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Developing Individual,Teams and Organisation - Whirlpool

   

Added on  2020-10-04

19 Pages5323 Words250 Views
DevelopingIndividual,Teams AndOrganisation

Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1. Knowledge, skills, behaviours required by HR professionals..............................................1P2. Develop a professional development plan for a given job role............................................2TASK 2............................................................................................................................................5P3. Differences between organisational and individual learning, training and development.....5P4. Need for continuous learning and professional development..............................................6TASK 3............................................................................................................................................7P5. Characteristic and practices of high-performance working .................................................7TASK 4............................................................................................................................................9P6. Different approaches of performance management: ............................................................9CONCLUSION..............................................................................................................................10REFERENCES..............................................................................................................................13

INTRODUCTIONIt is a relation between the effectiveness of the individual, team and organisation thatwarrant a business and continuously improve and expand the individual and collectivecapabilities of its employees. High performance working organisations are perform work 'abovethe line' and retain themselves to a effective level of obligation, ownership and accountability(Berry, 2011). It is a improvement and growth in which motivate and encourage positive powerto the teams and individual to fulfil the objectives of the organisation. In this report chosencompany is Whirlpool founded by Emory Upton and Louis Upton in 11 November, 1911. Thiscompany deals in home appliances. In this report consist characteristic, knowledge andbehaviours of the Human resource management and how to create professional development planfor improving roles and duties of HR. In this also include individual and organisational learningand training or development and its difference. In this consist continuous learning andprofessional development and characteristics and practices of high performance working incontribute the competitive advantage and employee engagement. At last, considered the differentapproaches of performance management. TASK 1P1. Knowledge, skills, behaviours required by HR professionalsHuman resource described those persons who are employed for an organisation orcompany and different department liable for maintaining resources related to the workers.Human resources simply means employees of the organisation who work for the company andget salary (Bolman and Deal, 2017). Whirlpool company making a departmentthat is humanresource department which perform many things like finding, recruiting, screening, selecting,training and development, employees benefit program etc. Skills of HR managersCommunication skill:HR managers perform many function including recruitment,selection, training and development, employee relations, individual development plans,performance appraisal etc. HR managers manage all these functions and doing all these processin systematic way. And for completing these functions HR manager needs good communicationskills. For examples- in Whirlpool, HR includes lots of paperwork which should filed insystematically way i.e. legal documents etc. 1

Maintaining employee relation: In any business relationship with employees are mainaspects of the organisation because if employees relation is good then they work effectively. So,HR managers should maintain good relations among employees. If HR managers of Whirlpoolhave an effective skills of maintaining the good relations among employees then their motive caneasily completed and their will be good working environment in the organisation because ofgood employee relationship. Training and development skill: HR managers are liable for providing employeesdevelopment possibilities in respect to increase performance and maximise the value. So itsrequired to HR managers having good skills of providing effective training and development tothe new and existing employees (Chaskalson, 2011). Managers of Whirlpool have a superiorquality of giving training to their employees and increase their productivity towards achievingthe company's goals. Coordination skill: A leader must be good coordinator, that help in effectivemanagement within company. They are liable to communicate effectively with other teammember to transfer useful information from higher authority. The HR manager must have propercoordination skill so that every task is completed in a effective and efficient manner.Time management skills: In companies leader are important part that are responsible tocomplete a given project on fixed time. If not possible then there is mismanagement withincompany an that decrease the productivity of company. The leader must have skills to managetime and complete task on predefined time frame. Time management will help HR in bettercoordination of activities.Knowledge of HR managersKnowledge of administrative activities: . HR managers of Whirlpool have a differentknowledge like sales figures, financial reports, employee activity and other relatives activities ofoperations. They should have knowledge about all administrative process which came undertheir department.Knowledge of benefits program: knowledge of explaining that how external and internalpolicies affect ERSP, pension plans and other programmes. Having knowledge of discussionabout procedures and programmes, implication, preventative measures, violations withmanagers and colleagues in various departments. Behaviour of HR managers:2

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