Evaluation of Training Initiatives in AUDI UK

The provided content highlights the importance of human resources and training in an organization, specifically AUDI. The report emphasizes that trained and skilled employees can lead to increased success and productivity. Moreover, it underscores the role of the UK government in promoting lifelong learning and training initiatives. The report also touches upon the competency movement and its impact on various sectors. Overall, it stresses the need for organizations like AUDI to focus on training and development to remain competitive in the market.

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 curve......................1
1.3 Contribution of learning style and theories at planning training event.......................2
2.1 Training needs for staff at different level in organisation...........................................2
2.2 Advantages and disadvantages of training methods...................................................3
2.3 Systematic approach to plan training and development event....................................4
3.1 Prepare an evaluation using suitable techniques.........................................................5
3.2 Evaluation of training event........................................................................................5
3.3 Success of evaluation method.....................................................................................6
4.1 Role of government in training, development and lifelong learning..........................6
4.2 Development of competency movement impact on different sectors.........................6
4.3 Contribution of training initiatives introduced by UK government towards HRD....7
CONCLUSION..........................................................................................................................7
REFERENCES...........................................................................................................................8

INTRODUCTION
Human resource plays an important role in the success of an organisation. Moreover,
their development is necessary for business entity to achieve its personal and organisational
goals. Human resource development helps in enhancing one's knowledge, skills and abilities
through providing training. This report depicts different learning styles that an organisation
needs to follow for enhancing the development of workforce. To enlighten the various tools
and methods of human resource development in this report, Audi has taken into
consideration. This company is facing the problem of overtime payment during its planning
event. This report emphasises the corrective tools and measures that can be taken by
organization in order to solve the current problem. Further, It defines about the various
techniques to carry out training evaluation.
TASK1
1.1 Different learning styles
Learning style refers to the theories and techniques that help a person to learn things.
Every person has a different way to grasp information. Broadly, there are three learning styles
that Audi can follow to improve the performance of its employees (Bernstein, 2014).
Activist: Under this style of learning, the learner takes actively participation in the
process of learning. It has an open minded approach of learning. It includes the methods of
role play, puzzles and competition.
Reflector: It describes about individuals who learn by observing other's way of
working. In the other words, it can be said that people learn by observing and thinking about
what has happened. It includes the techniques of paired discussions, observing activities,
coaching and interviews.
Theorist: In this style of learning, the learner gains the information by understanding
theories. Their emphasis is on analysing and synthesising the new information. It includes
models, stories, statistics and background information.
Pragmatist: They are the ones who are focused on implementing the abstract ideas
into real world. They work upon experiments, theories and finding new ideas. It includes case
studies, problem solving techniques and discussions. In accordance to this theory, individuals
improve their skills and abilities for the betterment of work (Pedler, 2011).
1 | P a g e

1.2 Role of Learning curve and importance of transferring learning curve
Learning curve is a curve that graphically represents the increment in knowledge and
skills with repetitive work. In the other words, it can be said that a curve used to study the
development of skills relating to a task. It is very important curve to identify the improvement
of individuals at the time of performing task. Sometimes it calculates the part of operations
in management. It is also known as efficiency and productivity curve. This curve defines the
issues regarding failure to meet goals of an organisation. This curve may be steeper or flatter
of an organisation. Flatter curve shows diminished growth where as steeper curve shows fast
growth. Learning curve of Audi is steeper that shows the fast growth in the improvement of
learning. It is a positive indication of a company that shows progress (McMichael, 2011).
Importance of transfer learning to workplace
Transfer learning is a situation in which learning of situation is applied in another
situation. It helps in increasing the speed of learning of an individual. This may be positive or
negative learning transfer. In positive transfer, previously learned and new skills are used to
perform a task. Whereas, negative transfer is a situation in which characteristics of movement
may not be similar.
1.3 Contribution of learning style and theories at planning training event
Learning styles helps in absorbing the information with the help of different methods.
It improves the way of working of an individual in an organisation. Learning theories defines
at the time of learning how information is taken. Management team of Audi should keep in
mind the qualifications of employees (Barbier, 2013). However, the selection of theories and
styles should be accordance with employees. Training improves the skills and abilities of an
individual in order to achieve organisational goals. For example- If an employee is good at
retain information through auditory model then the company should create discussion
sessions and debates. In turn, it increases the improvement in the work and will lead to
betterment. By following these methods, working efficiency can be get improved. That is
why, it is important for the planning committee of Audi to analyse the training needs and
patterns. Proper analysis of these can be helped in making inferences regarding for the
further events. By applying these theories and styles, organisation can find out the
necessities.
2.1 Training needs for staff at different level in organisation
Training provides an opportunity to expand knowledge of employees. It is a crucial
part for the development of organisational success. It is not compulsory to provide training to
2 | P a g e

employees who are working under the operational level (Budhwar and Debrah, 2013). But,
training is needed for every section of the organisation. If company wants to get better
performance from its employees, then training is important for all the levels. There are three
levels in which organisation is divided.
Top Level: This is the first level of management called top level / higher level. It
includes senior executives of an organisation such as Chief Executive Officer, Chief
Financial Officer and president. They are the most responsible employees of the company
and play crucial role in the decision making process. They are already skilled and
knowledgeable but for the betterment of work training is necessary. By conducting seminars
and conferences, they may get trained. They only need to update their knowledge which can
be done with conferences and seminars (Rondinelli, 2013).
Middle level: The second level of management is middle level management.
Executives working under this level are the mediator in between the top and lower level
management. They report to top management for communicating about the issues of lower
level management (Chand, n.d). They need to provide training by conducting workshops and
performance coaching.
Operational level: This is the third level of hierarchy of an organisation. It is very
important to provide training to them because they are not experienced but learners. They can
get training by on the job training, job mentoring and job rotation method.
2.2 Advantages and disadvantages of training methods
There are various training methods that can be considered by the managemnt of
comnpany at the time of providing training to employees (Bishop and Pagiola, 2012). These
methods may vary according to the needs of organisation. It helps to motivate the employee's
and prepare themselves to apply the taught learning. There are different methods of training
with advantages and disadvantages.
On the job training: This method allows an employee to learn at the time of
performing specific task. Employee performs the job and training at workplace only. It
includes the advantage of taking immediate feedback on given performance. Corrective
measures can be taken if any found. Disadvantage is related to the production of trainee that
can be slower down. Further, workflow can be interrupted because of this training.
Job Rotation: This method helps in getting knowkldge about the various jobs within
the duration of time. . In this method, employee rotates to perform different jobs within the
organisation. It makes an employee diversified to perform different jobs. Advantage of this
3 | P a g e

method is related to reduce border as well as increase the skills and knowledge.
Disadvantage is related to affect the workflow of employee in between performing different
jobs (Van Buren and et.al, 2011).
Job mentoring: Under this method, an experienced mentor is provided to monitor the
learning of trainee. Mentor guides the trainee to perform a task or an activity. This method
benefits the employee as well as the organisation too. Disadvantage is that it may limit the
scope of learning.
Seminar: In this method, people come together and make discussions on specific topic
and techniques in order to learn new things. This method is especially useful for senior
executives of the company since this method helps in expanding and updating knowledge of
senior managers. Advantage is as it is the best way of learning for those who do not like to
read. Disadvantage is it may increase the cost of food, hotel and others (Barney and et.al,
2011).
Conference: It is a good method to solve the problems and issues regarding the
specific task.
Advantage – It is great method to learn things at one time
Disadvantage – Sometimes, mentor may find difficulty to control a group of people.
2.3 Systematic approach to plan training and development event
Systematic approach of training is a process in which a training event is planned from
begins to end for fullfillng the company's need. In this stage, planning is done through using
the best available resources in order to conduct an event. In Audi, management of company
conducts this event to improve the performance of employees. Organisation may adopt these
steps to plan a training event.
Analysis: This is the first step of this approach in which trainer analyses the
performance, behaviour and interest of employee. This step would access the competence of
employee for job requirement. It also describes what the job and training needs of candidate
(Bray and et.al. 2012).
Design: This step involves the strategies to design a training event. Inputs are
gathered to meet the needs of training. Like what methodologies are about to use to match up
organisation needs with training purpose. Learning material is also provided to the members
of this event.
Development: This phase includes the material required for the training event. Hand
out, tests and slides can be used in the development stage.
4 | P a g e

Implementation: This is a crucial stage in which the implementation of predetermined
plan is done. This stage can be known as climax of the systematic approach. The event is
finally conducted or organised in this step.
Evaluation: Evaluation is done throughout the process of event. In each step,
effectiveness is measured by the controlling team. Management evaluates the training
programme to match up with organisation’s needs. It must be completed by testing
knowledge and skills after completion of training (Kakuma and et.al, 2011).
3.1 Prepare an evaluation using suitable techniques
An appropriate methodology should be used to eliminate gap between outcome and
modification. Evaluation helps the management to take action on the planned events. There
are some methods available for AUDI for the preparation of evaluating the plan.
Reaction: In this step of evaluation, measurement of employee's reaction is done. It
shows the feeling of trainee regarding the training event.
Learning: This is the second level of evaluation plan in which learning of employee
is measured. This step defines how much knowledge and skills have been learnt. List of
activities is prepared before conducting training session in order to match up with needs. It is
evaluated to know whether trainee has fulfilled the expectations of trainer or not. It is
important for trainer to gain its knowldge about the success of training. The evaluation can
be done by using the method of interview and observation (Unger and et.al, 2011).
Behaviour: In this step, behaviour of employee is analysed. It is used to analyse the
changes in the skills of trainees.
Results: Result is the best way to find out the improvement in employee's
performance. Actual and set standards are compared to evaluate performance. These
standards are set by preparing a list. With the help of this process, management can make
inferences regarding employee performance.
3.2 Evaluation of training event
After completion of training event, it is important for management to evaluate that
event . AUDI can take the help of various methods to evaluate event.
Interview: Management committee can evaluate the event by taking interview of
trainees. It is the best way of face to face communication. In this method, interviewer asks
questions regarding the happening of event. He or she can also be asked questions regarding
the learning of trainee (Grossman and Salas, 2011).
5 | P a g e

The standard approach: In this approach, questioner is distributed to the trainees. It
includes various question regarding the effcetiveness and usefulness oftraining event .
Feedback is also given to the trainee in this approach.
Return on investment: In this step, Investment amount on training event and the
return are measured.
Job impact: Under this step, impact of learning on the job performance is measured.
In the other words,it can be said that this step is used to determine the impact of learning on
job.
Observation: according to this method, all the steps of training should be monitored
by the management team throughout the whole process. They watch over the performance of
candidates. Committee members analyse the response of trainees and participation level in
event.
3.3 Success of evaluation method
Management of AUDI uses different methods to evaluate the training event. It helps
in measuring the employee performance after completion of training. Adoption of these
methods makes the process of evaluation more easy and clear. Interview of candidates was
taken through which pros and cons of event find out. Further, feedback method is used to
identify the satisfaction level of employees. Evalaution helps in improving the way of
working of trainee and boost up their morale. Company gets good return of investment as the
evaluation remained successful. Improvement in employee’s performance willbe benficial for
achiving the organisation goals. Even it leads to increase the goodwilland positive image of
company. Moreover, evaluting the performance of human resources is the only reason behind
the success of company (Salaberry, 2013).
4.1 Role of government in training, development and lifelong learning
Government performs an important role in the operations of an economy. In United
Kingdom, people come from different countries to earn livelihood by working. In turn,
government conducts various training and development programmes for new as well as
existing people. Government provides training at subsidised rate to economically poor
background people. It helps candidate to be a part of these programmes in order to learn new
things. They are focused on motivating people for the lifelong learning by conducting
campaigns. The committee of government try to enlighten the importance of lifelong
learning. Under training, brain storming and case studies sessions are conducted which help
6 | P a g e

individual to increase his/ her decision making power. Even to improve speaking skills,
group discussion and debates are organised (Bernstein, 2014).
4.2 Development of competency movement impact on different sectors
Competency movement is an approach of evaluating the work performance done by
the trainer at workplace. In United Kingdom, this technique is adopted by both sectors. There
are many popular firms in United Kingdom serve proper facilities and products to its
customers. Their aim is to provide quality of services to its new and potential customers as
AUDI is owned by public concern. Their main emphasis is on improving the practices of
human resource management. Even they are focused on producing quality and innovative
based products. Along with this, They are focused on building high standards and improving
performance day by day. To gain customers attraction, company always try to launch unique
products to serve best services. It increases the company's suitability, efficiency, effectiveness
and profitability in a long run.
4.3 Contribution of training initiatives introduced by UK government towards HRD
United Government has initiated different training programmes to bring growth and
opportunities in their economy. Government has already provided training to the candidates,
therefore, management does not need to render training at the time of hiring new candidates.
Government has introduced different polices like Young paid internship and women
leadership programme in order to ensure the development of human being (Naranjo-Valencia
and et.al., 2011).These programmes help in providing training to young interns and female
workers to learn working techniques. It helps an organisation to save money invested on
training and development of new employee. If the candidate are already skilled and
knowledgeable ,then organisation can directly distribute the important work to them.
CONCLUSION
Human resources are consideredas the important factors in performing the operations
of company. If they are trained and skilled, then chances of success of an organisation will
increase. Moreover, it is crucial to provide training to them for enhnecing their development
in an effcetive manner. This report enlightens the importance of providing training to human
resources of AUDI. This company is already in stable position, but to increase productivity
and profitability they need to focus on training. Further, organisation should focus on
different learning styles to promote training and development. This report also describes the
contribution of United Kingdom government to improve the productivity of human resource
7 | P a g e

in the company. To remain competitive in the market, organisation needs to look over
mentioned strategies.
8 | P a g e

REFERENCES
Books and Journal
Barbier, E. B., 2013. Economics, Natural-Resource Scarcity and Development (Routledge
Revivals): Conventional and Alternative Views. Routledge.
Barney, J. B. and et. al., 2011. The future of resource-based theory revitalization or decline?
Journal of management. 37(5). pp. 1299-1315.
Bernstein, N. A., 2014. Dexterity and its development. Psychology Press.
Bishop, J. and Pagiola, S., 2012. Selling forest environmental services: market-based
mechanisms for conservation and development. Taylor & Francis.
Bray, F. and et. al., 2012. Global cancer transitions according to the Human Development
Index (2008–2030): a population-based study. The lancet oncology. 13(8). pp. 790-
801.
Budhwar, P. S. and Debrah, Y. A., 2013. Human resource management in developing
countries. Routledge.
Grossman, R. and Salas, E., 2011. The transfer of training: what really matters. International
Journal of Training and Development. 15(2). pp. 103-120.
Kakuma, R. and et. al., 2011 . Human resources for mental health care: current situation and
strategies for action. The Lancet. 378(9803). pp. 1654-1663.
McMichael, P., 2011. Development and social change: A global perspective. Sage
Publications.
Naranjo-Valencia, J. C. and et. al., 2011. Innovation or imitation? The role of organizational
culture. Management Decision. 49(1). pp. 55-72.
Pedler, M., 2011. Action learning in practice. Gower Publishing, Ltd..
Rondinelli, D. A., 2013. Development projects as policy experiments: An adaptive approach
to development administration. Routledge.
Salaberry, M. R., 2013. A theoretical foundation for the development of pedagogical tasks in
computer mediated communication. Calico Journal. 14(1). pp. 5-34.
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.
Van Buren, H. J. and et. al., 2011. Strategic human resource management and the decline of
employee focus. Human Resource Management Review. 21(3). pp. 209-219.
Online
9 | P a g e

Chand, S., n.d. Human resource development: feature, scope and objectives. [Online].
Available through:< http://www.yourarticlelibrary.com/human-resource-
development/human-resource-development-features-scope-and-objectives/32371/>.
[Accessed on 29th Oct 2015].
10 | P a g e