Human Resource Development Strategies

This assignment delves into the realm of Human Resource Development (HRD) by examining prominent learning theories. It encourages a critical understanding of Kolb's experiential learning theory, Honey and Mumford's learning styles, and VARK (Visual, Auditory, Read/Write, Kinesthetic) theory. The purpose is to explore how these frameworks can inform the design and implementation of effective training and development strategies within organizations.

HUMAN
RESOURCE
DEVELOPMENT
1

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................5
TASK 1............................................................................................................................................5
1.1 Comparing different learning styles and their significance in training and development.....5
1.2 Role of learning curve and importance of transferring learning to the workplace at ABX ..6
1.3 Contribution of learning styles and theories in planning and designing induction program
at ABX.........................................................................................................................................8
TASK 2............................................................................................................................................9
2.1 Comparing the training needs for staff at various levels in an organization. .......................9
2.2 Assessing the advantage and disadvantages of proposed training methods to be used at
ABX ..........................................................................................................................................10
2.3, D2 Using a systematic approach and planning training and development session for two
days............................................................................................................................................11
TASK 3..........................................................................................................................................12
3.1, M3 Preparing an evaluation of induction program using suitable techniques ...................12
3.2 Evaluation of the 2 days induction training event using appropriate techniques ...............13
3.3 Reviewing the success of induction program......................................................................14
TASK 4..........................................................................................................................................14
4.1, M3 Role of government in training and development and lifelong learning .....................14
4.2 Impact of development of competency movement on public and private sector ...............14
4.3 Contribution of training initiatives taken by UK government in human resource
development of an organization.................................................................................................15
CONCLUSION .............................................................................................................................15
REFERENCES .............................................................................................................................16
Books and Journals ...................................................................................................................16
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HUMAN
RESOURCE
DEVELOPMENT
3

TABLE OF CONTENTS
Introduction......................................................................................................................................3
4

INTRODUCTION
Human resources are the lifeblood for the organization that determines its long term
success and sustainability in the present dynamic market. Human resource development is
effective procedure which helps the company in adding value to business by improving skills and
competencies of its employees. In this respect, management adopts various measures like,
training and development, coaching, group discussions, seminars etc. to develop skill in their
employees (Holland and Pyman, 2006.) . In this report, different aspects of human resource
development will be studied in the context of ABX Company. It is a global multiband retailer
intending to enter in UK and Ireland market with the help of its 250 stores. In this report,
different learning style and their importance in training and development of employees will be
studied. Further, role of learning curve within ABX will be studied. Thereafter, induction
program will be prepared by using suitable techniques.
TASK 1
1.1 Comparing different learning styles and their significance in training and development
In order to improvise the skills of human, management of ABX can take assistance of
training and development program (Khan and Sheikh, 2012).. For this aspect, learning need and
style of individual can be identified which can be further used to provide appropriate training and
development. Further, there are different learning styles that can be considered by the
management of ABX and their comparison is as follows:
Kolb Learning style Honey and Mumford
As per this model, there are four approaches
for learning, concrete experience, abstract
conceptualization, reflective observation and
active experimentation.
According to this model, there are five stages of
learning, gaining knowledge, analyzing and
concluding it then preparing for the forthcoming
experience.
This model classified the learners into 4
categories, accommodator, converger,
diverger and assimilator.
There are four different learning styles as per
this model which is activist, reflector, theorist
and pragmatist (Koskela and Palukka, 2011).
The learning style of aforementioned learners The learning needs of identified learner can be
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can be like,
Accommodator: Believe in practical
knowledge
Converger: Learn from the theories developed
by others (Wilson, 2005).
Diverger: the individual is creative and is
good in discussions
Assimilator: Sound in developing theories
fulfilled by them through following ways:
Activist: They can learn by gaining experience
and by doing new things.
Reflectors: They gain knowledge from
experiences of others like, superiors, scholars
etc
Theorist: These learner improve their
knowledge by understanding theories that
initiates certain actions (Schmeck, 2013).
Pragmatist: Such type of learners believes in
implementing the gained knowledge into
practice in the world.
1.2 Role of learning curve and importance of transferring learning to the workplace at ABX
Learning curve is pictorial representation that depicts progress in learning with gaining
experience. The learning curve is applied through key methods like, doing repetitive task or
learning new aspects over a certain period of time (Jain, 2005). The constant improvement in
learning and experience leads to improved efficiency of human resources of company that result
into increasing productivity of ABX. Further, improved efficiency also help in minimizing
overall production cost as faulty rate will be reduced. Therefore, more qualitative and less
defective products will be manufactured by company. In order to ensure progress in learning
curve, executives of ABX should pay more consideration on training and development programs
to enhance efficiency of its executives.
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From the above diagram it can be identified that there is a direct link between learning
and experience. With the up gradation in learning, the experience of individual will be improved
leading to higher career growth of employees of ABX. Learning also assists the individual in
performing assigned task in a better way. Therefore, for ensuring learning among employees,
ABX can stimulate them for self learning approach by reading theories, books, vast amount of
literature, participating in brain storming sessions etc (Holland and Pyman, 2006). Further,
apprenticeship program, vocational training and development session can be organized.
Therefore, individual can gain knowledge on different aspects which can be implemented
practically in business. For instance, brain storming sessions will help in evolving creative
marketing ideas that can be used by ABX to increase sales in its retail stores. Hence, learning
through training sessions will continuously improve skills of individual that will enhance its
efficiency which is advantageous to business in different ways like reduced waste, increased
production, creative ideas, improved performance of employee etc (Smith and Smith, 2007).
1.3 Contribution of learning styles and theories in planning and designing induction program at
ABX
In order to design an effective induction program at ABX, manager can consider different
learning styles and theories. They further provide a direction to employee so that skills of
employee can be enhanced by using its learning need. Therefore, it is important for the
management to understand link between individual behavior and learning style. Further,
manager can consider VARK learning model in which there are four key learning style preferred
by an individual, visual, auditory, reading and kinesthetic (Jain, 2005). As per this model, the
visual learner are those individuals who prefer to learn through visual aids like, presentation,
training videos, graphs, charts etc. On the contrast, auditory learner prefers to build knowledge
by hearing aids like, motivational speech, seminars, group discussions and lectures. Thereafter,
certain individuals use their reading skills to upgrade their knowledge. Therefore, they read
theories, books and journals etc. Further, kinesthetic learners are the one that prefer learning
through practical experience. Therefore, such learners enhance their knowledge by body
mapping, solving case study, role playing etc (Nikandrou, Brinia and Bereri, 2009). Considering
this approach, manager can classify its personnel in different teams and provide them training as
per their style. This will help the management in recovering the cost incurred in training and

development session because individual will show more interest as learning are improved as per
its preferred approach.
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TASK 2
2.1 Comparing the training needs for staff at various levels in an organization.
In order to ensure effectiveness of training and development program within overall
organizational, manager can provide learning session at various levels. However, different
individuals have different learning needs as per the nature of the work performed by it. The need
assessment will help the manager in identifying training requirements of individual which must
be fulfilled in training and development session (Werner and DeSimone, 2011). In this respect,
the needs of staff at different levels are explained as follows:
Top level Middle level Lower level
This level is responsible for
taking major strategic decision
based on long term objective,
vision and mission of ABX
(Schmeck, 2013).
The executives at this level,
like regional manager are
responsible for managing
different stores and their
human assets in particular
location.
It refers to employees at
operational level responsible
for supervising workers. This
level consider sales assistant
which help in attaining the
target sales of ABX.
They need training for
improving soft skills like,
corporate communication,
leading and motivating as
these abilities help them in
inspiring organization
members to attain goals of
company.
Training should be provided to
develop the leadership and
skills of regional manager
(Pedler, 2011).
They need training for
improving time management
skills in order to achieve sales
targets (Swanson and Holton,
2001). Training for developing
communication and
interpersonal skills.
Training to improvise their
critical thinking and strategic
decision making.
Regional and store manager
will help company in
expanding in UK and Ireland
market through 250 stores in 3
years. Therefore, its time
management skill must be
The need learning sessions for
managing conflict and solving
issues.
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improved.
They need training and
development sessions that will
help them in developing
effective business strategy like,
expansion and development
plan in UK market (Yazici,
2005).
The performance reviewing
skills of regional manager
must be improved as he is
responsible for assessing the
performance of multiple
branches.
The technical skills of middle
level staff must be improved
(Mankin, 2009).
2.2 Assessing the advantage and disadvantages of proposed training methods to be used at ABX
The proposed training methods will result into different advantage and disadvantages for
organization. For instance, training for developing effective business plan will help ABX in
devising effective strategy that will guide management in expanding in market of UK and Ireland
(Bakker and Demerouti, 2008). Further, time management skills of managers will be improved
through training. This will further help company in expanding in target markets within the
desired time frame of 3 years. Further, training for building communication and interpersonal
skills of sales executives will help in boosting the sales and developing lost lasting terms with
customers. This will benefit ABX in terms of loyal and repetitive customers. Apart from this,
different off and on the job training and development sessions are organized by company.
However, they have different advantage and disadvantages which are explained as follows:
TRAINING METHODS ADVANTAGE DISADVANTAGE
On the Job
Position Rotation It help in building knowledge of
individual about different job
position therefore, one can identify
its interest (Etzkowitz and Klofsten,
2005).
Time consuming approach as
employees are shifted and
provided training about new
job post.
Apprenticeship This training help in building It is costly approach
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employability skills of an
individual.
Off-the-Job
Vestibule training The individual can focus on
training and not mistake. Therefore
he/she can learn from trial and error
process (Fenical and Jensen, 2006).
It very costly method as it
duplicate
Conferences There is large number of
participation which leads to
optimum utilization of resources.
Problem is faced in managing
large number of trainees.
2.3, D2 Using a systematic approach and planning training and development session for two days
Systematic approach will help trainer of ABX in furnishing training and development
sessions as per the need of trainee. With the proper training, employees can perform beyond their
potential and help in attaining the overall goals of company. The systematic approach will
involve following steps:
 Analyze: It is initial stage that help management in assessing the training needs of
employees. Further, new hires must be informed about the job roles, vision, mission and
long term objectives of ABX.
 Design: It is the next step after determining the training needs of individual. Therefore,
training plan is designed in effective manner to meet the customized requirement of
individual (Bates, 2002). For instance, individual able to attend training session on
particular day can be trained later through video of previous session etc. Further, learning
style of members of development session can be considered while providing training.
Also, cost is assigned to training program so that it does not exceed the benefit received
from it.
 Development: Here, the substantial used for grooming the individual can be printed and
supplied to members so they can be preserved by them in future. In this respect,
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handouts, results of test conducted in training sessions, videos and power point
presentations etc should be provided to members.
 Implementation: It is important steps that assure the success of program in real terms;
training is actually delivered. It is nothing but combination of all the aforementioned
steps (Wilson, 2005).
 Evaluation: It is the concluding steps of training and development program, where actual
results are matched with the expected one. It further assist in ensuring the success or
failure of the program. In this respect, effectiveness of training program can be evaluated
by reviewing the performance of human resources or taking reviews of members etc
(Koskela and Palukka, 2011).
On the basis of aforementioned step, following program for 2 days has been designed by
management of ABX
No of days 9.00- 10 Am 10- 12 PM 12:00:00 1.30-2.30 2.30-4.30 PM
Day 1 Information
about new
market, vision
of company
etc
Training to
improve
language
communicatio
n skills
LUNCH Training for
leadership and
managerial
skills (Only
for store and
regional
manager)
Training to
improve
technical skills
with
knowledge of
new marketing
techniques
( For
operational
level)
Day 2 Time
management
training
Data
management
training
LUNCH Training to
build
interpersonal
skills (Sales
executives,
front desk
employees)
Store
Employee
management
training (store
and regional
managers)
TASK 3
3.1, M3 Preparing an evaluation of induction program using suitable techniques
In order to check the progress of aforementioned training plan, evaluation should be done
by the management of ABX. This will further help in identifying the loopholes in program on
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time so they can be avoided in future. Therefore, evaluation program will help in measuring the
effectiveness of learning session and its benefits to both employees and organization. However,
evaluation can be done by two ways, during the program or after it. In this respect, trainer can
ask cross questions during the training session to determine whether the learner is learning what
is delivered in session or not (Schmeck, 2013). On the contrary, post evaluation refers to aspects
like, taking review of members, feedback after training session. Further, post session is period
where the acquired learning is implemented practically by newly appointed employees within
ABX. Therefore, major consideration must be provided on it. For this aspect, following method
can be considered: Performance evaluation: In this method , performance of trained employees is evaluated
after specified time period and compared with performance prior to training. The
improved performance of individual is appreciated and appraised. For this aspect, Human
resource executive can collect performance report of individual from supervisor of
worker. Also, 360 degree analysis can be used which involve taking feedback and review
from superiors, co workers, juniors etc (Werner and DeSimone, 2011).
 Observation: The work of trained employee is observed keenly after training and
development session by the immediate superior. This help supervisor in evaluating the
effectiveness of trained employee while implementing learned knowledge practically in
ABX (Koskela and Palukka, 2011).
3.2 Evaluation of the 2 days induction training event using appropriate techniques
From the post and during the training evaluation methods the effectiveness of training
and development session to new employees can be identified. Further, overview of development
materials identified during systematic approach can be done. Therefore, the results of test
conducted in training sessions can be evaluated. On the basis of it, need for training and
development session in future can be identified (Koskela and Palukka, 2011). For instance, one
of the new employee face problem of low confidence therefore, in future he can be asked to give
presentation that will develop its morale. Furthermore, qualitative and qualitative methods can be
used to evaluate the performance of new employee. For understanding the qualitative
performance, feedback can be taken from immediate supervisor. In addition to this, number of
customer complaints regarding new employee can be considered. Thereafter, for quantitative
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evaluation, change in sales figures or profit can be considered. In addition to this, return on
investment can be used which help in comparing the investment in training session with the
gained benefit in terms of improved sales, satisfaction level of customers and proficiency. This
will further help the manger of ABX in determining the effectiveness of training and
development program based on which modification will be done in future (Khan and Sheikh,
2012)..
3.3 Reviewing the success of induction program
By reviewing the success of training and development program, loopholes in the entire
program can be identified. The sales figure of company are improved which means that
employees are providing good service to customers. Considering the ROI method, it has been
identified that cost of training and development program increased with 2 % as compared to the
benefit received from it (Nikandrou, Brinia and Bereri, 2009). Therefore, proper steps should be
taken by manager should devise a budget for training program and strictly follow it. However,
ROI is ineffective to some extent as it gives major consideration to sales and profit and neglects
the qualitative and quantitative performance of individual.
TASK 4
4.1, M3 Role of government in training and development and lifelong learning
Government plays a significant role in encouraging training and development sessions in
various organization. These programs further help in enhancing the employability skills of
individuals which further reduces the unemployment level of country. Therefore, different
training and development programs are organized or financed by government. These programs
are attended by large number of individual therefore, it help in generating skilled and good
quality human resources (Yazici, 2005). The advanced training program are organized by
government so that members can meet the benchmarks of service industry. By hiring the
attendants of such program, ABX can get superior quality personnel which will help company in
expanding in new market.
4.2 Impact of development of competency movement on public and private sector
The development of competency movement will help in determining the specific skills of
individual that help in particular job or task. It is procedure where trainer works closely with
trainee in order to match their skills with the set benchmarks. Therefore, it plays an important
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role in both public and private sector. It further help both organization in determining how far
employees meet the industry standards. For instance, service employees should be cordial and
sound in developing interpersonal relationship (Mankin, 2009). Thereafter, with the help of
competency movement, company can ascertain the future learning needs of individual. Also, the
contribution of human resources in overall attainment of goals of ABX.
4.3 Contribution of training initiatives taken by UK government in human resource development
of an organization
There are large number of initiatives taken by UK government to ensure skilled and
superior quality human resources. In this respect, contemporary learning was introduced by
government to build vocational skills of individuals (Bakker and Demerouti, 2008). The
attendant of such training programs are provided certificate which help in getting them good job
in public and private sector. Likewise, train to gain is another program introduced by UK
government to add value to human resources. This program provide E-commerce, food safety
supervisor certificate to attendants. Further, another apprenticeship program like, new generation
of professional of business is initiated by government. The objective of this program is to
develop practical skills specifically to local citizens. Thereafter, to encourage literacy among
individuals a effective program skill for life is introduced. This program help in building the
knowledge of individual regrading ESOL language and improvise the ability of individual in
applying numerical concept.
CONCLUSION
From the above report, it can be concluded that, human resources are the key assets for
the organization that help in attaining the overall goals of business. With the help of proper
training and development program value can be added to human assets. The government also
support training initiatives by introducing campaign like, contemporary learning, train to gain
etc. In order to train employees of ABX, human resource manager can consider use Kolb
learning, Honey and Mumford and Vark theories.
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REFERENCES
Books and Journals
Holland, P. and Pyman, A., 2006. Corporate universities: a catalyst for strategic human resource
development?. Journal of European Industrial Training. 30(1). pp.19–31.
Jain, P., 2005. Strategic human resource development in public libraries in Botswana. Library
Management. 26(6/7). pp.336–350.
Khan, B. M. and Sheikh, N. N., 2012. Human resource development, motivation and Islam.
Journal of Management Development. 31(10). pp.1021–1034.
Koskela, I. and Palukka, H., 2011. Trainer interventions as instructional strategies in air traffic
control training. Journal of Workplace Learning. 23(5). pp.293–314.
Mankin, D., 2009. Human Resource Development. OUP Oxford.
Nikandrou, I., Brinia, V. and Bereri, E., 2009. Trainee perceptions of training transfer: an
empirical analysis. Journal of European Industrial Training. 33(3). pp.255–270.
Pedler, M., 2011. Action learning in practice. Gower Publishing, Ltd.
Schmeck, R. R., 2013. Learning strategies and learning styles. Springer Science & Business
Media.
Smith, A. and Smith, E., 2007. The role of training in the development of human resource
management in Australian organisations. Human Resource Development
International. 10(3). pp. 263-279.
Swanson, A. R. and Holton, F. E., 2001. Foundations of Human Resource Development. Berrett-
Koehler Publishers.
Werner, J. and DeSimone, R., 2011. Human Resource Development. Cengage Learning.
Wilson, P. J., 2005. Human Resource Development: Learning & Training for Individuals &
Organizations. Kogan Page Publishers.
Yazici, H. J., 2005. A study of collaborative learning style and team learning performance,
Education + Training. 47(3). pp. 216–229.
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Online
Bates, A. R., 2002. HUMAN RESOURCE DEVELOPMENT OBJECTIVES. [Online].
<http://www.eolss.net/Sample-Chapters/c11/E1-10-02-02.pdf>. [Accessed on 22
February 2016].
Heathfield, M. S., 2015. What Is Human Resource Development (HRD)? [Online]. Available
through <http://humanresources.about.com/od/glossaryh/f/hr_development.htm>.
[Accessed on 22 February, 2016].
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