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Table of Contents
Abstract......................................................................................................................................1
Introduction................................................................................................................................2
Individual portfolio....................................................................................................................3
Report.........................................................................................................................................6
Conclusion................................................................................................................................10
Reference..................................................................................................................................11

Abstract
A business organisation needs to enhance the competencies of the employees and staff
through developing the skills and creating the perspectives of applying the skills to produce
results for the company. An individual portfolio of being a marketing manager of Unilever is
presented to show the necessary skills required by HR professionals to demonstrate
performance in the company. Besides, a report consists of individual and organismal learning
and approaches to performance management of High Performance Work culture delivered to
the Director of Human Resource of Unilever. Unilever is a global brand produce sustainable
products for consumers through innovation and progress.
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Introduction
The individual portfolio of the role of marketing manager demonstrates the behavior, skill,
and knowledge that are fundamental in improving the nature of performance in the company.
Besides, the portfolio includes the ranking of skills and a professional development plan that
requires a concerted effort to meet the demands of the market as being the marketing
manager of Unilever. The report consists of key issues concerning individual training and
organisational development that lead to employee engagement. Besides, high performance
work motivates the employees to produce a congenial working environment that reduces
employee turnover and create business competencies. The approaches to performance
management are critical in engaging employees to meet the requirements of HPW culture and
commitment.
2

Individual portfolio
Determining the knowledge, skills, and behaviours required by HR professionals for the
role of the marketing manager
Analysing a completed skill audit
Desired Professional Role: Marketing Manager of Unilever
Knowledge Skills Behaviour
I hold a professional degree
in commerce field that helps
me to understand the role of
marketing.
I hold critical thinking skill
in understanding the need to
balance complex scenarios
I have the ability to pass
motivation among the fellow
team members and pass the
confidence as part of the
personal attributes
I have completed field level
programs on marketing that
provide me a better
understanding of the arena.
Communication essentials
being developed to prepare
to present conflict resolution
using a particular skill.
I can ensure a high energy
level and persuasiveness
during my projects.
I acquired the knowledge of
HR practices that is
necessary to assess
employee`s expertise in the
given field
Problem solving skill or
ability is one of the key
portions of my expertise
I accept the responsibility of
actions performed during
decision making and
accomplishing tasks.
I have knowledge of ethical
standards to comply with the
organisational objectives.
I am able to data analytics
that can solve the critical
facts of the organisation
I can present ethical
behaviour according to the
code of ethics under the
professional context.
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Personal Skill Audit
Knowledge Rating Skill Rating Behaviour Rating
Subject wise
knowledge
4 Critical thinking 4 Interpersonal 3
Human
Resource
knowledge
4 Adaptability 3 Accountability 4
Decision
making
3 Communication 3 Responsibility 4
Code of ethics
in the
professional
field
5 Problem solving 4 Employee
commitment
5
*(Rating 1-5. Where 1 is the lowest and 5 is the highest)
A development plan for the role of a marketing manager
KSA To
Be
Develope
d
Activities Required for
Development
Dur
atio
n
Developmen
t
Monitoring
Approach
Assessme
nt of
Developm
ent
Detailed
Evaluation
Decision
making
1. Reframing the
problem.
2. Referring to
evidence while
making decisions
3. Challenging the
external
perspectives by
developing the
capabilities to
deal risk
10
days
Participatory
monitoring
In
progress
Decision making
will improve the
problem solving
skill that can
eventually be
leading to a
successful
marketing
manager.
Adaptabil
ity
1. Using strategic
planning while
building a culture
of change
2. Available support
sort to meet the
7
days
Feedback
approach
In
progress
Adaptability can
generate strong
bonding among
team members.
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changes
3. Inclusive
collective
learning programs
Communi
cation
1. Need to
understand the
role of
communication
properly
2. Sources of
communication
need to be built
7
days
Evaluation
approach
In
progress
The performance
of my team
enhances
effective
communication.
Interpers
onal
behaviour
1. Focus on business
needs
2. Interacting with
team members on
a regular basis
3. Improving the
positive mind-set
by controlling
emotions
7
days
Feedback
approach
In
progress
The overall
development of
the role of
marketing
manager requires
to have proper
interpersonal
behaviours
(Duffield and
Whitty, 2015).
5

Report
Introduction
As a Learning and Development Consultant, the report is presented to the Director of Human
Resource of Unilever to demonstrate the perspectives of employee learning related to high
performance work or HPW which contributes to sustainable growth for the company. The
report illustrates the HPW contribution and effective employee engagement to the betterment
of the company. Moreover, the report defines the approaches to performance management
that relate to HPW culture and commitment.
Analyse the differences between organisational and individual learning, training and
development.
The context of organisational and individual learning and training and development include
the format of putting the perspectives skill enhancement of the employees to achieve the
desired results of the organisation (Suderman, 2012). Individual learning is focused on
person-centred development that relates to multi-dimensional perspectives. On the other
hand, training is production centred relating one dimensional approach. A human resource
development programme is concerned with individual employee development as well as the
overall improvement of the organisational perspectives.
Individual learning, training, and development
The individual learning related to improving self-techniques that make an individual or
employee creating adaptability and gaining strengths in the organisational perspectives.
Individual training and development involve a work-based process learning the key skills in
the workplace (Gruman and Saks, 2011). At Unilever, the leader into action project described
two learning and training programs for the employees that help them to integrate within a
team that meets for ten days attain the defined criterion in the individual perspectives. The
program has enhanced the leadership qualities of the employees that improve individual
learning and development.
Organisational learning, training, and development
Individual learning or employee learning leads to the progress of organisational learning.
Organisational learning is part of employee involvement that provides learning opportunities
for the employees at a wider perspective (Moxen and Strachan, 2017). for example, at
Unilever, managers arranged programs that initiate the employees to take part in the feedback
system that help them to meet the standards of the organisations under constructive and
innovative perspectives.
Analyse need for continuous learning and professional development to drive sustainable
business performance.
Continuous learning concerns with expanding individual skills and enhancing the reputations
within the organisation with competencies. An individual can create scopes or spaces to meet
the standards of the organisation by exploring the potential through continuous professional
improvements. The following are the reasons behind the necessity to make progress in the
business organisation.
Relevance to the position
Continuous learning in the organisational environment gives the relevancy of the position an
employee works (Haines and St-Onge, 2012). At Unilever, the advancement of technologies
created scopes for the multi-dimensional employees to work with relevant skills in
information technology. The employee continuing to meet the standard qualifies to stay
within the position he or she holds.
Troubleshooting the profile
It is critical to boosting the profile in terms of developing the professional skills that provide
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adaptability. At Unilever, the challenges to meet the objectives of the organisation provides
the individuals to achieve improve on the profile at the highest level.
Preparing for the unexpected changes
The continuous learning requires the individual to anticipate changes in the organisation
structure and culture and to execute new skills in solving new issues in the organisation
(Waddell, et al., 2019). An employee needs to comply with sudden changes in the process of
continuous learning and professional development. For example, Unilever`s senior executives
working online accepting the impact of online engagements required for global reach (Staff,
2003).
Possessing confidence
Continuous learning can help the employees to gain confidence by showing the
competencies. Professional enhancement is an effective process in preparing for meeting the
new ventures in the competitive business environment to effective business performance.
Changing the attitudes
The process was critical in generating attitudes that can adopt the perspectives of deep
understanding that can help the individual flourish in a sustainable business environment
(Suderman, 2012). At Unilever, the challenges for the employees is to open mind according
to the changing perspectives to perform in the organisation.
High performance work or HPW is an effective measure in engaging employees within the
organisation that can relate to organisational productivity and performance. HPW is related to
gaining a competitive advantage for the existing firms involving employees for a better
return. In understanding HPW, the approaches may provide information on the outcome of
the process.
 The content approach of HPW: The approach link to improving the objective
performance of the employees by ensuring motivation and knowledge development
(Zhang, et al., 2018). For example, Unilever has previously involved employees in
participating programs on enhancing creativity and innovation. The approach
eventually engages employees reducing employee turnover which results in gaining a
competitive advantage in the market by building efficiency of the employees.
 Self-concept based theory: The theory considers that employees can provide high
performance if the organisation determines its position in providing organisation
based self-esteem through job performance and job satisfaction (Zhang, et al., 2018).
In this regard, employees commit themselves to perform positive attitudes and the
organisation can achieve participative decision making from the employees in
encouraging the issue.
High performance work practices are an integral part of the outcome of employee
engagement and gaining a competitive advantage in the competitive market. At Unilever, the
following practices reflected the engagement of the employees in providing performance that
propels the organisation to success.
 Mentoring procedures in the organisations related to a creative competitive mind-set
among the employees applying HPW at a place and providing motivation in
performing tasks.
 An employee reward system is critical in creating employee engagement to regard the
importance of working for the company and become part of the development in the
competitive market circumstances (Mizell, 2010). Organisations, globally have
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transformed the culture and working environment for the. At Unilever, TRS or Total
Reward System helped the employees to rewards for high performance which lead to
the competitive advantage of the company within the market competition.
 High performance work helps the organisation to reduce status distinctions within the
workforce that effectively create the working environment providing positive
outcomes for the employees and business organisation as a whole.
Approaches to performance management are related to considerable factors like favourable
working conditions, job satisfaction, and compensation and work profile. The evaluation of
the employee`s performance, for example, collaborative working is critical to the
enhancement of the reputations of the employees supporting HPW culture. The following are
the approaches that relate to performance management with examples.
The comparative approach: The comparison of the employees is the basis of the approach
by ranking the performance ensuring a reward system for higher ranked performers (Moxen
and Strachan, 2017). For example, at Unilever top performers within a group may constitute
10% and these performers may provide a significant outcome to the company in engaging
themselves in high performance training programs and related culture.
Collaborative working: The approach involves the employees to share skills and knowledge
under given contexts and meet challenges. The approach enables employee engagement
which leads to high performance in creative and innovative nature. For example, at Unilever,
the new product development requires the employees to collaborative working in support of
the management supporting high performance commitment.
Quality approach: The approach relates to employee engagements under given tasks
through teamwork which involves both internal and external factors (Waddell, et al., 2019.
For example, at Unilever, the quality approach applies the concept of continuous
improvement working environment ensuring high performance work culture.
Behavioural approach: The approach to performance management is measured under BOS
or behaviour observation scale and the information related to the behaviour of the employees
with frequency is assessed to rank employees according to performance (Brunning, 2018).
For example, at Unilever, the employees performing a specific task can be evaluated through
the approach to understanding how the employees regard the concept of high performance
work in the given working perspectives.
Attribute approach: The approach is concerned with employee`s problem solving skill,
creating new inventions through creativity and performing under improved communication
within a team. For example, in presenting on new market perspectives of Unilever`s newly
developed beauty products may involve the employees to seek judgement and the process
explains the best performer who can connect performance with HPWs culture and
commitment.
Conclusion
The elements of a high performance work system are related to the development of the
employees in working for the company. At Unilever, the culture of HPW motivates the
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employees to engage themselves in further progress. The collaborative working approach is
suitable for Unilever`s perspectives in challenging different business challenges.
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Conclusion
Continuous learning and professional development are key to the enhancement of the
performance of the employees meeting the standards of the global company like Unilever. In
this regard, the role of the marketing manager is critical ensuring continuous development
and engaging in collaborating working perspectives for better outcomes. Developing
individuals and teams within the organisation require support from both the employees and
the management of the company to create employee engagement and motivation to meet the
global challenges in the global market circumstances.
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