Human Resource Development and Performance

This assignment examines the crucial role of Human Resource Development (HRD) in enhancing organizational effectiveness. It delves into various HRD practices, their impact on employee performance and overall business outcomes, and identifies key success factors for implementing effective HRD strategies. The analysis draws upon scholarly research and real-world examples to illustrate the interconnectedness of HRD with sustainable organizational growth.

HUMAN
RESOURCE
DEVELOPMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Different Learning Styles.................................................................................................1
1.2 Role of learning curve and importance of transferring learning.....................................3
1.3 Contribution of learning styles and theories.....................................................................5
4.1 Role of government in Training, Development and Lifelong learning............................6
4.2 Impact of development of competency on public and private section ............................7
4.3 Contribution of contemporary training initiatives to HRD..............................................8
TASK 2............................................................................................................................................9
2.1 Comparison of training needed for staff at different levels at Sun Court Ltd..................9
2.2 Advantages and Disadvantages of Training Methods....................................................10
2.3 Systematic approach of planning Training and Development.......................................11
TASK 3..........................................................................................................................................13
3.1 An evaluation of training event ....................................................................................13
3.2 Carrying out an evaluation of a training event...............................................................14
3.3 Success of the evaluations methods used.......................................................................15
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16

INTRODUCTION
Human resource development (HRD) can be said as a structure which helps the
employees in developing their personal and organisational skills, abilities and knowledge.
Human resource development is a part of human resource management that mainly deals with
the training and development of the employees in an organisation. Human resource
development gives the employees many chances or occasions like training, career development,
performance management, mentoring, coaching, planning and organising development of the
employees. The main focus of Human resource development is to develop the most superior
workforce so that the employees as well as the organisation can achieve their work goals for
better servicing of customers. Human resource development can be formal as well as informal.
It can be termed as formal such as in classroom training or some college course and it can be
termed as informal as in employee coaching by a manager or any internal training and
development classes. Sun Court Ltd is a generalist provider that provides up-market care home
set in acres of beautiful secluded gardens accommodation for the old age. The present report is
based on the HRD practices framed by “People 'R' Us” for the given organisation named Sun
Court Residential Homes Ltd.
TASK 1
1.1 Different Learning Styles
Learning styles mentions the scope of challenging and disputed theories that aims to
difference in an individual's learning. Each learning style uses different parts of the brain. When
involvement of the brain during acquisition increases, it automatically increases the capacity of
the brain to grasp more. There are many models for learning styles e.g. Honey & Mumford
learning styles, Kolb learning styles, VAK Model. Describing below the VAK model. Human
resource development provides seven learning styles and these are mentioned below (Kehoe
and Wright, 2013):
 Visual : It can also be termed as spatial. Preference is by using pictures, images and
spatial understanding. The occipital lobes which are located at the back of the brain
manages the visual sense. Occipital lobes with the parietal lobes manages the spatial
orientation.

 Aural : It can also be termed as auditory-musical. Orientation is by using sound and
music. It is being handled by the temporal lobes. It is being said that the right temporal
lobe is specially for such activities like music etc.
 Verbal : It can also be called linguistic. Predilection is by using words, both in speech
and writing .It is being handled by the temporal and frontal lobes. Verbal style of
learning is usually considers as an efficient way of communicating because it helps in
making a clear conversation between the two bodies.
 Physical : It can also be called Kinesthetic. Preferences by using the body, hands and
the sense of touch. Most of our physical movement is handled by the cerebellum and the
motor cortex.
 Logical : It can also be termed as Mathematical. Penchant is by using logic, reasoning
and systems. The parietal lobes drive our logical thinking.
 Social: It can also be said Interpersonal. Preference is learning in groups or with other
people. The frontal and temporal lobes handles our social activities.
 Solitary : It can be said as Intra-personal. Preference is to work alone and the use of self
study. Limbic system plus the frontal and parietal lobes handles this. It can be
considered that the parietal as well as the frontal lobes stay active with this type of style.

1.2 Role of learning curve and importance of transferring learning
The role of learning curve states that ifmore repetitive steps are taken, there is less and
less learning. Some conclusions from a study says that with the repetition of the task , the time
required to perform automatically decreases because one do not have to waste time on new
steps and as the task can be repeated, it takes very less time (Kehoe and Wright 2013). In Sun
Court also, as more units are produced, the chance of amount of improvement decreases as well.
To allow its use as a prediction tool, the rate of improvement has sufficient consistency.
Illustration 1: learning styles

As we can see in the graph above, as the cost/time repetition increases, there is a
decrease in number of repetitions. A learning curve relates to be more predictable, more
strategic, managing the budget, having difficult conversations, developing intelligence,
providing feedback in an efficient way. There are various multitudes of learning curves. One of
the example can be writing blogs on a regular basis (Guest, 2011). Learning curve can also be
stated as a line showing the relation between time of processing and cumulative quantity of
any product or any service produced. There are some limitations of learning curves and they
state that, to expect any changes in workforce, design or the procedure is normal to alter the
learning curve. Learning curve has a great impact on Sun court also. It does not always apply to
indirect labour or material. Some factors can alter the learning curve also and these factors are
the important factors of the workplace, resource availability and changes in the process.
Knowledge transfer is a very important factor for the development of the learning curve.
Importance of transferring acquisition to the workplace matters a lot for the person who is

transferring as well as for the one who is getting it. It need to be maintained. Sun Court Ltd also
takes knowledge transfer as a very important aspect. It conducts various sessions where all the
workers take part and share their knowledge with others so that each and every member of the
company is considered equal talented and it further benefits the employees and the organisation
as well (Meredith, 2011). Cognition Conveyance is of two types. One is positive conveyance
and the other is negative conveyance. When the transferred knowledge is not as per the
requirement, it refers to negative transfer and when it according to the requirements of the
individual's and the organisation, it is termed as positive knowledge transfer. As no good thing
happens without an obstacle, same goes here also. In Sun Court Ltd, some employees also have
to face some obstacles for the effective knowledge transfer as some have lack of motivation,
with that some have lack of the reinforcement of the new skills.
1.3 Contribution of learning styles and theories
A learning event can be said as an unraveled description of the student's learning
commodity. There are various learning strategies, but eight learning events only. Use of all the
events in a creation of the course is not necessary. The main concept of learning event says only
two things. First is to prepare the activity and second is to follow up them. There are eight types
of learning events and these are described as under:
 Imitation : People learn a lot from infusion, observation etc. Even the learner
does not realise it but imitation by observation occurs. Its not about children only
who learn by resemblingor mimicry. Almost all of the humans observes a lot and
then learn a lot from it. The process can be voluntary or not. Imitation by the
observer occurs many times without coming in the notice of the learner. It has a
benefit that it can be done without even any communication mode.
 Reception : People learn a lot from communication that is intentional, that can
be reception of messages which includes radio, books, lectures, press etc.. They
intend to give us the information. The communication includes a language, that
must be shared from the recipient with the transmitter. The sharing can be done
by any means.
 Guidance : It can also be said as exercising. At some places, where it is
necessary to proceduralise, to self regulate, to create routines, people learn by

means of practising or acting. The main term here refers to deliberate. They can
be routines or standard procedures which one have to observe and follow.
 Exploration : Learner has a special role because the initiative and the control is
handled by the learner itself (Kehoe and Wright, 2013). It can be said as a corner
where most of the learning takes place
 Experimentation : Here, the scholars combine all the meaningful possibilities,
manipulates the surroundings and then modifies it.
 Creation : Once the trainer understands the role he/she is playing, creation
becomes easily possible (Meredith, 2011).
 Self-Reflection : Self-Reflection can be termed as a process in which the
individual think and understands what they are learning, how they are learning
and why they are learning.
 Animation : Every opposing party has disputes about the views which they are
compelled to justify or support.
Contribution of learning styles and theories while planning and designing a
learning event: Learning styles mentions the scope of challenging and contested theories that
results in differences in an individual's learning. Before the implementation of the learning
styles, the perfect evaluation of the employee transformation level with the present work
performance level is necessary. The execution of the learning theories is based on the
adaptation quality of the employees in Sun Court Ltd. Training process helps in developing the
skills of the human resource (Meredith, 2011). Learning styles and theories helps in motivating
the human resource of an organisation. An important factor i.e. the organisational culture is an
important aspect which is to be considered before the planning of training and development
process, even with the knowledge transfer with the help of accurate learning style. It is
necessary to match the properties of Sun Court Ltd with the necessity and the results of the
learning styles. These theories help to identify the issue or any problems at the workplace.
4.1 Role of government in Training, Development and Lifelong learning
The Government is playing a very specific role in the training and development of the
employees of any private firms. Sun Court Ltd is a small UK consultancy firms, so UK

government should concern about the internal development of its performance. Government is
the only one who is responsible for providing the funding of all such factors that are required
and are essential for providing an efficient set of training and development to the people. So,
the government plays a very important role. Government is highlighting the importance of
training and development as their forte behind this is to remove the barriers of employability for
those who have the least opportunities to do so. This makes the idea of 'lifelong learning', a
main initiative of the government (Guest, 2011). It helps in creating various opportunities for a
broad range of associations and backgrounds. The main aim is to remove the employability and
make sure to active citizenship among different communities. It mainly focuses on the
following.
 Increasing the demand for learning, using different skills as vocational learning training
for creating quite fun and bracing the learning process.
 It also helps in developing the best class training so that they may be able to satisfy the
needs of the economy.
 It gives people the opportunity to develop their skills again i.e. re-developing of the
skills. For that they don't have to take courses continually but they have to update their
current skills and knowledge.
The economy industries are getting more flourished more quickly and are gaining HR
effectiveness and output quality of standard. This becomes an advantageous situation for Sun
Court Ltd in today's highly competitive market.
4.2 Impact of development of competency on public and private section
To challenge the intense growth and competition, the UK based private and
public companies share knowledge and are going more capable. For escaping the cruel
disadvantages, Sun Court Ltd is spending a lot for the performance improvement, employment,
production and flexibility. The impact of competencies are discussed as under:
 Core Competencies : These include basic properties, credits and skills. Some examples
include verbal and non verbal i.e. written communication skills, systematic and logical
thinking processes that are independent of judgement and time managing capabilities.

 Job Competencies : It comprises of the skills that are very important to perform a
particular job in some definite occupations. It is also called as job knowledge because
they comes within a specific line of work.
 Competency based evaluation : To bring a bright and productive output, competency
and rivalry is quite important (De Haas, 2010). This comes under Competency based
evaluation.
 Competency based performance improvement : To produce performance improvement
plans that are based on the productions of competency based reviews, manager and the
employees many times work together.
 Benefits : Competition based performance reviews have various benefits for the
employees and the employers of Sun Court Ltd (Meredith, 2011).
Because of competency development, many other firms are concerning about their performance
gap . To increase their competency to gain competitive advantage, private firms are more
investing in this sector. Learning is never ending and the qualification is provided necessary to
increase their confidence level (Guest, 2011). Private companies are making a huge impact on
the economy so now Public companies are also making continuous efforts to improve their
skills so that they can stand with the private sectors in the market. Employees are being
received a huge amount of motivation and support which will surely help in their development
in the respected areas.
4.3 Contribution of contemporary training initiatives to HRD
Contemporary training initiatives came into force for faster development and strength in the
human resources. It seems a very useful method that offers a quick learning curve. Various
contemporary training issues are discussed below including what they are contributing to
Human Resource Development :
 Improve Productivity : The main objective of a team is to increase the productivity. The
more the employees are efficient, the more quick they will achieve the target. When all
employees work together and share their resource, they will be able to achieve the goal
at a much faster rate which comes in favour for the Human resource development.

 Increase Motivation : Various team building activities if are to be performed during
time-to-time, they can help in increasing the motivation level of an employee(Meredith,
2011). When an employee feels confident and motivated, their capacity to do the work
automatically increases which can further lead in the betterment of human resource
development.
 Foster Problem Solving : The focus of most of the team building activities is on the
tasks that have to be performed and solved in groups. When a group of people will
solve a problem, there they will be having many sufficient and efficient ideas(Kehoe
and Wright., 2013). New ideas will come out from different persons and they can solve
it with the most efficient idea. By this way, the output will be much efficient.
 Encourage Creativity : Different team building activities shields the creativity from the
employees (De Haas, 2010). When everyone in the team discusses the ideas and put their
own thoughts about it, they can show a lot of creativity in the work which seems good
for the human resource development.
TASK 2
2.1 Comparison of training needed for staff at different levels at Sun Court Ltd
There are various types of training requirements at different levels : For
smoothing the employees for different roles, Sun Court Ltd starts different training events and
programs . The friendly environment at Sun Court Ltd helps the employees so that they can
participate in different programs.
Comparison of training needs at different levels is discussed below:
 Management Level : The management level at the Sun Court Ltd includes practical
learning for evolving the skills, valour for decision making process and leadership.
Management level gives reviews also (Guest, 2011). It gives performance review for
betterment or improvement in the performance. It also identifies work diversity. It also
provides practical understanding.
 Shopper Level : The shopper level at the Sun Court Ltd organises workshops for queue
maintenance (Meredith, 2011). They provide proper required approach to the customers

as well. The staff at Sun Court Ltd also plans problem solving discussions in which they
discuss effective complaints and handles different queries.
 Operation Level : The operation level at the Sun Court Ltd makes correction in the
performance of the employees to bring efficiency and adding value if required
(Meredith, 2011). There are experts advising for the improvement of performance as
well.
2.2 Advantages and Disadvantages of Training Methods
Advantages-
1. Performance appraisal – Performance appraisal for an employee quite matters. It
identifies improvement in the performance and smooths the skill development. It also
brings efficiency in performance.
2. Role playing – Any new employee in Sun Court Ltd understands the context if playing
at a different role and understands the role of responsibility. Another advantage in this is
adaptability (De Haas, 2010). Although role playing for an employee is quite new but is
gives the employee a huge knowledge of the other field also.
3. Discussion – Managers at Sun Court Ltd share organisational goals and values.
Employees of Sun Court Ltd are free to change their own goals but for their interest and
betterment of the company. When a group of people are discussing over one thing only,
they all will come out with a new idea and then they can choose the better one from the
all
4. Induction – The management of Sun Court Ltd presents the firm's core values, its
cultures and expectations from the employees (Meredith, 2011). In starting the actual
role of HR is to provide proper induction and orientation to the new employee.
5. Workshops – The employers of Sun Court Ltd are being provided practical
experiences which helps them to increase their standard and expertise. They can be able
to gain some useful information from the workshops organised.
6. Performance Coaching - At Sun Court Ltd, the employees can identify the various
opportunities. Improvement can be done in the performance and builds courage for
decision making.

Disadvantages-
1. Performance appraisal – In matching performance , sometimes employees at Sun
Court Ltd face difficulty with standard results and get disappointed.
2. Role playing – At Sun Court Ltd, they have to be reluctant with switching roles
and take wider responsibility (De Haas, 2010). Wider responsibilities come over
when roles are being switched as things are new and takes some time to be
understood.
3. Discussion - If the different groups will not actively participate in discussions,
it might result in wrong goals selection and then they have to suffer.
4. Induction – The picture inside the mind of the employee might not be same as
the actual scenario and that can lead to demotivation or frustration.
5. Workshops – If a less number of employees participate, it might result in loss of
the funds required to organise the workshop (Meredith, 2011).
6. Performance Coaching – Not in case of the Sun Court Ltd, but in some
organisations, there is inefficient and biased coaching which further results in
adverse effect on the improvement.
2.3 Systematic approach of planning Training and Development

Sun Court can go for a practical implementation of the systematic approach as they can first
investigate about all the training needs that are required in the company. Then for each need,
they can set some particular objectives for planning the whole training procedure. Then, the Sun
Court can by various means implement the training. After successful implementation, they can
evaluate the results whether the approach is going in a positive direction or not. While making
the analysis, they can review it themselves and make modifications where required.
As in the systematic approach to training, there are some aims which are discussed as under:
1. Identifying Training Needs : It helps in identifying the organisation's needs. In Sun
Court Ltd, this is done by analysing the skills, knowledge and behaviours and by
assessing the percentage of competence of dedicated workers to overcome the
requirements (De Haas, 2010).
2. Set Training Objectives : The head staff at The Sun Court Ltd itemize the task trainees
should do as a result of training.
3. Designing Training Strategy/ Plan training : To meet training needs, it is necessary to
plan a strategy and should decide the key learning points.

4. Implementing Training strategy : Dropping the training in practice comes under
implementing training strategy.
5. Validation : Internal/External : It includes establishment of quality and effectiveness of
training.
6. Review and Analyse : At last, Sun Court Ltd analyses the work done by the employees
and then reviews it.
TASK 3
3.1 An evaluation of training event
The most recognised method of evaluating the effectiveness of training programs is the
evaluation of training event. Evaluation of the four types of training events are discussed as
under :
1. Reaction – This level measures the reactions of trainees towards their training part. They
should feel that training is a valuable experience (De Haas, 2010). It is very important to
measure the reactions because it shows how well they had received the training. It
further helps in improving the training for future trainees as by including some new
important parts that were missing from the previous one.
2. Learning – At this level, how much the trainee has learned is being checked. Learning
can be measured in different ways (Guest, 2011). Instructors and training executives
make use of this level to check whether training objectives are being met or not.
3. Behaviour – It measures the percentage of how a person's behaviour remained in the
session of training. Behaviour of an employee can only change if conditions are
favourable . There is a change in behaviour as well as in confidence when a trainee
finishes the training period. But if a trainee's behaviour has not changed, that does not
mean that the trainee has not learned anything.
4. Results : At this level, analysis of the final results of the training are being done. It also
includes a lot of outcomes that Sun Court Ltd has determined for the good of employees
as well as for the company.

3.2 Carrying out an evaluation of a training event
First discussing the methodology of carrying out an evaluation of a training event, some
points need to be discuss (Meredith, 2011). The evaluation process is given below:
1. Standard set – Standard of output considers the human development factors, their
quality and their efficiency.
2. Measure the actual output – It measures that how good employees are able to apply
their learning in the working behaviour (De Haas, 2010).
3. Compare actual with expected – Here, expected output and the actual improvement are
compared to get that how good the event was in transferring the knowledge.
4. Correction required – If diversions are found from the expectation, corrective
precautions must be taken in the event.
5. Observe the progress – After all adaptations, the process is noticed to find all the flaws
that need to be replaced.
For carrying the evaluation of a training event, some core factors are to be considered.
Based on these factors, the training event will be evaluated in the following ways:
 Quality improvement : It is evaluated whether the quality of the product is improved or
not (De Haas, 2010). It does not actually matters whether the standard of the product is
being changed for well .
 Customer service : It deals with the fact that whether the customer service at Sun Court
Ltd , is improved or it has met the main goal of the company or not.
 Product efficiency : Its main focus is to bring more efficiency and motivation in a
workplace (Meredith, 2011). In the evaluation process, the change in productivity is
being measured.
 Change in sales : It tracks that how much change whether positive or negative is made
through the training program to the employee to identify the effect of the training
program.

3.3 Success of the evaluations methods used
The evaluation method was very beneficial for judging the accomplishment of the event.
The method compared the actual output with the expected one to discover the problematic areas
of the program. All the numerical changes in cost profit ratio were evaluated just to make sure
that the program will run smoothly in future with keeping in mind about the fulfilment of the
anticipation of employees and the organisation is done or not (De Haas, 2010). While the
operation trait of the employees was going on, the managers delivered their problems and
pinched activities of the visage circumstance that do it deliberately in their utilization process.
A prosperous operation technique i.e. the guidebook innovator critically evaluated all the
policies and stages that are claimed by HR managers. The model measured how the
contributors reacted to the training, what they have learned in the training, how much change
came in their behaviour and the overall results. In reaction level, it was very easy to compete
and it provides the whole information on specific parts of the training. In learning, it helped in
providing the opportunity to learner for demonstrating the learning transfer. In behaviour, it
provided an actual degree of change in behaviour on the job. In results, it demonstrated the
value of training in a economic value. So, by considering these factors, the model has been
employed.
CONCLUSION
Sun Court Ltd is a leading health care possessing a high impact on the UK economy.
The management at Sun Court Ltd brings different processes for a faster growth of the workers
which will further result in a faster growth of company too. These different processes help the
firm to stay and fight for the high competition in the market. It also helps in gaining loyalty of
customers and their satisfaction. There is also a systematic approach of planning Training and
Development which first identifies training needs, then set some training objectives how it all is
to be done, then plans about it, the strategies etc. after that implements those strategies, evaluate
results and finally analyses about it make reviews. The friendly environment at the Sun Court
Ltd helps the employees to keep stay calm, fresh and motivated. If the management provides
full support to them, they can work at their best performance level.

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ONLINE
Susan M.,2016. What is human resource development. [Online].Available
through:<https://www.thebalance.com/what-is-human-resource-development-hrd-
1918142>.[Accessed on 22th June 2017].