Human Resource Development and Management

The provided document explores the concept of human resource development (HRD) and its significance in organizations. It delves into the Kirkpatrick model of evaluation, which is used to assess changes in individual behavior. The document also references relevant books and journals that discuss HRM theory and practice, as well as online resources like The Balance.

Human Resource
Development

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Comparison between different learning styles.................................................................1
1.2 Role of the learning curve and the importance of transferring learning to the workplace2
1.3 Contribution of learning styles and theories in planning and designing a learning event.3
TASK 2............................................................................................................................................4
2.1 Compare the training needs for staff at different levels...................................................4
2.2 Assessment of advantages and disadvantages of training methods used in an organisation
................................................................................................................................................5
2.3 Planning a training and development programme............................................................6
TASK 3............................................................................................................................................7
3.1 Prepare a plan on evaluation of the induction training programme.................................7
3.2 Evaluation of a training event...........................................................................................7
3.3 Review the success of the evaluation methods used........................................................8
TASK 4............................................................................................................................................9
4.1 Role of Government in training, development and lifelong learning...............................9
4.2 Development of the competency movement and its impact on the public and private
sector.......................................................................................................................................9
4.3 Assessment of contemporary training initiatives introduced by the UK Government...10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
Human resource development is an important element in context of an organisation. It
aims to develop skills and capabilities of employee in an institution (What Is Human Resource
Development (HRD)?, 2017). It is essential by a management to incorporate such practices in
working of a company to motivate and retain employees with a company. The activities which
are undertaken in these practices are training, career development, performance management and
organisational development. The results of such activities results in superior and competent
workforce for an organisation which helps in effective achievement of goals and objectives. This
assignment pays consideration to the developmental activities undertaken by HSBC. It is one of
the leading financial and banking service provider in the United Kingdom. This assignment
describes various learning styles applicable in an organisation. A training will be designed which
will evaluated to identify suitability of this methods. The initiatives by the government in
context of training and development of human capital will be understood.
TASK 1
1.1 Comparison between different learning styles
Learning styles identify various approaches through which learning can be facilitated in
an organisation. It is necessary to identify most suitable approach to learning which can be
applied to a company. The present state of market is dynamic and competitive so in order to
sustain in the market for longer period a business have to adopt learning approaches (Boxall and
Purcell, 2011). Every individuals is different so is his learning style so an organisation have to
compare between different learning style to identify most suitable approach.
Diverging: This is the learning approach through visual presentation. The observation
plays a crucial role in this learning method. Imagination plays a crucial role in solving problem
which arises to employees. In context of HSBC, this imaginative tool of problem solving is
identified as a crucial tool in an organisation where employees with different culture and values
work together.
Assimilation: The theories and concepts which are concrete in solving problems must be
facilitated to employees. These theories must carry a practical approach and facilitated through
lectures, reading and analytical models.
Converging: This learning approach is used where there is technical working. Simulation
is an approach which is utilised to facilitate learning to employees in an organisation. The styles
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of learning through audio and visual mediums are considered as less beneficial. The
experimentation approach is applied in this learning style.
Accommodation: This is another approach which undertakes practical and experimental
approach. The information collected by other is used as a basis to collect information.
Out of all the approaches assimilation method is best suitable for induction programme
which is to be carried out in an organisation. HSBC can employ this approach to inculcate
learning through watching and thinking measures. This style employs tools such as reading,
lectures, exploration measures to develop and enhance knowledge of employees.
1.2 Role of the learning curve and the importance of transferring learning to the workplace
Learning curve defines graphically depiction of learning which is attained by an
individual over a period of time (Cummings and Worley, 2014). This curve is also mentioned as
efficiency chart . It clearly describes amount of improvement in a skill and capabilities of an
individual in the task performed by him over a period of time. This tool is used by organisation
to determine the improvement of skills and knowledge of an individual. This tool is used in
sector of production planning, forecasting and setting-up of delivery schedules. The management
of HSBC utilises this tool in organisational working to ensure that resources are developed and
utilised up to their capacities.
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Illustration 1: Learning Curve

(Source: Learning Curve, 2015)
It is very crucial to transfer learning to the workplace as it provides numerous
opportunities to enhance knowledge and capabilities of doing a task. Employees who were not
able to complete tasks can now compete with other with the help of skill enhancement. One
major cause of concern in this context is that management have to make sure that learning is
supplying positive outcomes to the performance of an employee. The managers are held
responsible to transfer learning to its subordinates through various approaches. A manager can
form a learning environment by clearly identifying goals, simulation and providing support in
task accomplishment. This will enhance performance of employees at same time boosting moral
of the same. The importance of undertaking these measures can be seen in the productivity and
profitability of an organisation.
1.3 Contribution of learning styles and theories in planning and designing a learning event.
Learning is defined as positive change in behaviour of individual so that he is able to
contribute to the goals and objectives of an organisation. These are efforts undertaken by the
management to improve skill and competency of employee working in an organisation. The
application of learning styles and theories depend upon the capabilities and requirement of an
organisation. Therefore management at HSBC, aims to assess various learning style and theories
to identify most suitable approach to present circumstances of an organisation. The diverse ways
through which learning is catered should depend upon acquisition styles of an individuals.
These approaches to learning plays a crucial role in planning and designing a learning
event in an organisation (Bratton and Gold, 2012). The efforts of such events are directed to
overcome a certain query and problem raised in the company. A company comes across variety
of issues and obstacles so to overcome the same learning is to be supplied in organisational
culture. Before planning an event, it is to be made sure that learning approach selected carries a
high degree of relevancy and suitability to working in an organisation. In context of this
organisation, A learning event is to be designed to overcome query of online financial services.
To this query the most suitable approach which is to be adopted by an organisation is simulation.
This techniques provide real like experience to resolve the problem it is most suitable approach
when compared with other methods such as intuitive thinking, visual and audio means. Therefore
it is clear that learning theories carries a high degree of contribution while planning and
designing a learning event.
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TASK 2
2.1 Compare the training needs for staff at different levels
Training and development constitute as crucial component of an organisation. It is
essential process which aims to improve performance of people working with organisation
(Gennaioli and et al., 2012). A business organisation is divided onto various segments which
carries a diversified needs of training and development programmes.
Management Level: It is top most sector in an organisation which is responsible for
formulating policies and decisions for rest of the organisation. Training needs of this segment
can be fulfilled through practical learning. Decision making capabilities of people in this
segment can be enhanced so that better decision can be formulated. They can train themselves in
evaluating performance of employees in an ideal and positive manner so that better results can be
attained.
Customer Service Level: Employee's working at this level ensures that needs and desires
of customer are fulfilled with products and services of an organisation. The employees can be
trained to deal with customer patiently and queue them in a improved manner. The another
segment which can be catered is that assisting customer in fulfilling their needs. HSBC organises
these training approaches to ensure that financial needs of customers are fulfilled with company's
services. The less experienced manager have to learn to identify manner in services can be
availed to them.
Operation level: This is the lowermost segment working with an organisation. They can
be trained in accomplishing given task in an improved manner. The tool of cost minimization can
be developed through them. The manager looking after this level can be trained to review
performances of employee properly and motivational tool to persuade workers to perform ideally
(Grossman and Salas, 2011). The manager at this level will have different training needs in
comparison to manager at senior level.
2.2 Assessment of advantages and disadvantages of training methods used in an organisation
This financial institution utilises variety of training approaches to improve manner in
which tasks are fulfilled by employees. Every training methods applied by the company carries
an advantage and disadvantages which are mentioned below:
Training Approach Advantages Disadvantages
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Off-the-shelf training
approaches
The training is provided by
specialist through suitable
software which ensures high
retention.
Regular updating of software is a
major issue and a trainee may not be
assisted by expert on the other end.
On-the-job training
methods (Mentoring,
coaching)
The training programme
developed specifically for
business.
This training is economical and
employee do not feel out of the
place.
The major disadvantages with this
approach is that it lacks quality of
training and may disrupt monotonous
functioning of business.
Job shadowing This training approach aims to
make an employee familiar
with other jobs while working
on a particular job (Guest,
2011).
The ignorance by an employee is a
major drawback to this approach.
External training
courses (lectures
seminars and
workshops)
Training approaches such as
lecturing and seminar consists
of specialist who train and
inform employees on the task
to be done by them.
This major disadvantages of this
approach are that it is expensive.
There is a major effect on the
productivity of employees as they
head out to attend these training
programmes.
2.3 Planning a training and development programme
This organisation aims to organised a five day training and development programme for
the to be managers. This training programmer aims to train managers to fulfil their duties in their
respective branches. Management at HSBC, ensures plan are to be developed by following a
below mentioned steps:
Determination what training is needed: the goals and objectives of the company
determine what training is required to employees. The job description of manager will be
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analysed thoroughly to identify basis for the training needs (Hobfoll, 2011). The subject which
has manifested is that new recruits of the company are trained to be managers.
Determination of who needs to be trained: The tool of informal discussion and focus
groups are to be placed. The questions will be selected to assess the training needs. Interviews
are to be conducted on the picked employees to identify their needs and expectations. Skill are to
be conducted to identify training needs. In this particular context, managers of the company are
to be trained to fulfil their duties in an ideal manner.
Measures adopted: It is comparatively difficult to train adult workers as they learn what
they want and in the manner they want. The tools of motivation and simulation are employed to
facilitate training (Kehoe and Wright, 2013). New recruits are to be developed as competent
manager for this organisation this can only be done with motivating them to perform the tasks.
The feeling of personal achievement to be incorporated so that they contribute to programme in
an ideal manner.
Target Audience: It is equally crucial to identify people who are to be targeted. Their
background and demographics are important aspect which are to be paid consideration in this
step. The additional factor which contribute to gaining knowledge are expectation of recruits
along with their attitude towards the training programme.
Detailed Blueprint: the last step undertakes step by step programme which is to be
conducted by the corporation to develop competent manager for various programme. There are a
variety of programme which are to be undertaken on specific date and time so that it can be
carried out in a effective manner. There should be enough gap between two training programme
so that there is high level of retention. The combination of programme is to be selected so that
diversified learning needs can be fulfilled.
TASK 3
3.1 Prepare a plan on evaluation of the induction training programme
The induction programme conducted by corporation aimed to fulfil training needs of new
recruits in an organisation. But rights set of evaluation strategy is to be adopted to measure
effectiveness of training programme onto the employees. Kirkpatrick tool of evaluating is most
common and widely acceptable evaluation model used to identify effectiveness of training model
employed by an organisation (Knowles, Holton and Swanson, 2014).
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It is a four step model used by corporation to learn effect on the behaviour and attitude of
employees i.e.
 The first step intents to assess reaction of employees towards programme. The reaction of
employee help in finding out how they are perceiving this training programme.
 The step two ends to identify amount of learning facilitated by the recruits. The employer
in this step tries to identify amount of learning availed by target audience.
 This step aims to ascertain change in the behaviour of employee due to this learning
programme. The positive or negative change in behaviour of employee help in
identification of amount of learning undertaken by trainees. The examination of
behaviour of the same is done through the way in which they are fulfilling responsibilities
and duties assigned to them.
 This is the last step in the Kirkpatrick evaluation models which assesses whether training
programme have served its purpose or not. The management will identify whether new
recruits are able to fill in shoes of manager for banks and are performing their duties
competently.
3.2 Evaluation of a training event
The training event organised by an organisation have served its purpose. The new recruits
are successful in fulfilling roles and responsibilities of manager for cited organisation. The
reaction of the trainees were positive and productive to this programme and have contributed
efficiently. The shortage of performance is fulfilled with capable individuals who can contribute
productively to overall performance of the company. This learning event was successful in
raising level of confidence and performance of target employees. The additional tool which are
employed through which training event can be evaluated are:
Interviews: The one-on-one interaction between trainer and trainee is another mode of
evaluation. The trainer will put up questions about programme and answer of trainee will
determine effectiveness of a training programme.
Results: Results are one of the common tool which help in determining effectiveness of a
programme (Maditinos and et. al., 2011). The results attained by managers at HSBC will help in
ascertaining weather programme was successful or not. Better results than before depicts
effective training programme.
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Questionnaire: It refers to series of questions which are to be presented to a trainee and
his answers or behaviour will determine level of success of a training programme developed by
an organisation.
The main objectives of the company is to provide quality financial services to consumer
with development of these recruits into a competent managers. These above mentioned
evaluation models help in finding weather an organisation have been successful in fulfilling that
objective through its training program or not.
3.3 Review the success of the evaluation methods used
It is necessary to identify level of applicability of certain training measures used. The
evaluation of training programme is to be done in an ideal manner so that it depicts discrepancies
between ideal results and results attained by this programme (Marchington and et al., 2016). The
four step model undertaken help in assessing change in behaviour which is availed through these
training programmes. Changes incorporated in behaviour and attitude of a person determine how
much they have gained from this programme. The cost benefit ratio is determined through
changes in the outcomes facilitated through this event. The evaluation model had a high level of
suitability and applicability to this situation of business. It is necessary to examine evaluation
model and choose the most suited approach.
The Kirkpatrick evaluation model is suitable to this approach. It an employee oriented
programme which aims to identify level of skills and capabilities upgraded. The efforts of
training programme are aimed to have ideal induction programme and to turn these new recruits
into a competent manager for this organisation (Martin, McNally and Kay, 2013). It is one of
vital reason due to which HSBC employed this model to evaluate success and failure of a
training programme. The another approach which are adopted to evaluate success and failures of
training event. The results are a clear indicator of changes event have brought to the outcomes of
the company. It is an traditional approach which have proved its worth overtime and are
employed by business on a timely basis on individual as well as organisational outcomes to
identify the changes.
TASK 4
4.1 Role of Government in training, development and lifelong learning
The government of United Kingdom plays a key role in influencing need of training and
development in context of an organisation. The efforts of government are aimed to overcome
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barrier of employability and make youth of a country more employable (McMichael, 2011). This
effort of the government carries a direct positive impact on the opportunities availed by
workforce of United Kingdom. Government have created various regulations and programme
which aims to cater employment opportunities to the employable people around the country.
The concept of lifelong learning states that acquisition is an never ending process which
aims to enhance knowledge of a person through simulation process (Moser, 2012). This feature
is incorporated by the government in schools which prompts them to undertaker measures which
enhance their language and experiences throughout life. The British government have paid
special emphasis on training and development and have organised various events promoting the
same. The specialist from various field assist employees in improving skill and capabilities so
that they contribute more to the productivity of the country. The government-led initiatives have
persuaded Human resource domain of an organisation to undertake such measures as it is
beneficial to organisation as well as to the country. The only factor which have the potential to
save an organisation in such competitive environment is development of human resources of an
institution. Government can develop some norms and policies to strengthen training and
development activities in a nation. The formulation of such norms will help in raising a
competent workforce.
4.2 Development of the competency movement and its impact on the public and private sector
Competency is defined to be an ability of a person to carry out a task (Unger and et al.,
2011). Competency movement is developed by the government which undertakes public and
private sector. The efforts of this movement are aimed to identify performance gaps and fulfil the
same with effective strategies. This movement have gained momentum in private sector and are
investing more and more in building high competency of individual to gain a superior position in
the market. The efforts in this sector are never ending and can be catered through training and
learning programme installed in an organisation. Public companies too are proactive in this
sector are making continuous efforts to improve quality of performance of individual working
for an organisation. The government have set high level of competency standards in terms of
organisation so that output attained is better and desires of public are fulfilled in a better manner.
The UK government have incorporated intense training and development programmes so raise
competency level of employees working in public and private sector. Prior to this, employees are
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motivated to a greater extent and working hard to achieve goals and objectives of the company.
It is termed as a approach to fulfil gaps between diverse organisations.
4.3 Assessment of contemporary training initiatives introduced by the UK Government
The contemporary training initiatives undertaken by the government helps in providing
stability and better performance in an organisation (Werner and DeSimone, 2011). These
initiated are implemented on both public and private organisation operating in UK. There are a
variety of qualitative learning opportunities facilitated by these initiatives to employees in an
organisation. The practicality of training events help in closing skill gaps of employees and
simultaneously improving performance of the company. There are several initiatives undertaken
by the government which aims to make youth of employee more employable so that they can
contribute in progress of a nation.
HSBC have become part of an apprentice program launched by the government of UK.
The Apprenticeships from 14 to 19 aims to cater education and training for needs of the citizens.
It provides an opportunities to work with experienced staff and gain skills and competencies
required to perform task assigned. These initiatives have turned out to be beneficial for an
organisation as it assist to cope with dynamic nature of the market. Undertaking these initiatives
have modified core values of the company and stands now more competitive. The company is
now more stable and competitive in financial market of United Kingdom.
CONCLUSION
It can be concluded from the above report that development of human resources is vital
for an organisation. It caters a system with competitive nature and growth in terms of
organisational outcomes. The needs and expectation of trainee are to be identified and suitable
learning style to be adopted so that effective learning can be facilitated. It is necessary to
evaluate training programme so that is success is determined. This organisation adopts
Kirkpatrick model of evaluation to measure change in behaviour of an individual. The
government led initiatives help in forming an environment of training and development in
context of a country.
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REFERENCES
Books and Journal
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Cummings, T. G. and Worley, C. G., 2014. Organization development and change. Cengage
learning.
Gennaioli, N. and et al., 2012. Human capital and regional development. The Quarterly Journal
of Economics, 128(1), pp.105-164.
Grossman, R. and Salas, E., 2011. The transfer of training: what really matters. International
Journal of Training and Development, 15(2), pp.103-120.
Guest, D. E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), pp.3-13.
Hobfoll, S. E., 2011. Conservation of resource caravans and engaged settings. Journal of
occupational and organizational psychology, 84(1), pp.116-122.
Kehoe, R. R. and Wright, P. M., 2013. The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-
391.
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.
Maditinos, D. and et. al., 2011. The impact of intellectual capital on firms' market value and
financial performance. Journal of intellectual capital, 12(1), pp.132-151.
Marchington, M. and et al., 2016. Human resource management at work. Kogan Page
Publishers.
Martin, B. C., McNally, J. J. and Kay, M. J., 2013. Examining the formation of human capital in
entrepreneurship: A meta-analysis of entrepreneurship education outcomes. Journal of
Business Venturing, 28(2), pp.211-224.
McMichael, P., 2011. Development and Social Change: A Global Perspective: A Global
Perspective. Sage Publications.
Moser, C., 2012. Gender planning and development: Theory, practice and training. Routledge.
Unger, J.M. And et al., 2011. Human capital and entrepreneurial success: A meta-analytical
review. Journal of business venturing, 26(3), pp.341-358.
Werner, J.M. and DeSimone, R.L., 2011. Human resource development. Cengage Learning.
Online
What Is Human Resource Development (HRD)?. 2017. [Online]. Available
through:<https://www.thebalance.com/what-is-human-resource-development-hrd-
1918142>.
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