Enhancing Performance Through Learning and Development

The provided assignment content includes a collection of academic and professional texts related to teaching, training, human resource management, lifelong learning, employability skills, training transfer, and performance appraisal. The sources range from books (e.g., Armitage's 'Teaching and Training in Lifelong Learning', Knowles et al.'s 'The Adult Learner') to journal articles (e.g., Burke & Hutchins' 'Training Transfer: An Integrative Literature Review') to online resources (e.g., an article on training effectiveness). The texts explore various aspects of adult learning, human resource development, and organizational performance. They cover topics such as the design and delivery of training programs, the transfer of learning into practice, and the evaluation of their effectiveness.

ES+ HRD

Table of Contents
INTRODUCTION ..........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 (HRD)....................................................................................................................................1
1.2 (HRD)....................................................................................................................................1
1.3 (HRD)....................................................................................................................................2
1.1................................................................................................................................................2
1.2 (ES).......................................................................................................................................2
1.3 (ES).......................................................................................................................................3
1.4 (ES).......................................................................................................................................3
TASK 2............................................................................................................................................3
AC 2.1, 2.2 (HRM).....................................................................................................................3
AC 3.1 (ES).................................................................................................................................5
TASK 3............................................................................................................................................5
AC 3.1 ES....................................................................................................................................5
AC 3.2 ES....................................................................................................................................6
AC 3.3 ES....................................................................................................................................6
AC 2.3 HRD................................................................................................................................6
TASK 4............................................................................................................................................7
4.1,4.2, 4.3 (ES) .........................................................................................................................7
3.1 and 3.2 (HRD) ......................................................................................................................7
3.3 (HRD) ...................................................................................................................................8
4.1 (HRD) ...................................................................................................................................8
4.2 (HRD) ...................................................................................................................................9
4.3 (HRD) ...................................................................................................................................9
CONCLUSION ...............................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Employability skills refers to the abilities and competencies which individual requires to
perform their work mare efficiently at the workplace. Besides this, human resource department
of an organization is highly concerned with the training and development aspects of an
individual so they perform their function without facing difficulties (Andrews and Russell,
2012). The present report is based upon Audi which is the German manufacturing company who
offers luxurious automobiles to their customers in the many countries. This report will analyze
the various aspects of human resource development as well as employability skills. Bot the
aspects helps organization in achieving success in the competitive business environment.
TASK 1
1.1 (HRD)
There are mainly four types of learning styles which Audi can use to develop
competencies among them. Auditory, visual, read-write and kinesthetic learning styles plays a
vital role in the development of the individual. In auditory learning individual learn by listening
the things which are explained to them in relation to the work aspects. Where as in visual
learning individual learn the skills through practical demonstration such as graphs, charts etc.
Further, read-write learning style is the combination of the visual and auditory learning styles
which facilitates better understanding among the individual about the business aspects or
working. In addition to this, in kinesthethic learning style individual learn through the practical
activities such as role play, brainstorming session rather than attending lectures (Armitage,
2012).
1.2 (HRD)
Learning curve is also termed as efficiency curve which depicts the efficiency level of the
employees. Learning curve plays a vital role in planning the training and development session
for the employees (Lepi , 2012). It provides deeper insight to Audi about the present level of
skills and knowledge of the existing employee base. This aspects enables Audi to undertake
suitable learning style which makes contribution in the organizational growth and development.
Bu assessing the decrease in per unit cost and increase in the production clearly shows the
efficiency of the employees (Cassidy, 2006).
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Beside this, by transferring learning at the workplace Audi is able to offer the unique and
luxurious automobiles to their customer as compared to their rivals. This aspect helps in
increasing productivity and profitability of an organization.
1.3 (HRD)
There are three learning theories named as social, behavioral and cognitive learning
theories which helps Audi in designing the training event for the employees. Learning theories
provides assistance to Audi in understanding the factors which encourage them to the learn new
things. Besides this, learning styles helps organization in assessing the suitable learning style
which make contribution in the learning of the individual. Organization needs to be taken into
consideration suitable learning style which is preferred by the employees (Clarke and Patrickson,
2008). This encourages the human resource of an organization to attend the training session and
there by develop their competencies. In addition to this, Audi requires to consider the previous
experience of the employees which closely impacts the learning of them. Through this, Audi is
able to plan and design the suitable training event for their employees.
1.1
Roles and responsibilities Performance objectives
Preparation of the job description and
specifications are on the main responsibility of
mine.
One of the main objective of mine as a HR
manager is to recruit and select the best people
for the organization.
In addition to this, developing the positive and
healthy working environment is also one of the
main responsibility of me.
I undertakes bench marking technique to assess
the performance of their employees against the
set standards. It helps me in assessing the
training and development needs for the
employees.
Staff motivation is also the main of me as a HR
manager (Doyle, 2000).
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1.2 (ES)
After setting the role and responsibilities as well as performance objectives I have
evaluated my performance against it. Through this, I have found that I have attained success in
hire the best people which helps me in offering the quality services to the customers. Besides
this, I have also got success in the conducting the effective training and development session for
the employees. As I possess the proper knowledge in relation to organizing the training and
development session for the employee base. Nevertheless, I had taken only on the job training
program due to lack of knowledge regarding the off the job training methods. They also plays a
vital role in developing the competencies among the individual. Besides this, to motivate the
employees I have undertaken the non-monetary tools. Nevertheless, I prevents the monetary
tools due to the lack of understanding about these factors.
1.3 (ES)
After making the self evaluation I have assessed that there are several skills which I
needs to develop to get success in the business environment. In order to learn the off the job
training sessions I would attend the seminars and conferences which helps me is learning the off
the job training methods. Besides this, I have no proper knowledge about the monetary tools
which makes contribution in the organizational growth and development. In order to learn the
methods along with their pros and cons I make use of internet, research papers and periodicals
which helps me in getting the deeper insight about the monetary tools of motivation. It helps me
in motivate the workforce to the large extent.
1.4 (ES)
Motivational techniques plays a vital role in improving the quality of the workforce and
there by helps organization in increasing their productivity and profitability. In order to
encourage the human resources Audi involve their employees in the decision making aspects. It
develops satisfaction among them as their views and suggestion are more important (Gravells,
2010). This aspect, motivates the employees to make their best efforts in the growth of the
company. In addition to this, organization requires to create positive and safe working
environment. This aspect also plays an important role in motivating the human resource of an
organization. Further, it also encourage the employees to offer unique or innovative cars to their
customers.
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TASK 2
AC 2.1, 2.2 (HRM)
Training needs in Audi
Date- 8/12/2015
Human resource management plays an significant role in the organization success. It is
concerned with managing the workforce in order to achieve the business objectives. Different
individuals have different needs. Moreover, the skills, knowledge and experience tend to very in
different individuals. Therefore, it become necessary for Audi to ensure an effective management
of available human sources (Haskell., 2001). Training and development plays an vital role in the
human resource management.
Training helps to improve the personnel skills and knowledge according to the
organization requirement. However, development concerns with the opportunities that are given
to individuals to achieve their personal objectives. Effective training and development programs
for helps to enhance the employee performance in order to achieve the set targets or objectives.
In context to Audi, it require to developed a training and development program at different level
of operations. Audi invested in their staff so as to improve their staff skills and their knowledge.
It helps to motivate their employees on a regular basis.
There are different methods available to the organization for such purpose to provide on
job training and off job training to the employees. On job training can be provided by
implementing an staff training program. Staff development can take place under this program
that helps to develop new skills to the employees (Julier and Moor, 2009). Orientation training
program may be conducted to give work related knowledge to the new personnel for the
successful job performance. Workers can easily understand their work by such training program.
Remedial training program can be designed to remove the work related deficiencies. It include
time management, presentation skills and stress reduction. It helps to remove or eliminate the
work related problems to the employees. However for upgrading new skills and knowledge
advanced training program can be designed. It includes advance computer training, reduce
management conflicts, performance evaluation and decision making tools. The advantage is that
it helps to give knowledge regarding new technology and innovations to the employees. Many
employees who do not want to work with any new technology and they do not accept the
changes thus it creates an adverse impact on them. On contrary, right training at right time
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program is concerned with determining the knowledge requirement for different tasks and
develop them. It identify the work related problems and mitigate it at that time (Mason, Williams
and Cranmer, 2009).
In context to Audi, the company developed such program for their technicians. online
training, welding training and certification is structured for the technician. In this program, the
technicians are appraised by their line managers. Moreover, the line manager guided the
technicians so as to remove the work related difficulties. Further, the company organized an
advanced qualification training for the employees. This in turn, resulted in increase their
performance and achieve the organizational goals.
AC 3.1 (ES)
Along with the training program organization also needs to develop the inter personnel
skills of the workers according to their own requirement. Professional development can be made
through the adding the management courses for graduate in colleges. Moreover, workshops, field
generated course, study circles, group discussions can be organized for develop the personal
skills. This techniques helps Audi to create better working environment for the organization and
ensure availability of skilled personnel for the future period. In the year 2014, Audi conducted an
vocational training and dual course study for this purpose. Further, Enter qualification program
and study and experience in practice are also conducted at school and college levels. It combines
vocational training program and engineering degree program at Audi. Moreover, Audi increase
the number of apprenticeships in IT and manufacturing sectors. This in turn, results in improving
the personnel skills and their communication skills (Simmonds., 2003).
TASK 3
AC 3.1 ES
Belbin theory is designed to use the personnel talents of all the individuals in a team. The
theory says that every team plays different type of roles in order to maximize the performance. It
identified nine individuals roles for working in a team at Audi. It include resource investigator,
team worker, coordinator, plant, monitor evaluator, specialist, shaper, implementer and complete
finisher. Resource investigator role ensure that team idea will carry to the outside world.
Teamworker role helps in determining different task and complete it by the team. Co-coordinator
helps to establish coordination between the workers whom work are related to each other. Plant
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role is related to the creativeness and problem solving nature. Specialist are consider as the in
depth knowledge of the given work (Wilson, 2005). Shaper shape the worker skills and ensure
that team is moving in right direction. Implementor construct an workable strategy and carry out
in an efficient manner. At last, complete finisher role ensures highest standard of quality control
and remove or eliminate the working errors. All the team roles at Audi helps to achieve its
shared business targets and objectives.
AC 3.2 ES
Training plan helps to enhance our skills and knowledge in different areas. It faster our
growth and development to a great extent. It provide opportunities to the employees through
accepting greater challenges. Moreover, effective training program build self confidence, attitude
and our commitment. It produces a major changes in our knowledge and improve our
performance. Employees are able to solve the work problems through getting in depth
knowledge. It helps to make desired changes in the employees by improving their skills and
knowledge. Workers are able to understand new technology implemented by the organization at
different levels. It motivate the employees and improve their overall efficiency. It helps to build
the required skill and knowledge to complete the assigned job, duties and tasks. Moreover, it
increases the employee morale through providing promotional opportunities. It motivate the
employees to achieve higher standards (Julier and Moor, 2009). This in turn, results in higher the
employee turnover and the customer satisfaction. Therefore, it can be concluded that training is a
tool that achieve maximum performance in order to reach the business goals and objectives.
AC 3.3 ES
An individual plays different roles in an team. It include team leader, supervisor and
subordinates. Team leader is responsible to manage all the people in the team. Supervisor also
manage the members and assist them in difficulties. However, subordinates are such persons
who perform their allotted tasks and guided by the team leaders. This lead to the effective
accomplishment of the various objectives which determine the effective functioning of the
organization.
AC 2.3 HRD
it is very essential to handle the human resources in an efffective manner. Which provide proper
approaches which has to be implemented in an effective manner to train the employees who are
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working in the organization. Audi adopts the proper training modules to train the employees to
effective carry out the various operations as per the functioning and as per their role so that they
can enhance their knowledge and skills and implement in attaining the goals (Gravells, 2010).
TASK 4
4.1,4.2, 4.3 (ES)
Number of tools and methods identified which Audi can use with an aim develop the
solution to the assessed problem. It is detailed in below: Feedback from employees: It is being regarded as one of the most effective method which
firm can use with an aim to develop the solution to the assessed problem of company.
Here, with the help of given method view point of workers working in Audi can be
analyzed. On the basis of same an effective solution can be implemented by the firm
(Vörösmarty and et.al. 2010). Reviewing the policies of competitors: The problem of giving overtime payment can be
resolved by Audi by assessing the practices which is being followed by its competitors.
However, for the firm it is very difficult with regard to get information from the
competitors of company.
Strategy for resolving the problem of Audi
The problem Audi which is of giving overtime payment to workers can be resolved by
implementing incentives scheme. In this regard, here the manager of Audi must give incentives
to those employees who will perform well during the training programs. In addition to this, firm
must give incentive to the employees who will be able to implement the learned theoretical
knowledge into actual practices (Knowles, Holton III and Swanson, 2014). Thus, by complying
with the given type of activity firm can take significant action with respect to the assessed
problem.
Potential impact on Audi when implementing the assessed strategy
By implementing the assessed strategy, firm can enhance the motivation of its workers.
As a result of it they will give their best services to the firm. This is because, it has been seen that
the workers who feel motivated tends to deliver best services than those who will not feel
satisfied while working within company. Through this way, Audi will be impacted in the form of
increased profits and sales (Hamel, 2008).
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3.1 and 3.2 (HRD)
There are two different type of methods identified which manager of Audi could use with
an aim to evaluate the effectiveness of the training event which is being organized by it. The
detailed explanation of the same is depicted in below: Performance appraisal: It is the approach which is being used by the organization with
an aim to evaluate the performance of its employees (Performance appraisal, 2015). This
approach is effective as it enables firm with regard to carry out the comparison between
the actual and standard performance of the employees (Burke and Hutchins, 2007). On
the basis of this comparison, effectiveness of the employee's ability to perform the task
will be assessed.
 Business results: It is another most effective tool of assessing the performance of
workers. In this regard, here manager will assess the impact of workers activity on Audi
sales and profits. For example, after conducting training program for the workers it has
been assessed by the manager of Audi that its profits has improved significantly. Then in
the given circumstance this conclusion can be drawn by the firm that the training program
which it has organized is effective. Thus, the effectiveness of training event can also be
assessed by analyzing its impact on corporation's performance (Armstrong and Taylor,
2014).
3.3 (HRD)
The success of assessed evaluation methods are evaluated. The first method which is used
with an aim to evaluate the training program of Audi is performance appraisal. The given
approach is effective as it helps in determining that whether employees will require further
training in the specific activity or not. Thus, it can be said that with the help of this approach firm
can assess the appropriateness of the training program which is being organized by it. However,
the given technique will not give information about the specific area where firm will require
improvement (Unger and et.al., 2011). In addition to this, assessing the business result is being
regarded as another method of evaluating the success of training event. This method is effective
as it measures the impact of firm's training event on the sales and profits of the company. In
addition to this, with the help of given mean firm can assess that whether it is going on to the
right direction or not. However, sometime firm faces many difficulties with regard to assess the
impact of training event on the sales and profits of company.
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4.1 (HRD)
The government plays very important role in the training and development activity which
is being organized by the company such as Audi. It helps in making the arrangement of all the
necessary resources which are required by the firm with an aim to conduct its training and
development activity in an appropriate manner (Khan and et.al., 2011).
4.2 (HRD)
The competency movement which is being organized within country has positive impact
on both private and public sector. With the help of this movement both companies can fulfill
their needs and demands relating to the skilled employees in an effective manner. Due to this,
firm will get the benefit in the form of increased profits and sales in an effective way (Kunche
and et.al., 2011).
4.3 (HRD)
The training and development initiatives which has been taken by UK government in past
many years has impacted the company such as Audi in positive way. It is with the help of given
initiates only firm has meet its demand relating to the skilled workers in an appropriate manner.
Furthermore, profits of firm like Audi has also impacted in positive way because of given
initiative (Harzing and Pinnington, 2010).
CONCLUSION
It can be concluded from the whole report that for the firm, it is very necessary that it
must organize training and development activities for its employees. This is because, through
this way only firm will be able to direct its efforts with regard to attain the strategic goals and
objectives of corporation in an appropriate manner.
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REFERENCES
Books and journals
Andrews, G. and Russell, M., 2012. Employability skills development: strategy, evaluation and
impact. Higher Education, Skills and Work-Based Learning. 2(1). pp. 33-44.
Armitage, A., 2012.Teaching and Training in Lifelong Learning. McGraw-Hill Education (UK).
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Burke, L. A. and Hutchins, H. M., 2007. Training transfer: An integrative literature review.
Human resource development review. 6(3). pp. 263-296.
Cassidy, S., 2006. Developing employability skills: Peer assessment in higher education.
Education+ Training. 48(7). pp. 508-517.
Clarke, M. and Patrickson, M., 2008. The new covenant of employability. Employee Relations.
30(2). pp. 121-141.
Doyle, S.,2000.Information and Communication Technology. Nelson Thornes.
Gravells, A., 2010. Delivering employability skills in the lifelong learning sector. SAGE.
Hamel, G., 2008. The future of management. Human Resource Management International
Digest. 16(6).
Harzing, W. A. and Pinnington, A., 2010. International Human Resource Management. SAGE.
Haskell., E. R., 2001.Transfer of Learning: Cognition, Instruction, and Reasoning. Academic
Press.
Julier, G. and Moor, L., 2009.Design and Creativity: Policy, Management and Practice.Berg.
Khan, M. A. and et.al., 2011. Modeling link between internal service quality in human resources
management and employees retention: A case of Pakistani privatized and public sector
banks. African Journal of Business Management. 5(3). pp. 949-959.
Knowles, M. S., Holton III, E. F. and Swanson, R. A., 2014. The adult learner: The definitive
classic in adult education and human resource development. Routledge.
Mason, G., Williams, G. and Cranmer, S., 2009. Employability skills initiatives in higher
education: what effects do they have on graduate labour market outcomes? Education
Economics. 17(1). pp. 1-30.
Simmonds., D. 2003.Designing and Delivering Training. CIPD Publishing.
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Storey, J.,2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Unger, J. M. and et.al., 2011. Human capital and entrepreneurial success: A meta-analytical
review. Journal of Business Venturing. 26(3). pp. 341-358.
Vörösmarty, C. J. and et. al. 2010. Global threats to human water security and river biodiversity.
Nature. 467(7315). pp. 555-561.
Wilson,P.J., 2005. Human Resource Development: Learning & Training for Individuals &
Organizations. Kogan Page Publishers.
Online
Performance appraisal. 2015. [Online]. Available through:
<http://www.businessdictionary.com/definition/performance-appraisal.html>. [Accessed on
8th December 2015].
Kunche, A. and ey.al.2011.Analysis and Evaluation of Training Effectiveness. [Online].
Available through: < http://article.sapub.org/10.5923.j.hrmr.20110101.01.html#Sec2.2>.
[Accessed on 8th December 2015].
Lepi , K., 2012. The 7 Styles Of Learning: Which Works For You?.[Online]. Available
through:<http://www.edudemic.com/styles-of-learning/>. [Accessed on 8th December
2015].
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