the process of constant evaluation of the performance
of the employees of the company. The process of performance management is
significant because it helps to identify the high performing and low performing
employees of the company (Aguinis, 2013). Identification of the high performing
employees of the company helps to find out the talents for higher responsibility and
the methods that are adopted by them to overcome the general challenges the
company is facing. The process of identification of low-performance candidate is
significant to provide feedback and suggestion to the employee for performance
improvement in European Metal Recycling. In addition to this performance
management also helps to find out the challenges that are present in the company
and it also helps to compare the performance of the company with the outputs of
other company.
ACTIVATES RELATED TO PERFORMANCE MANAGEMENT
Planning
in this process a plan is made to find out the steps and process that will be required
for the performance management in the European Metal Recycling, the process of
performance management is likely to be different for different roles and
responsibilities.
Monitoring
In this process the performance of the employees of the company is monitories and
a record is kept on the monthly, weekly or daily basis (Gruman and Saks, 2011).
Rating
Based upon the performance measurement the rating is given to the employees of
the company. There are several methods of providing a rating to the employees
some of them is the star process, marks processor scorecard method.
17

Development
Based on the ratings of the employees of the company, they are given suggestions
for the improvement in the rating and scores. In addition to this, the issues related to
the low performance of the employees are identified and resolved.
Rewards and compensations
Rewards and compensations are given to the employee of the European Metal
Recycling based upon their performance.
METHODS OF PERFORMANCE MANAGEMENT
Comparative performance management
In the process of comparative performance management, the performance of the
employees of the same department in the European Metal Recycling is compared
with the performance of the best employee in the same department.
Behavioural performance management
The main aim of the behaviour performance management system is to examine the
behaviour attributes of the employee at the European Metal Recycling. This
behaviour attributes are linked with the performance of the employees and to
manage the performance it is required to manage this behaviour aspect (Bailey et al.
2018).
Attribute performance management
In this process of attribute performance management, in European Metal Recycling
various parameters such as the skills, knowledge, ability, and behaviour are rated to
examine the overall performance of the employee (Bratton and Gold, 2017).
Results performance management
In result performance management, the final outcomes of the employees of
European Metal Recycling are examined to evaluate the performance of the
employees of the company.
18

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Quality performance management
In this process the quality of the performance of the employee is measured with the
standard quality of work sample, the various aspects that are considered in this
process are the time required, final quality and the recourses used to accomplish it.
COMPARISON OF PERFORMANCE MANAGEMENT METHODS
Comparative performance management and results performance management
In the process of comparative performance management, the performance of the
employees of the company is compared with the performance of the best employees
performance and the in the process of result performance management the
performance is compared based upon pre-determined standards. The process of
comparative performance management is more beneficial because it helps to
compare the performance based upon the impact of internal and external factors that
influence the company and also helps to examine the overall growth or decline of
performance.
Results performance management and attribute performance management
Based upon the two, the method of attribute performance management is more
useful as it helps to compare the overall performances of the employee and consider
all the aspects related to the employee performance. In addition to this, it likely
observed that the attribute performance management motivates the employees for
overall development and performance management.
19

Conclusion
The report helps to find out the significance of improving knowledge and skills for all
around development. The various topics that are discussed in the report such as the
personal development plan, performance measurement and the high performance
working help to develop an in-depth understanding of the subject. In addition to this,
the topics discussed such as the individual learning, training and development help
to understand the importance of the topic in business development. The knowledge
and information that is gained in the report will help to enhance the scope of
personal and professional development.
20

References
 Aguinis, H., 2013. Performance management (Vol. 2). Boston, MA: Pearson.
 Anitha, J., 2014. Determinants of employee engagement and their impact on
employee performance. International journal of productivity and performance
management, 63(3), p.308.
 Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human
resource management practice. Kogan Page Publishers.
 Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human
resource management. Oxford University Press.
 Bratton, J. and Gold, J., 2017. Human resource management: theory and
practice. Palgrave.
 Collin, K., Van der Heijden, B. and Lewis, P., 2012. Continuing professional
development. International journal of training and development, 16(3), pp.155-
163.
 EMR Group, About Us, 2018 (Online available at
http://uk.emrgroup.com/about.php last accessed in July 2018)
 Fong, C.Y., Ooi, K.B., Tan, B.I., Lee, V.H. and Yee-Loong Chong, A., 2011.
HRM practices and knowledge sharing: an empirical study. International
Journal of Manpower, 32(5/6), pp.704-723.
 Friedman, A.L., 2013. Continuing professional development. Routledge.
 Gruman, J.A. and Saks, A.M., 2011. Performance management and
employee engagement. Human Resource Management Review, 21(2),
pp.123-136.
 Katzenbach, J.R. and Smith, D.K., 2015. The wisdom of teams: Creating the
high-performance organization. Harvard Business Review Press.
 Kolb, D.A., 2014. Experiential learning: Experience as the source of learning
and development. FT Press.
 Mendes, F. and Stander, M.W., 2011. Positive organisation: The role of leader
behaviour in work engagement and retention. SA Journal of Industrial
Psychology, 37(1), pp.1-13.
 Molloy, J.C. and Noe, R.A., 2010. Learning” a living: Continuous learning for
survival in today’s talent market. Learning, training, and development in
organizations, pp.333-361.
21

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 Phillips, J.J., 2012. Handbook of training evaluation and measurement
methods. Routledge.
 Pot, F., 2011. Workplace innovation for better jobs and performance.
International Journal of Productivity and Performance Management, 60(4),
pp.404-415.
 Prothero, A., 2015. For principals, continuous learning critical to career
success. Education week, 34(18), pp.10-11.
 Saks, A., 2015. Managing Performance Through Training & Development,
(Canadian ed.). Nelson Education.
 Suriyamurthi, S., Velavan, M. and Radhiga, T.D., 2013. Importance of
leadership in innovations of HR practices. Advances in Management, 6(11),
p.47.
 Zhussupova, R.F., 2012. Continuing professional development.
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