Audi HRM Training Report

This report comprehensively examines various aspects of Human Resource Management (HRM) and employability skills within Audi, a leading UK automotive company. It begins by introducing Audi and its commitment to employee development, then delves into a comparison of different learning styles and theories (Kolb, Myers-Briggs, Honey & Mumford, VARK), emphasizing their importance in employee training. The report further explores the learning curve, its role in productivity assessment, and the significance of transferring learning to the workplace. Different training needs at various organizational levels (executive, managerial, operational) are analyzed, along with various training methods (on-the-job and off-the-job). The role of electronic media (internet, tablets) in enhancing the learning curve is also discussed. The report then investigates team dynamics using Belbin's theory, outlining the nine team roles and their contribution to achieving organizational goals. The author's personal experiences and roles within Audi's team are shared, along with recommendations for improving team dynamics. Finally, the report evaluates different training tools and techniques (audio-visual, classroom), justifying their choice and discussing the importance of training in light of government regulations. The report concludes by summarizing the key findings and their implications for Audi's HRM practices.

TABLE OF CONTENTS
INTRODUCTION................................................................................................................................3
TASK 1.................................................................................................................................................3
1.1: HRD.....................................................................................................................................3
1.2: HRD.....................................................................................................................................4
1.3: HRD.....................................................................................................................................4
1.4 ES..........................................................................................................................................5
1.1 ES..........................................................................................................................................5
1.2 ES..........................................................................................................................................6
1.3 ES..........................................................................................................................................6
TASK 2.................................................................................................................................................6
2.1 HRD......................................................................................................................................6
2.2 HRD......................................................................................................................................7
2.3 ES..........................................................................................................................................8
TaSK 3..................................................................................................................................................8
3.1 (ES).......................................................................................................................................8
3.2 (ES).......................................................................................................................................9
3.3 (ES).......................................................................................................................................9
2.3 (HRD)..................................................................................................................................10
2.1 and 2.3 (ES).........................................................................................................................10
TASK 4...............................................................................................................................................10
Conclusion..........................................................................................................................................11
REFERENCES...................................................................................................................................13
APPENDIX I......................................................................................................................................15
REFERENCES...................................................................................................................................16

Illustration Index
Illustration 1: Learning Theories..........................................................................................................5
Illustration 2: Organisational Levels....................................................................................................6

INTRODUCTION
The report is based on Audi, a leading automotive company of UK. Audi is a global brand of
excellence and customer satisfaction. The report presents various learning theories and styles that
are helpful in promoting learning among the employees of Audi. The research studies importance
and relevance of training needs of employees (Johansen, Johansen and Ryan, 2011). Employees
requires various types of training that are beneficial in their self development. Training event are
formulated by the management to induce training skills among the employees. The report also talk
about the support provided by government to Audi to increase learning and training among the
employees of Audi.
TASK 1
1.1: HRD
Comparison of learning styles
Learning styles Explanation
David Kolb's model The model is based on experimental learning style. David propagated
four sub learning stages in the theory,Accomadator, Converger, Diverger,
Assimilator. These styles are result of experience, reflection,
conceptualization and experimentation (McQuaid, Green and Danson,
2013). The author explains that the learning is a result of experiences that
employee feels.
Myers Briggs On the contrary to Kolb's model This is a self report questionnaire which
indicates psychological state of an employee. The model is applicable in
identifying areas which have conflicts and issues in it (Freeman and
Ceriello, 2011). The theory helps in raising self development of the
employee.
Honey And Mumford As per this theory there are different types of ;earners i.e. Activist,
Reflector, Theorist, and Pragmatist. who have a particular style of
learning (Butterwick and Benjamin, 2006). On comparison with the
above two theories, thus theory is helpful in identification of learning
style required by employees in Audi.
VARK model As per Fleming there are visual learners, auditory learners, Read/write
learners, and Kinaesthetic (Johansen, Johansen and Ryan, 2011). On
comparison with the other theories, Each of them have a specialisation in
visuals, listening, reading/writing and by experimenting.

1.2: HRD
Learning curve and its importance.
The learning curve is used to highlight the improvement or deterioration of the learning rate
of an employee working in Audi. Learning curve is important in identifying the amount of
productivity generated by an employee of Audi (Freeman and Ceriello, 2011). It is also important as
it shows improvement in performance of an employee of Audi.
Role of the learning curve
Learning curve plays an important role in identifying the rate of productivity in the
employees. It plays a crucial role in identifying the cost incurred on the development and learning
of an employee. Audi's management is able to identify the budget and the relevance of success
factors employed during training and development of employees.
Importance of transferring learning to the workplace
Transferring learning is the application of past learning provided or attained by an employee
of Audi. It is important as -
 Develops importance of life long learning
 Generates self development in employees (Ruiz, 2015).
 Improves skills required to attain training and development
 Creates harmonious work relationship among superior and subordinates.
1.3: HRD
Learning theories
Learning theories are helpful in absorption, processing and retaining knowledge and abilities
in an employee. Three learning theories are-

Source: (Cottrell, 2015) Behaviourism - As per this theory new learning are brought by behaviour acquired from
environment (Leoni, 2014). Constructivism – This theory states that perfect processing of information leads to retention
of learning. Cognitive- This theory days that employee construct their learning and knowledge from their
own experiences.
Contribution of learning
styles and theories
Theories have contributed in successful planning and designing of learning events. These
events use various learning tolls and techniques to teach to the employees of Audi (Ruiz, 2015). The
learning have helped in increase productive outputs and have raise the growth rate of Audi.
1.4 ES
Importance of motivation techniques
Motivational techniques have helped to create a positive work environment in Audi. These
have helped in achieving goals and objectives of the company (McQuaid, Green and Danson,,
2013). The motivation improved work quality and generate achievements in Audi.
1.1 ES
Human Resource Coordinator's responsibilities and performance objectives
Illustration 1: Learning Theories

(In Appendix)
1.2 ES
Evaluation of effectiveness as a Human Resource Coordinator
As a human resource co-ordinator I was able to generate harmonious work relationship
among superior and superior. I was effective in management of employees working under me. I
made it to a point to generate effectiveness among the employees to excellently complete their
respective task (Fleetwood, and Hesketh, 2010). I was effective in achieving the goals and
objectives of Audi.
1.3 ES
Recommendations for improvement
As a human resource coordinator the individual must maintain communication in the
workplace. The coordinator must achieve the objectives formulated by the top management. It is
recommended to achieve each task on time to save time wastage on irrelevant activities (Tomé,
2007). The coordinator should motivate and inspire the employees of Audi to increase effectiveness.
This will help in generating productivity in the task.
M2
Introduction
Electronic media is all about making use of electronic devices so as to store and distribute
information. It is all about communicating the information by making use of electronic form rather
than paper. The present topic will deal with finding out how electronic media can be used to
improve the learning curve during a training event.
Main body
Electronic media can be used to improve the learning curve of employees during…This is as
internet can provide a wide variety of information on a single platform. This can aid in increasing
the overall experience of learning. Internet as become a very effective learning tool to provide
updated information to employees. In addition to this tablets are also vital tools in training
employees. With the technological advancement it is possible to chat on video phone calls or
carrying out training sessions through web conferencing using tablets (Ruiz, 2015).Thus tablets and
internet can be employed effectively to impart essential knowledge to enhance their productivity.
Conclusion
In an nutshell, electronic media such as internet and tablets can be effectively used to enhance the

knowledge and skills of employees. It has been observed that learning curve is improved by using
appropriate electronic media.
TASK 2
2.1 HRD
Training needs at different levels within Audi
Source: (Stoner and Milner, 2010)
Training needs are important at various level of organisation as they promote development
and help in successful achievement of targets and objective s of Audi. Executive Level- This level consist of tip level executives who are responsible for framing
policies and strategies for Audi. Training is helpful as it provides them with opportunities to
generate better policies and decision fr the employees working in Audi. Stewardship is
generated from participation of top level management in training (Leoni, 2014). The
executives are able to formate values and skill that are required to develop Audi as a whole. Managerial Level- Mangers get opportunities to enhance their managerial skills and abilities
from training. Training provides them with the practical of the performance of employees.
Training is helpful as it develops their managership and helps in embarking learning among
them. Training generate communication sills in mangers which are responsible to effective
work completion.
 Operational Level- Training guides employees at operational to understand their workplace.
Technical training plays the crucial part in the development of employees of Audi (Chand,
2015). The employees are able to generate more productiveness after getting trained in their
task and responsibilities.
Illustration 2: Organisational Levels

2.2 HRD
Methods of training
Methods of training provide various tools and techniques, that are required to generate
training among the employees. Training methods are discussed below-
On the job methods- Coaching is a training given in one to one form to the employees at Audi. The coach
generates and illustration about various techniques and the student learns by adapting them
(Tomé, 2007). This theories disadvantage is that it does not analyse the retention power of
the employee. Mentoring is done to improve the attitude of employee towards work or task. The manger
also uses this technique to identify the hob satisfaction among employees. The disadvantage
to this method is that it does not imply any learning in the employees of Audi.
 Job Instructional Technique is done providing step to step instruction to the employees
about the use technical machines and devices (Stephens and Hamblin, 2006). The
advantage of this theory is that the trainer knows exactly where the trainer is lacking and
where further training is required.
Off the job methods- Lectures and Conferences are helpful in providing direct training to the employees. The
speaker verbally demonstrates and explains the theories and training skills that are needed
by the employees of Audi.
 Case Study are examples that are provided to the trainee to test the practicality of the
training provided to him/her (On-the-job Methods, 2015). The trainee applies the
knowledge and solves the case study to generate an conclusion.
2.3 ES
Time management strategies
Time management strategies help in effectively managing time in workplace. They are as
followed-
1. Prioritize- The employee have to make sure to prioritize the important and the least
important task of the assignment provided by Audi. This helps to quickly finish the most
important task in first place 2013)
2. (Stephens and Hamblin, 2006). The employee knows exactly what has to be done in the time
provided to him/her.
3. Organizing- By organizing the task properly lets the employee to complete the task on time.
The employee is able to plan the action required to be taken for the completion of targets in

Audi.
4. Schedule- Scheduling is done by allotting time frames to specific task. In Audi the employee
is able to create schedules in which each task has to be finished (Johansen, Johansen and
Ryan, 2011). This creates in proper management of the projects allotted to the employee.
5. Time table- To manage each time required by the employee to finish the target the employee
of Audi can make time table that are associated with the work. Time table provides quick
review to the employees.
6. Delegate- By delegating task to the right person which can do the respective task with
perfection. Delegation helps in assessment of responsibilities of the employees. Each
employee in Audi consists of specialisation that help in delegation of work assignments.
TASK 3
3.1 (ES)
Audi employees work together to achieve shared goals. This can be explained by Belbin
theory which states that there are nine team roles that people display at organizations. These are
described below:
1. Team worker : They are versatile, cooperative and perspective in nature. They help the Audi
team in completing the tasks on behalf of other players in the team.
2. Coordinator: They are confident, talented and mature individuals who help in achieving
Audi's goals by effective delegation of work (Mitchell and Gamlem. 2011).
3. Resource Investigator: They are energetic, knowledgeable and outgoing members of a team.
They make sure that idea of Audi's team can be made popular and by forming a proper
business networks.
4. Monitor: The roles of monitor is to keep a logical eye on the decision making processes in
Audi. They make judgement after listening to everyone's opinions in the team.
5. Specialist: They play important role in providing in-depth knowledge on a particular topic to
other team members in Audi in order to achieve shared goals (Bratton and Gold, 2012).
6. Shaper: They ensure that the team do not get deviated by the obstacles and overcome
hurdles in order to achieve team goals in Audi.
7. Implementer: These are practical and reliable in nature and carry out a feasible strategy in
the most effective manner to help team members of Audi to reach potential goals.
8. Plant: They are very creative and imaginative team members who give out of the box
solutions to achieve shared objectives.
9. Completer: They scrutinise the work done by team members in order to find errors and
rectify them as per set standards of quality control in Audi (Storey, 2007).

3.2 (ES)
Other than playing a role as Human Resource Coordinator at Audi, I play other roles in the
team in order to achieve organizational goals.
Role Description
Human Resource Coordinator Ensure proper delegation of work in different
teams in Audi,
Team Worker I work in team to assist other team members in
order to achieve organizational goals.
Monitor I act as monitor in team as I make judgements
after analysing view points of team members to
reach a practical decision (Armstrong, 2006).
Shaper I ensure that the focus of team members remain
intact and overcome the obstacles at work to
keep the momentum in place at Audi.
Implementer I act as an implementer by turning ideas into
actions. I try to work efficiently to implement a
strategy formed by top management at Audi.
3.3 (ES)
Team Dynamics can be elaborated as psychological factors that impact team's behaviour and
performance in organizations. These are formed by the nature, personalities, relationships of team
members and environment within a team (Storey, 2007). As a Human Resource Coordinator I will
suggest the following ways to promote good team dynamics in Audi:
 Motivating Team Members: Teams' productivity can be improved by expanding my role as a
motivator in Audi. Motivated employees are productive and work efficiently to achiece
company's goals.
 Finding creative solutions: Giving out of the box solutions to team members will help in
creating a better team dynamics at Audi (Collins and Smith, 2006).
2.3 (HRD)
Training Approach Training Plan
Assessing training needs: training needs of
employees are assessed to design effective
training plan.
As a Human Resource coordinator at Audi i
consider various factors to assess the training
needs of staff.
Analysing organizational objectives to identify 360 degree evaluation is done to design an
effective training plan.
Creating training program considering different
learning theories, methods and related elements
(Bratton and Gold, 2012).
Considering different learning theories, contents,
methods and related elements to design a
training paln.
Implementing Training plan In this phase training plan is launched and
conducted to train eployees.

Reviewing Training Plan The training plan is monitored to check to check
its efficacy.
2.1 and 2.3 (ES)
Solutions to Work based problems Communication plan and methods
Identifying the issues of trainees by one to one
meetings.
The line managers are intimidated to staff
problems and asked them to list them possible
solutions to trainees issues. Communication
methods involve formal meetings (Mitchell, and
Gamlem. 2011).
Conflicts among trainees can be resolved by
increasing team activities.
Line managers can be asked to organize team
activities such as casual lunch meetings. This
involve informal communication methods to
facilitate interaction among trainees and line
managers.
Work related problems of trainees can be
resolved through proper delegation of work.
Line managers can be intimidated to delegate
work as per trainees interests and skills. The
metod invole is through emails and one to one
interactice sessions.
M1 Identify the advantages and disadvantages of using Belbin’s Theory for an organisation such as
Audi.
Using Belbin’s Theory for Audi can be advantageous in context of ensuring that there is a proper
Recognition of unique contribution made by an employee. It can further assist in making sure that
the employee is Engaged and satisfied. On a negative note, the theory cannot be applied on other
cultures.
D2 The preparation of a log produced in Task 3 can be accompanied by a Gantt chart showing when
the stages in the training plan and when the project will be completed.
ACTIVITY/WEEK 1 2 3 4
Training need Identification
Examine the purpose and
rationale behind training
Aim and objectives of the
training
Deciding on training technique
Taking training

Feedback from employees
D3 Include a reflective piece in your training plan by selecting a subject in the news today and
using Belbin's theory, analyse the team dynamics.
The example of team dynamics can be observed in real life happening which is flashed on
channels day in day out. During a recent Audi Auto Expo in India, the employees of the company
have exhibited sound team dynamics. The employees have shown exemplary team work. They
coordinated well for successful execution of the event. It is observed that staff of India Audi team
communicated in efficient manner to execute a large event like this,
TASK 4
4.1,4.2,4.3: ES
Tools and Methods Strategy Impact on Audi
Effective communication tools
such as web conferencing,
emails, etc. can be employed
to communicate training
program to staff for proper
understanding (Ulrich, 2013).
An appropriate communication
strategy is fornmulated to
convey clear messages to
employees.
This would leads to improved
organizational efficiency as
informed employees can make
use of information to deliver
desired outcomes.
Information brochures can be
provided to employees to have
clarity about the event.
Tactics to effective
communication is formulated to
reduces the chances of
information distortion (Legge,
2005).
Reduction in
miscommunication leads to
better ioperational efficiency in
Audi
Overtime payment issues can
be resolved by appropriate
compensation rewards.
The human resource department
of Audi can make strategies to
revise the pay structure of
employees who work for extra
hours.
This will increase satisfaction
levels among employees of
Audi and thus reduces the
employee turn over.
3.1, 3.2: HRD
Tools and techniques for training Evaluation
Audio and Visual training tools: Training
through audio and video devices is a very
effective way in HRD.
Employees can easily learn through audio and video
techniques..
Classroom training tools: Providing training
to employees through study material, props
and other related tools.
It is effective for those employees who follow
classroom learning pattern to acquire new skills and
knowledge (Hollenbeck, Gerhart and Wright, ,
2004).
3.3: HRD
There are several benefits and limitations of the training tools. To evaluate the training