Contemporary Training Initiatives for ABX Retail

The government plays a crucial role in improving human resources and skills of ABX Retail by providing contemporary training initiatives. These initiatives help employees detect the requirement for improving structural value, facilitate instant growth, status, and improvement in human nature. The UK government has implemented legislation such as the Employment and Training Act 1973 to support training and development of people in the UK.

HUMAN RESOURCE DEVELOPMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Different learning styles and their significance in training and development..................1
1.2 Role of learning curve and importance of transferring learning to the workplace...........2
1.3 Assessing the contribution of learning styles in planning and designing.........................3
TASK 2............................................................................................................................................4
2.1 Comparing training needs of staff at different levels in organization..............................4
2.2 Assessing the advantages and disadvantages of training methods...................................5
2.3 Systematic approach to plan training and development program....................................5
TASK 3..........................................................................................................................................10
3.1 Evaluation of Induction training program......................................................................10
3.2 Establishing suitable techniques for evaluation 2 Day Induction training program......10
3.3 Reviewing the success of the induction training program..............................................11
TASK 4..........................................................................................................................................12
4.1 The role of government in training, development and lifelong learning........................12
4.2 The development of the competency movement and its impact....................................12
4.3 Contemporary training initiatives introduced by UK Government................................13
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Human resource development is a part of human resource management which
specifically focuses on training and development of employees. Moreover, Human resource
development provides an opportunity to employees for training and development within the
organization, which is important to increase knowledge, abilities, education and skills of their
employees (Bakker, Demerouti and Verbeke, 2004). This report is based on a case scenario of
ABX retail; which is an international multi brand retailer and is recently planning to establish
business in UK. This report describes about practices of different learning theories and styles,
along with planning and designing of training and development. Further, it will emphasize on the
government led skills and development initiatives for employees working in the organization.
TASK 1
1.1 Different learning styles and their significance in training and development
Every Individual possesses different style of learning. There are three main learning
styles, such as, Visual, auditory, and kinesthetic (Hamel, 2008). All three learning styles contain
some common characteristics, which helps in identifying suitable learning method for ABX
Company’s employees. These are as follows, Visual: Visual learners learn by watching graphics, videos, demonstration or reading.
The employees who prefer visual learning style for training and development than
organization can arrange presentations, assignment logs and written notes for their
training. However, these techniques of training and development can be beneficial for
kinesthetic learner employees also. Auditory: These learners gather information by listening and speaking. Lecture style
forums, presenting information in a meeting or conference are various methods in
training and development of ABX retails employees (Le Deist and Winterton, 2005).
 Kinesthetic: Similarly, Kinesthetic learners learn through practical experience. ABX
retail management can organize field activities and provide them the opportunity to
perform a task so that they can gain practical experience, which can be helpful for their
future development needs.
Moreover, few more learning styles were developed by Honey and Mumford which is
based upon Kolb's theory of learning. They identified four different learning styles, that is,
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Activist, Theorist, Pragmatist and Reflector (Sun, Aryee and Law, 2007). Significance of these
learning styles on training and development is as follows, Activists: These learners involve themselves completely in a task to gain new experience.
Since ABX is organizing two days training and development program for their
employees, the organization can provide them with training through brain storming
process by giving them puzzles or questionnaires to solve. For these learners, group
discussions and debate can be the important part for training and development. Theorist: Theorist learners prefer to understand the theory behind the activity. These
learners want to gather deep knowledge of topic and think logically. Training through
Models, Background information and statistics can be significant for these employees. Pragmatist: Furthermore, Pragmatist learner understands the concept by practical as they
learn by applying their learning into their task (The Experiential Learning Cycle, 2015).
For Instance, ABX can provide training and development to employees by discussing
previous Case studies with employees.
 Reflector: Similar to theorist learners, reflector people can also learn by observing and
thinking about what happened. In this case, paired discussions, questionnaires, observing
activities and interviews can be the important part in training and development of
employees (Burke and Hutchins, 2007).
However, learning styles helps in determining the base of how an individual learns.
Learning styles are combination of social, economic and political drivers that affects major
changes in knowledge and capabilities. Learning styles helps to understand the individual that by
which method they can learn and enhance their skills better.
1.2 Role of learning curve and importance of transferring learning to the workplace
Learning curve is a graphical content of increased learning with experience. Learning
curve theory is an essential concept in the business. The concept of learning curve basically
states following points, such as,
 The time required to perform the same task will be less if a task is repeated.
 The amount of improvement decreases as per the increased production.
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Figure 1: Learning Curve
(Source: Sun, Aryee and Law, 2007)
Learning curve shows that over a time period there is an increased productivity in ABX
Retail. Learning curve is important in taking following decisions,
 Price decision which is based on estimated future costs.
 Workforce schedule based on future needs.
 Capital requirement prediction
 Set up of incentive structure
Importance of transferring learning to the workplace: Transferring learning to the workplace
at ABX retail can be measured in greater productivity of employees and it will help ABX
Company in achieving greater return on investments (Aguinis and Kraiger, 2009). Applying new
learning skills and behaviors at the workplace enhances employee’s knowledge and retention.
The ABX organization has applied various ways to provide training and development to their
employees which help them in getting skilled and knowledgeable workforce.
1.3 Assessing the contribution of learning styles in planning and designing
Different learning styles contribute in various ways in planning and designing the new
induction program at ABX retail. Learning styles is used as conceptional structure in discovering
objectives and requirements of employees in the organization (Bratton and Gold, 2012).
However, learning styles vary according to the learning capability and requirements of
employees in the organization. Thereby, before selecting the training program for the employees
of ABX Retail, the learning style and theory must be analyzed.
3

Learning Theories: The base of knowledge features learning theories, models and framework
that describes how people learn. Learning theories are as follows,
 Behaviorist Learning Theory: Behaviorism is a worldview that presumes a learner is
basically resistless, in responding to environmental things. The learner start as a clean
mindset and behavior is shaped by positive support or negative support. There are several
types of learning are there in behaviorism learning theory. The most basic form is
associative learning that is making new association between events in the environment.
 Cognitivist Theory: Furthermore, another learning theory is Congnitivist learning theory.
This theory focuses on the inner mental activities of the individual like- opening the dark
corner of human mind which is valuable and necessary for understanding how people
learn. Mental process such as thinking, knowing, problem solving, memory needs to be
explored for enhancing learning skills of the individual.
In globally changing time, employees have to face new challenges every day in structure
and value of ABX Retail (Dowling, Festing and Engle, 2008). The organization tries to select an
appropriate theory and learning style for its employee, by considering the factors of improvement
in scope of responsibility. Learning style and theories which is adopted by ABX retail is
concentrated on productivity which can further enhance the skills of the employees. . The Firm
needs to identify that which learning style will be preferred by their employees (Luthans,
Luthans and Luthans, 2004). Although selecting an individual’s learning style is usually tough as
well as it will become mixture of many types of understanding within the organization.
TASK 2
2.1 Comparing training needs of staff at different levels in organization
Training need analysis is concerned with addressing skill gap at the organizational level
and individual level and falls under the referral of learning and development. Training needs for
staff at different levels in ABX Retail is as follows,
Sales Assistants Store managers Regional managers
Training needs of sales
assistants include training for
improving their
communication skills to
Store managers in retail
organization must be able to
do planning, budgeting and
coordinating with sales
Moreover, Regional managers
carry lot of responsibilities of
maintaining business and
providing strategic vision to
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communicate effectively with
customers (Vörösmarty,
McIntyre and et. al. 2010).
Retail sales assistants use cash
registers, credit card machines,
bar code readers and pricing
label guns. Thereby, It is very
important to provide technical
training to sales assistants to
work effectively in their field.
They can be trained through
on the Job training,
Workshops, coaching, books
etc.
department, and hiring and
motivating sales team.
Thereby, effective training is
essential for store managers.
However, good
communication skills,
multitasking and working
under pressure qualities are
also important for this. These
skills can be enhanced by the
organization with the help of
workshops on the job training,
Books, case studies etc.
workforce. Thereby, training
courses and other off job
training designs can be
developed to formulate their
knowledge (Hatch and Dyer,
2004). Furthermore, practical
training for developing
technical skills and decision
making ability is also
important for the regional
managers at ABX
organization. So the company
should provide training
fulfilling these requirements.
2.2 Assessing the advantages and disadvantages of training methods
Training is an organized process by which people learn new thing and enhance their skills
for a definite purpose. Every organization provides training to their employees no matter what
are their qualification and skills by using various methods. ABX Retail conducts training
programs for their employees who are working at different roles and responsibilities (Armstrong
and Taylor, 2014). The advantages and disadvantages of training methods used in organization is
as follows,
Training method Advantage Disadvantage
Role playing Role playing in organization provide
employees an opportunity to practice
their skills which they use on the
regular basis.
Employee may feel nervous of
completely different role, which may
lead to performance degradation.
Workshops Through workshops employees can
be motivated and they can get
practical opportunity of skills to
It consumes organization's additional
cost. Success of these workshops
depends on how participants are
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enhance the performance level. receiving the message.
Job Mentoring Job mentoring provides employee an
experienced coach to supervise his
learning experience.
If employee is not progressing
quickly, then it will lead mentor in
Frustration.
Job Rotation Job rotation increase the job
satisfaction of the employees
because they are given the
opportunity to perform different
work tasks at organization.
Job rotation can sometimes
experience the employee resistance.
Because, experienced employee who
are comfortable with their job position
are unwilling to change the position.
2.3 Systematic approach to plan training and development program
The training program can be designed by considering Addie model, That consist of five
phases to plan and design the training event, such as, analysis, design, development,
implementation and evaluation. In the analysis firm can detailed the structure of training event
and design the every element of the training event. Furthermore, in training development each
and every stage of training event will be planned. However, As per this model the firm will
analyze the need of induction program and design the induction training program such as, date,
duration and training process. Further the development of induction program is carried out by
informing and selecting participants who need training. After all these implementations and
evaluation of training program is measured by assessing the success of this training program.
ABX Retail's systematic approach to training and development for 2 days training program is as
follows,
Course Title: [Induction Program]
Participants: [Names, Contact numbers plus total number of participants]
Lead tutor: [Name]
Other Tutors: [Names]
Duration of event:
2 Days
Venue:
ABX Training Center
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Accommodation arrangements:
Tutor will be stay at Hotel nearby to ABX training Center.
Food: Arrangement of Breakfast and Lunch.
Breakfast – Sandwiches And toasts with Tea/Coffee
Lunch – Rice, Grilled Paneer, Salad and Nan
Tea/Coffee arrangements:
Tea/ Coffee are arranged two Times. It will be with breakfast and after lunch.
Certification [if any]:
Others: [Details, including guest speakers, tour guides, specific resources etc.]
Pre-course activities:
Employees will be provided tour of all departments with introduction to each department and
their team member.
Materials to send to participants:
Induction Welcome pack (CD/DVD) with all relevant information and highlighted points of 2
days induction program.
Day 1
Time Activity Resources [Smart
board, DVD Player,
Video-link etc.
Lead Tutor
0930-1100 Introduction About the
company
Introduction will be
provided through
video link on
projector.
1100-1130 Breakfast
1130-1300 Brief introduction Introduction of
7

about overall training
program.
training program will
be provided on Smart
board.
1300-1400 Lunch
1400-1530 General training to
Sales Assistants
relating to
organizations values,
philosophy and
structure. For instance,
Retail sales assistants
use cash registers,
credit card machines,
and bar code readers
as well pricing label
guns etc. thereby, they
need to develop their
technical skills.
Induction trainer will
deliver the induction
according to preferred
learning style of
employees.
1530-1600 Tea/ Coffee break
1600-1730 Job training related to
roles and
responsibilities, which
they are going to
perform.
Induction Tutor will
provide training
through video Links.
Day 2
Time Activity Resources
[Smartboard, DVD
Lead Tutor
8

Player, Video-link etc.
0930-1100 General training to
Store managers which
is related to
organizations values,
philosophy and
structure along with
mandatory training
related to health and
safety and other
important legal areas.
Induction trainer or
department head will
provide the training on
smart board.
1100-1130 Breakfast
1130-1300 Regional managers
will be provided
specific training which
will help in achieving
organizational goal.
The tutor will discuss
their strengths and
development
aspirations which can
be helpful in
organization's success.
Senior officers of
ABX retail and
resource persons will
provide training to
regional managers on
video link with the
help of projector.
1300-1400 Lunch
1400-1530 Combined training to
all departments with
information of health
safety and other legal
areas.
Through DVD Player
and presentations.
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1530-1600 Tea/Coffee break
1600-1730 Training Evaluation
will be conducted by
tutor including,
general feedback about
the quality and
response to the
training program and
confirmation of
understanding.
By asking random
questionnaires
Post-course activities:
Post course activities will include feedback from all departments and their future training needs.
Future contact with participants [any arrangement for mentoring and/or on-going support]:
To record contact of participants the organization can fill up forms with future training needs.
Course budget: [details, including cost per candidate]
Development costs: [Trainer's time, external certification, rental of training facility, materials
and equipment, refreshments etc.
Indirect costs: [Trainer's preparation and administrative support]
Participant replacement costs: [calculate using a day rate]
Evaluation costs: [evaluator's time and materials]
Course approved by: CEO of ABX Retail
Comments:
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TASK 3
3.1 Evaluation of Induction training program
Induction training program is a training provided by the firm to its employees to help in
adjusting with their new job and work. Moreover, to help employees to become familiar with the
organizational environment. Evaluation of induction training program will be as follows, Reaction and planned action: There are many ways to evaluate training program,
evaluation always starts from measuring participant’s reaction to the training. In this
measurement, ABX Retail organization can determine participant’s satisfaction level with
the program as well as with strengths and weaknesses of the program (Knowles, Holton
III and Swanson, 2014). As per participant's reaction the organization can plan for future
training requirements. Learning: Learning evaluation is the measurement of participants increased skills,
knowledge and attitude changes. To evaluate learning, ABX Retail can use assessments
or tests after training. Behavior on the job: Furthermore, evaluating participant’s behavior is stage of learning
applied on the job roles and responsibilities (Meredith Belbin, 2011). Organization can
observe employees to assess their behavior on job. Business results: The ABX Retail can evaluate result of effects of training program on
business. By measuring every department’s profitability. The benefits of training event
can be result in increased profitability and sales of the organization.
 Return on investments: By measuring performance of participants and profitability of
organization, it can provide an idea of return on investment. The firms can overview the
expenditure over employees and training event and profitability of the organization after
training event. The return on invested money can evaluate the success of training event.
3.2 Establishing suitable techniques for evaluation 2 Day Induction training program
Following are the suitable techniques for evaluating 2 day Induction training program,
such as, Reaction: This level of evaluation measures how participants reacted to the Induction
training program at ABX Retail. Apparently, organization wants participants to
understand the value of training. It is very essential to measure participant’s reaction
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because it will help the organization to understand that training provided to their
employees was received and it will help them in improving their skills and knowledge
about work (Bratton and Gold, 2012). These reactions can be measured immediately by
taking feedback from participants, post training surveys and questionnaires can also
explain the reactions of the participants. These reactions can be measured immediately by
using tools such as, taking feedback from participants, post training surveys and
questionnaires can also explain the reactions of participants. Learning: Moreover, in level 2 of evaluation method the ABX retail can measure
participant learning in induction training program. It is essential to know that what
participant had learned through the training event. To evaluate participant’s learning,
organization can assess them, take their tests, and take participant’s interviews. Behavior: Further, in this level the organization will evaluate participant’s behavior after
induction training program. Specifically, this behavior will measure how participants are
applying information which is provided to them. It is very important to evaluate the
behavior of participants because it usually changes with conditions (Dowling, Festing and
Engle, 2008). This behavior can be measured by observing and interviewing the
participants. Similarly, by measuring how this change in behavior is affecting their
performance in the organization.
 Results: After all these level of evaluation, measuring the final result of Induction
training can be time consuming or costly (Bratton and Gold, 2012). The outcomes and
benefits of training can result as increased employee retention, increased production, and
high morale in employees, increased sales and customer satisfaction etc.
3.3 Reviewing the success of the induction training program
After implementing the Induction training program in ABX Retail the success of
induction training program can be reviewed in following training outcomes, such as: Reaction and planned action: The success of induction training program can be
reviewed by employee’s measuring employee's reaction the job. This method will help in
examining the effectiveness of training event. Thereby, organization arranges the
Induction training program which helped its various departments in improving the
performance. With the help of high performing employees, organization can achieve its
objectives.
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 Learning: ABX Retail can review the success of Induction training program by
reviewing the learning of employees. The Main benefit of induction training program is
that employees achieve better performance standards (Sun, Aryee and Law, 2007). In
training program, organization developed employee’s communication skills, technical
skills and presentations skill which helped their employees in providing quality service to
ABX Retails customers.
 Business results: Customer satisfaction is very important in a Retail chain to maintain
the business. Through the seeing the business results such as increased sales and
profitability can help in knowing the success of training event. With the help of training
and development program of ABX Retail the employee learned many new techniques and
styles to improve their performance which assisted the organization in reducing customer
churn and increased lifetime value in customer’s mind (Hamel, 2008).
The method of performance improvement of employees for reviewing the success of
induction program is beneficial. Because this method measures individual employee's
performance. Through this organization can achieve its short term and long term goals easily.
However, the another method of improvement in quality is also effective in reviewing the
success of evaluation program but it cannot be measured immediate it can be measured in firms
productivity and profitability.
TASK 4
4.1 The role of government in training, development and lifelong learning
UK Government plays crucial role in training, development and lifelong learning of
employees. The government makes such legislation to improve skills and knowledge of
employed people. ABX Retail is the largest retail chain internationally and it is entering in UK
market also which will benefit economy of UK Government. Thereby, development of skills,
knowledge and ability in ABX Retail's employees will provide more benefit to UK government.
The government has provided affiliation to the institutes which provide diploma in short term
and long term training programs. Moreover, the government of UK has implemented various
policies and regulation for training and development of people.
However, UK government has made employment and training act 1973 for encouraging
training, development and lifelong learning of employees (Bakker, Demerouti and Verbeke,
13

2004). This act was established by public authorities who are concerned with arranging for
person to acquire employment and with arranging training for unemployed, underemployed and
disadvantaged individuals. The government tried to generate self motivated learning by making
such legislation for people. Government is emphasizing on the importance of training and
development programs as they aim to remove hurdles of employability for those who have very
few opportunities to develop their knowledge and skills.
4.2 The development of the competency movement and its impact
The competency movement is a set of characterized behaviors that provide a composition
guidance to enable the identification of workforce. It is the capability of individual to perform a
job. The changing global economy has presented various other organizations to ensure about the
efficiency gap with their organization. Private organizations are investing more money on their
employees training and development than public organizations to improve their workforce's
performance and achieve competitive advantage (Armstrong and Taylor, 2014). Developing
competency increases the ability in person to perform a job better. It is a set of behaviors that
provide a structured guide which enables the identification, evaluation and development of
employee’s behavior in achieving organization's goal. These competency movements in ABX
Retail will increase employee's efficiency. Furthermore, in Competency with public
organization, ABX Retail is designing training programs to provide the best quality human
resource which will train its employees to serve customers in a best way. The organizations
maintain professional and friendly environment to encourage employees to make efforts with
high competency and sincerity (Meredith Belbin, 2011). Moreover, public organizations are
involved strongly in improving their human resource to increase efficiency in their workforce.
Moreover, these competency movements benefited ABX Retail in increased profitability, high
quality customer support and improved employees’ performance.
4.3 Contemporary training initiatives introduced by UK Government
Contemporary training initiatives by UK government are beneficial for improving human
resource and skills of the ABX Retail. With the help of these initiatives, employees can detect
the requirement for improving structural value of organization. Instant growth, status and
improvement in human nature were facilitated by this contemporary learning (Aguinis and
Kraiger, 2009). The workforce of ABX Retail regulates their subscription and commonwealth to
match up with the determination of the equal intellectual group. These contemporary training
14

initiatives help in development of employees (Hamel, 2008). For ABX Retail, this Induction
training event is extremely important for further advancement and producing aggressive result in
the new market. Moreover, The government of UK has implemented some legislation such as
Employment and training act 1973 for training and development of people in UK. This
contemporary training will support employees to rapidly adjust in changing market conditions.
The government of UK is improving the quality of education available for young people at
schools by reforming the qualification and curriculum for young people and increasing the
quality of state funded schools in UK by increasing the number of free schools and academies.
Furthermore, UK government is supporting young people to study beyond the age of 16 and also
government make sure that young people are receiving career advice from the government
officials that can bring opportunities of growth in front of them.
CONCLUSION
Human resource development is a huge field of training and development which is
provided by the organization to employees by various methods. It gives employees an
opportunity to develop their knowledge, skills and their ability to perform better in the
organization. There are many employees who come in the company with basic skills and
knowledge. Human resource development arranges on the job training and development
programs to enhance their knowledge. This report describes various learning styles and their
benefits for improving employee’s performance.
15

REFERENCES
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predict burnout and performance. Human resource management. 43(1). pp. 83-104.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Burke, L. A. and Hutchins, H. M., 2007. Training transfer: An integrative literature review.
Human resource development review. 6(3). pp. 263-296.
Dowling, P., Festing, M. and Engle, A. D., 2008. International human resource management:
Managing people in a multinational context. Cengage Learning.
Hamel, G., 2008. The future of management. Human Resource Management International
Digest. 16(6).
Hatch, N. W. and Dyer, J. H., 2004. Human capital and learning as a source of sustainable
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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.
Le Deist, F. D. and Winterton, J., 2005. What is competence?. Human resource development
international. 8(1). pp. 27-46.
Luthans, F., Luthans, K. W. and Luthans, B. C., 2004. Positive psychological capital: Beyond
human and social capital. Business horizons. 47(1). pp. 45-50.
Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest. 19(3).
Sun, L. Y., Aryee, S. and Law, K. S., 2007. High-performance human resource practices,
citizenship behavior, and organizational performance: A relational perspective. Academy
of Management Journal. 50(3). pp. 558-577.
Vörösmarty, C. J., McIntyre, P. B. and et. al., 2010. Global threats to human water security and
river biodiversity. Nature. 467(7315). pp. 555-561.
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The Experiential Learning Cycle. 2015. [Online]. Available through:
<http://www.learningandteaching.info/learning/experience.htm./> [Accessed on 4th
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