Summative Assessment (40552/06): Effective HR/L&D Practitioner

This report provides an overview of the knowledge, skills, and behaviors necessary for an effective HR/L&D practitioner. It identifies key users of HR services, including line managers, employees, and applicants, and discusses their needs and potential conflicts. The report also explores three communication methods—face-to-face, phone/video calls, and written communication—highlighting their advantages and disadvantages in different organizational contexts. Furthermore, it emphasizes the significance of effective service delivery, outlining its key components such as service quality, employee attitude, customer relationship management, and complaint resolution. The document concludes by referencing academic sources that support the analysis of HR practices and their impact on organizational performance. Desklib provides access to similar solved assignments and study resources for students.

Summative Assessment (40552/06)
Developing Yourself as an Effective
HR/L&D Practitioner

Table of Contents
Task.......................................................................................................................................................2
a)........................................................................................................................................................2
b).......................................................................................................................................................2
c)........................................................................................................................................................2
d).......................................................................................................................................................3
References.............................................................................................................................................4

Task
a)
There are various users of HR services in an organisation. Some of the key users include Line
managers, employees and the ones who are the applicants. The line managers are the ones
who are responsible for the teams and groups on the floor (Alami, et. al., 2015). They
motivate their teams for good performance so that the objectives of the organisation can be
met. The employees are the ones who work for the company and help in meeting the final
goal of the company. They showcase their skills and take payment in return for their efforts
and deliverables. The applicants are those who are the potential employees of the company.
They apply and the HR practitioners determine their selection or rejection. Also, they arrange
learning and development programs for them (Arachchige and Robertson, 2015).
b)
The needs of the above discussed three users are similar but they can conflict with each other.
The key needs are explained below:
Line managers: Effective resources and support from upper management
Employees: Appropriate payment and training from coaches or line managers
Applicants: Training and motivation
The needs are conflicting but these can be prioritised in order to settle an effective
collaboration of managers and employees. The prioritisation can be done by understanding
their needs and arranging further training and motivation programs at regular intervals to
boost up the performance of the employees and to give positive results to the line managers.
The motivated staff will support line manager to achieve the set targets. It will also build up
effective future force of employees because training will make them better and effective for
the organisation.
c)
The three methods of communication which can be used in an organisation at different levels
are:

Face to face communication: This communication method will help line managers to get
immediate response from the employees. They can provide suggestions or can keep their
issues face to face. The disadvantage is that once the words are spoken, they do not have
effect for a longer period of time (Richman, 2015).
Meetings over Phones/ video call: This communication style will help the communication
parties in getting immediate response but also lacks in getting the personal touch which is
present in face to face meetings. The technological issues can also disrupts the message.
Written communication: Written communication through emails, memos and letters provides
an advantage to the partiers to keep a record of the messages shared between the
communication parties. The disadvantage is that the response is delayed and the results are
not taken on the spot as a result.
d)
Effective service delivery is very significant for the businesses. The key components of
effective service delivery includes Service quality, employee attitude, maintaining good
relationships with the customers, resolving the complaints of the employees and customers,
delivery of services and many more. It is very important to keep track of the customers and
their needs so that services can be rendered timely and as per the demands of the customers.
It is also important to take care of the issues they are facing so that it can be resolved timely
and the business can retain their customers to fight the tough competition in the market
(Scherbaum and Goldstein, 2015).

References
Alami, R., Iran, B., Sohaei, R., Iran, B., Berneti, A.K.M., Younesi, A., Farnia, M. and
Mirzajani, H., 2015. The Effectiveness of Human Resource Management on Improving the
Performance of Education Staff. International Journal of Business and Social Science, 6(5),
pp.251-254.
Arachchige, B.J. and Robertson, A., 2015. The effect of human resource management high
performance work practices on organisational outcomes: a Sri Lankan perspective. Sri
Lankan Journal of Human Resource Management, 5(1).
Richman, N., 2015. Human resource management and human resource development:
Evolution and contributions. Creighton Journal of Interdisciplinary Leadership, 1(2), pp.120-
129.
Scherbaum, C.A. and Goldstein, H.W., 2015. Intelligence and the modern world of
work. Human Resource Management Review, 25(1), pp.1-3.