HNC Business - Developing Individuals, Teams & Organisations Report

This report analyzes the essential knowledge, skills, and behaviors required by HR professionals, focusing on a case study of the Venturi Group, an IT recruiting firm. It begins by outlining the core competencies needed in HR, including personnel management, administration, and legal knowledge, alongside crucial skills like communication, time management, decision-making, and leadership. The report then delves into the identification of skill audits, evaluating strengths, weaknesses, opportunities, and threats (SWOT) for HR managers, and explores the differences between organizational and individual learning, training, and development. A key aspect covered is the importance of continuous learning and professional development in driving sustainable business performance, emphasizing the need for HR professionals to adapt and evolve to support business growth. The report also provides SWOT analysis, identifying areas of improvements and threats for HR professionals. The document concludes by presenting the significance of continuous learning and professional development to achieve sustainable business growth.

DEVELOPING INDIVIDUALS,
TEAM AND ORGANISATION

Table of Contents
INTRODUCTION..........................................................................................................................3
MAIN BODY..................................................................................................................................3
P1 Knowledge, skills and behaviours that are required by HR professionals............................3
P2 Identification of skill audits to appropriate knowledge, skill and behaviour.........................5
P3 Differences between organisation and individual learning, training and development.........8
P4 Presenting the need for continuous learning and professional development to drive
sustainable business performance.............................................................................................10
CONCLUSION.............................................................................................................................11
REFERENCES.............................................................................................................................13

INTRODUCTION
Developing individuals within a working place is considered one of the vital job of
manager and this in turn assist to take a business at high stage. An organisation grow rapidly
when the individual comes together and works as an effective team. Managing individual of
employees within an organisation is the job of human resource management. The chosen firm for
the present report is Venturi group which is an IT recruiting firm based in UK, USA and
Germany. The study will evaluate the basic skills, knowledge and behaviours required by an HR
professional, it will present the skill audits, strength, weaknesses, opportunities and threat of the
HR manager. It will further examine the difference between organisational and individual
learning, training and development. At last, it will deal with idea of continues learning and
professional development in order to achieve sustainable business growth.
MAIN BODY
P1 Knowledge, skills and behaviours that are required by HR professionals
Human resource management consist of those people who manage work force in the
organisation. They play an important role in management of employees within Venturi group.
They are considered as a link between the business and the employees (Woodcock, 2017).
Human resource look after needs and benefits of both the organisation and employees, so they
must possesses strong skills, knowledge and behaviour that support business to run in effective
manner.
Knowledge:
It refers to basic understanding and knowledge about various things which helps HR to manage
employees such as:
Personnel and human resources: HR professional must possesses basic knowledge about
various procedure and principle of personnel training, employees relations and negotiation,
recruitment, compensations and benefits, selection etc. within Venturi group.
Administration and management: An HR professional requires knowledge about business and
management operation, strategic planning, production process, management hierarchy of the
firm, leadership styles and techniques and employee management etc.

Laws and government: HR must have sufficient knowledge of governments laws, rules,
regulation regarding business, management, legal codes, employee wages, rights etc.(Hansen
and Madsen, 2018).
Skills:
Skills are certain abilities and capacities required for performing a task. Human resource
management have to perform multiple task for such it must opt certain skills mentioned below- Communication skills: HR manager of Venturi group must posses effective
communication skills. Such skills will assist the manager to convey it message and order
properly. It will reduce complexity and result in building healthy relation with
employees. The skill consist of quality of verbal and written speech. Time management skill: An human resource manager of quoted firm must posses good
time management practises. It consists of prioritization of important work, practise multi-
tasking, thinking strategically or smartly, scheduling work activities, keeping records etc.
such make them more productive, efficient and will lead to higher opportunities as well. Decision making skills: This skill stand for making quick and easy decision in short
duration. Human resource have to make various decisions on regular bases thus to make
effective and quick decision it must posses decision-making skills.
 Leadership skills: To lead a group of people an HR manager of venturi group must
posses leadership skills (Li, Mitchell and Boyle, 2016). It consists of creating and planing
activities, motivating employees to increase their level of productivity, building dynamic
team and guiding them in the direction to achieve specific objectives.
Behaviour:
It refers to a kind of attitude or manner that a person have. HR professional behaviour is its
optimistic outlook and attitude towards employees and task. For performing effectively a human
resource management must posses certain behaviours such as-
Transparency and trustworthiness: HR plays an important role in the organisation as well as in
scheduling employees routine and problem solving. It deals with various sensitive issues,
organisational policies and violations, pay and benefits etc. (Maduka and et.al., 2018) in such
they are expected to make fair decisions for all. To solve issues of the employees they tries to
build healthy and honest relation with workers for such it has to make a space for the employees

where they can talk freely and openly. Thus, HR of Venturi group need to practise transparent
and trustworthy behaviours with the employees in order to be a good leader.
Ethical behaviours: An HR of cited firm must opt ethical behaviour. Such behaviour refers to
practising honesty, building interpersonal relation, treating all employees respectfully and
helping them boost their morale (Crawford and Jenkins, 2018).
Versatility and adaptability: To perform more effectively and efficiently and HR manager must
know how to manage change. Opting adaptability and versatile behaviour will help them to
become more flexible. They will be able to move with the flow and such behaviour will lead HR
to success.
Skills, knowledge and behaviour required in marketing professionals
Marketing professionals need to posses varied range of skills, knowledge and behaviour for
professional work diversity, high scale innovation and productive expertise to evolve on new
targets actively. HR has role to hire best marketing professionals in company businesses for best
target completion effectively, higher brand goodwill and best revenue goals.
Skills required in marketing departments:
 Interpersonal skills.
 Numeracy and digital analytical ability.
 Creativity in practical work implementation imagination.
 Influencing and smart negotiation skills.
 Teamwork abilities
Knowledge and behaviour required in marketing professionals: High scale commercial
expertise about digital analytics, professional experience and dynamic working professional
growth towards innovative fundamentals. There should be knowledge of latest digital marketing
skills, best decision making competencies and also to enrich productive efficacy on longer time
frame.
P2 Identification of skill audits to appropriate knowledge, skill and behaviour
Skills Detail skill Level of ability
Very Good Neutral Bad Very bad

good
Communica
tion skill
I posses good communication
skills and it helps me convey
my order and messages to
others so that subordinate will
complete their own work
(Henttonen, Kianto and Ritala,
2016).
Decision
making skill
Decision-making skills refer to
make quick and effective
decision-making. I acquire
moderate decision-making
skill.
Time
management
skill
Human resource have to look
after the external and internal
resources of a business. I am
not good in managing time
because of workload that
further increase my stress level
too.
leadership
skill
Leadership skill refers to skills
by which a person is able to
motivate and influence group
of people. I posses very poor
leadership and that is why, my
team performance is not good.
Problem
solving skill
Problem solving skills refers to
analysing the problem and
finding alternative solution
(Marquardt and et.al., 2018). I

am neutral in problem solving
skill.
SWOT analysis of HR manager
Swot analysis is a framework used to evaluate the strength, weakness, opportunities of business
or a person. The following SWOT will help us understand the internal and external factors
affecting HR manager of Venturi group-
Strengths
 I posses good communication skills that
helps me to convey my orders and
messages effectively. Effective
communication also promoted in
building dynamic team.
 I posses very good decision-making
skill that helps me to make better
decision and such has also improved
employees satisfaction and engagement
in work at Venturi group.
Weaknesses
 I acquire poor leadership skill that have
resulted in deteriorating employees
productivity level, and employees
turnover rates is increasing within
quoted firm
 I have poor time management skills that
have led to incomplete work due to
which I feel stressful (O’Donovan, Van
Dun and McAuliffe, 2020). I could not
complete my task before deadline such
is affecting my image and personality
thus I need to overcome my
weaknesses.
Opportunities
 Good communication skills grant me
opportunities for future promotion
within Venturi group.
 Also, the active decision-making skills
have helped me in managing change
such as making quick decision for
Venturi during the sudden appearance
of Covid-19 pandemic.
Threats
 I have a threat from other progressing
employees in human resource
management of Venturi because they
could grab my seat and I might be
jobless.
 My weaknesses are putting negative
impact on my performance.

 My deep knowledge about
administration, management, laws and
government create future opportunities
for Venturi group (Scheutz, M.,
DeLoach and Adams, 2017).
 Increasing stress level may also affect
my mental health deeply.
Professional development management
What Do I
Want/ Need
To Learn?
What Will I Do
to Achieve
This?
What Resources
or Support Will I
Need?
What Will My
Success Criteria
Be?
Target Dates for
Review And
Completion
Leadership
skills
I will opt
positive attitude
and will keep my
self-motivated
and will motivate
others too.
I will reader books
take online
tutorials, attend
seminars and
webinars (Kiratli
and et.al., 2016 )
There will be an
improvement in
employees
performance.
4 months
Time
management
skill
Prioritizing
work, creating
clear visions and
goals, stopping
procrastination.
Will reader articles
and books of great
leaders regarding
time management.
Completing work
before deadline.
2 months
P3 Differences between organisation and individual learning, training and development
Organisational learning vs individual learning
Particulars Organisational learning Individual learning
Meaning Organisational learning refers to a
process by which knowledge is
Individual learning is a process by
which an individual increase its

developed and transferred within
the organisation. Employees learn
with their job experiences within
the organisation. Such result in
growth of the business (Dowling
and et.al., 2018).
knowledge. Such results in change of
individuals behavioural knowledge.
It can be related to acquiring new
information or exploring a new
Strategy etc.
Focus on Organisational learning theory
focuses on building a flexible
dynamic learning organisation that
can ensure organisational growth
and development.
Individual learning focus on
enhancing the knowledge, skill and
abilities of an the individual. It
assures individual growth and
development. Such results in growth
of individuals personality.
Number of
individuals
It affects the number of employees
working in an organisation.
It consist of an individual.
Objective Organisational learnings objective
is to identify strategic knowledge
among the people and process of
the business and evaluating
potential for organisational success.
Objective of individual learning to
opt deep knowledge and skills and
find the success criteria for individual
growth and development.
Aim Organisational learning aims the
success and growth of an
organisation.
Individual learning aims to increase
knowledge and development of
individual personality.
Orientation It is job oriented. Organisational
learning increase knowledge and
efficiency of employees and
process in business.
It is career oriented. Individual
learning widen the area of individual
knowledge and skill. Which enhance
individual personality and give
opportunities for better career.
Training vs Development

Particulars Training Development
Meaning Training refers to an act of
improving or learning basic skills or
knowledge.
Whereas development refers to the
overall growth of individual and it
widening the area of skill and
knowledge.
Terms It is a short term process. Development is an ongoing and long-
term process (The Difference between
Training and Development, 2020).
Focus on It focus upon present roles. It
rotates around present needs.
It focus on development of future
individual. It revolves around
futuristic activities.
Number of
individual
It consist of a number of
individuals.
Development consist of only single
individual.
Objective Its objective is to improve
employees work performances.
Its objective is to prepare future
employees that can perform
effectively.
Aim Training is specifically related to a
certain job.
Whereas development is conceptual
and it aims in overall development of
an individual.
Orientation It is job oriented. Training increase
knowledge and efficiency for a
particular job.
Development is a career oriented
process. It focus on progression and
career building.
P4 Presenting the need for continuous learning and professional development to drive sustainable
business performance
Continuous learning is the process of learning new skills and knowledge that helps to
keep their employees aware with new changes. It is necessary for Venturi Group to focused upon

CPD in order to stay ahead in the competition. Therefore by applying the Kolb's learning cycle
model, companies identified learner's internal cognitive process. These are as mentioned below:
Concrete experience: In this, manager encounter a new experience or reinterpretation
existing experience (Valdmann, Holbrook and Rannikmae, 2017). Such that in quoted firm, HR
invest their time to analyze the performance of an employee by applying different tools so that
they understand the actual productivity of a company. In this HR adopt diverging style in order
to look at the things at different perspective in order to solve any situation.
Reflective observation: In this, learner reflect on their experience and examine their
learning to a particular situation. Such that Venturi Group start implementing training session
and then employees share their experience pertaining to their learning. In this, Assimilating style
is adopted in which learner think before taking any action and less focused upon people and
more interested in ideas.
Abstract conceptualization: In the third cycle, learner form new ideas or modify the
existing ones through its observation stage. Under this converging style is opted that helps
individual to solve the problem and use their learning to identify the solution with regards to
practical issues (Ward and van der Mars, 2020). The individual who adopt such style are more
attracted towards technical task and share their experience as well.
Active experimentation: With the help of such learner applies their idea to world in order
to examine what happens, also try to analyses the things minutely. In this, accommodating style
is opted that assist to see problem from an deep point of view. This is applied when the
employees faces adverse situation and this may affect their job performance as well.
Therefore, it is examined that with the help of effective CPD companies fill the skill gap
efficiently and grow their business further. Moreover, it also assist to gain competitive edge
within marketplace and drive more values across an organization so provide better corporate
performance. Organisations embrace continues learning because such empower individual
potential and provide more value to organisation. Strong learning culture ensures sustainable
improvement in employees performance, fastens the customer satisfaction process which directly
results in attaining better abilities to meet future demands of the marketplace. Hence, it is stated
that value-based organisation is good enough to acquire high market value and can beat the
competitors effectively. In addition to this, it is also examined that continuous learning also helps
to build strong organization culture which nurtured the innovation (Nooruddin and Bhamani,

2019). it transforms and changes employees role from just doing a job to bright career
opportunities. A strong sustainable learning process not just create a skilful productive employee
but it also enhance an individuals personality and widen its knowledge. Such that Venturi Group
is also focused upon professional development plans that assist to improve the performance of an
employee up to some level. This in turn contribute to organization culture and that is why,
company is able to meet the define goal.
Therefore, it is clearly reflected that with the help of effective CPD, organization is able
to enhance the performance of an employees so that they effectively contribute towards the
success of a business. This in turn also assist to provide better career development opportunities
to the workers(Learning: A Guide for Your Business, 2021.) It ensures quality engagement of
employees within Venturi group and helps employees to empower and acquire effective skills
that benefits both the organisation and employees.
Honey and Mumford explained different learning styles that helps to maximize one’s own
personal learning to seek opportunities through that style. These are:
 Activist: In an organization, these are the people who learn by doing. They are open
minded and always ready to learn things without any bias in new experiences.
 Theorist: This type of learner understand theory behind an action and also engage
within learning process. This in turn assists business to take better decision for the
welfare of a firm.
 Pragmatist: This people have to see how to put learning into practice in a real world.
Thus, through discussion, case studies employees learn how to solve problems
practically.
 Reflector: People learn by observing and thinking what happened and also avoid
leaping in order to make decision for welfare of a firm.
Through this model, company generate the best learners who can easily perform task
through their effective learning. Also, having these type of learners assists company to make
decisions for the welfare of a firm and sustain a brand image at international level. Therefore, ir
is also helps individuals to make smarter decisions in adjusting leaning opportunities to increase
range and variety of experience which further improve skills and awareness.

Lewin’s Field Theory of Learning
Lewin theory regards learning as relativistic process which generates learning insights
creatively, by changing old ones and is not mechanical process of connecting stimuli. It regards
learning as relativistic process by which learner is able to develop new insights, actively and
inculcate new advanced functional working understandings towards new vision oriented
domains. This theory also explains learning is not mechanical process of connecting stimuli,
responses are developed based on varied working scenarios in practical experience effectively.
This theory also plays crucial role for developing innovation actively among working scenarios
competitively, at which HR by training advanced aspects of trained efficacy within employees
will be able to enduce advanced performance goals.
CONCLUSION
By summing the above report it has been concluded that HR within an organisation must
possesses the basic knowledge, behaviour, skill that assist to take a business at further level of
success. The study also summarizes the skill audit and by using SWOT analysis, it concluded the
strengths, weaknesses, opportunities and threats of HR manager and then prepare PDP plan for
the same. Organisational learning, individual, training and development are considered an
important aspects that affect the business growth. So the study summarizes the difference
between organisation and individual learning, along with training and development. Moreover,
the study concluded the importance of continuous learning and professional development to
drive sustainable business performance by using Kolb's learning cycle. Through this it has been
concluded that if Venturi Group provides CPD then it helps to improve the business performance
along with employee productivity.

REFERENCES
Books and Journals
Crawford, R. and Jenkins, L. E., 2018. Making pedagogy tangible: Developing skills and
knowledge using a team teaching and blended learning approach. Australian Journal of
Teacher Education.43(1). p.8.
Dowling, C and et.al., 2018. Developing individuals whilst managing teams: Perspectives of
under 21 coaches within English Premier League football. Soccer & Society. 19(8).
pp.1135-1150.
Hansen, L. H. and Madsen, C. Ø., 2018. Polyphonic inquiry for team development, learning and
knowledge production. In Relational Research and Organisation Studies (pp. 85-116).
Routledge.
Henttonen, K., Kianto, A. and Ritala, P., 2016. Knowledge sharing and individual work
performance: an empirical study of a public sector organisation. Journal of Knowledge
Management.
Kiratli, N and et.al., 2016. Climate setting in sourcing teams: Developing a measurement scale
for team creativity climate. Journal of Purchasing and Supply Management. 22(3).
pp.196-204.
Li, V., Mitchell, R. and Boyle, B., 2016. The divergent effects of transformational leadership on
individual and team innovation. Group & Organization Management. 41(1). pp.66-97.
Maduka, N. S and et.al., 2018. Analysis of competencies for effective virtual team leadership in
building successful organisations. Benchmarking: An International Journal.
Marquardt, M. J and et.al., 2018. Optimizing the power of action learning: Real-time strategies
for developing leaders, building teams and transforming organizations. Hachette UK.
Nooruddin, S. and Bhamani, S., 2019. Engagement of School Leadership in Teachers'
Continuous Professional Development: A Case Study. Journal of Education and
Educational Development.6(1). pp.95-110.
O’Donovan, R., Van Dun, D. and McAuliffe, E., 2020. Measuring psychological safety in
healthcare teams: developing an observational measure to complement survey methods.
BMC medical research methodology. 20(1). pp.1-17.
Scheutz, M., DeLoach, S. A. and Adams, J. A., 2017. A framework for developing and using
shared mental models in human-agent teams. Journal of Cognitive Engineering and
Decision Making. 11(3). pp.203-224.
Valdmann, A., Holbrook, J. and Rannikmae, M., 2017. Determining the effectiveness of a
design–based, continuous professional development programme for science teachers.
Journal of Baltic Science Education.16(4). p.576.
Ward, P. and van der Mars, H., 2020. Confronting the challenge of continuous professional
development for physical education teacher educators. Journal of Physical Education,
Recreation & Dance.91(1). pp.7-13.
Woodcock, M., 2017. Team development manual. Routledge.
Online

Continuous Learning: A Guide for Your Business. 2021. [Online]. Available through:
<https://www.learnupon.com/blog/continuous-learning/>.
The Difference between Training and Development. 2020. [Online]. Available through:
<https://www.gyrus.com/the-difference-between-training-and-development/>.