Employability Skills Report: AUDI HR Coordinator Analysis

This report provides a comprehensive analysis of employability skills, focusing on the role of a Human Resource Coordinator at AUDI. It outlines responsibilities, performance objectives, and strategies for self-evaluation and improvement. The report delves into time management techniques, emphasizing prioritization, checklists, and delegation. It explores team dynamics using Belbin's theory, analyzing roles and their impact on team goals. Furthermore, the report addresses work-based problems and proposes solutions, including the implementation of computerized systems and effective communication strategies. The report also evaluates tools and methods for resolving issues, such as overtime payment discrepancies, and concludes with a reflective piece on the learning experiences gained throughout the assignment. Overall, the report aims to enhance the understanding and application of employability skills within a professional context.

EMPLOYABILITY
SKILLS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 & 1.2 Set of own responsibilities and performance objectives and evaluation of own
effectiveness against objectives...................................................................................................3
1.3 Recommendations for the improvement................................................................................4
1.4 Importance of motivation techniques for improving work performance...............................4
TASK 2............................................................................................................................................5
2.3 Time management strategies..................................................................................................5
TASK 3............................................................................................................................................6
3.1 Roles of the team members....................................................................................................6
3.2 Analyses team dynamics........................................................................................................7
3.3 Alternative ways to achieve team goals.................................................................................7
2.1 & 2.2 Developing solution to the work based problems........................................................7
M1 Advantages and Disadvantages of using Belbin's theory......................................................8
D3 Reflective Piece......................................................................................................................8
TASK 4............................................................................................................................................9
4.1, 4.2 & 4.3 Evaluation of tools and methods and developing strategy to resolve problem....9
M3 Reviewing and justifying tools and methods used................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11
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INTRODUCTION
Employability Skills can also be referred to as the soft skills or non-technical
skills which include management skills, communication, coordination and decision
making skills. Human Resource Development and Employability Skills are linked with
each other. Thus, in order to make the workforce efficient, HR manager should aim to
develop skills among their employees (Andrews and Russell, 2012).
This report focuses on employability skills of AUDI employees. Further, this
report describes the ability to determine the responsibilities and performance. In
addition to this, understanding has been made about the dynamics of working with
others (Azim and et.al., 2010)
TASK 1
1.1 & 1.2 Set of own responsibilities and performance objectives and
evaluation of own effectiveness against objectives
As a human resource coordinator, I have to perform several responsibilities and
objectives. As per the job profile I have to carry out every basic function of human
resource department of AUDI. Some of the responsibilities are described below: Participation in Recruitment Process: I have to fulfil the responsibility of
recruiting and selecting employees (Cassidy-Rice, 2014). Before that, I will
evaluate organization and search out the vacant job as a technician in the firm.
Further, I have to set the objectives regarding recruitment process in order to
accomplish the task in the given time limit. Compensation and Negotiation: my responsibility is to give remuneration to
employees as per their skills and abilities. Further, negotiation has to be done by
me in order to fulfil the demands of labours (DiTullio, 2010). If any labour of Audi
is not satisfied then the coordinator at his level has to negotiate with them and try
to settle down the matter and then report it to the HR manager.
After assessing own responsibilities as a Human Resource Coordinator,
effectiveness can be tested. Further, at the time of job evaluation and recruitment
process I can check the effectiveness by performing these activities within given time
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limit. By negotiating with the labours for settling down their demand, at that time I can
test my negotiation skills (Hepworth, 2010). Moreover, I can ask my supervisor to
observe me while I am performing these responsibilities and provide me with feedback.
The feedback will help me to improve my skills.
1.3 Recommendations for the improvement
There are range of recommendations which can be useful for improving the set
of objectives and performance so that I can enhance my skills and abilities to render
quality services within the organization (Joanna, 2014). Some of the recommendations
are as follows:
 In certain time period, I must attend conference and seminars so that I could
gain or acquire new knowledge related to work area.
 I must focus on different training and development program in order to enhance
the decision making skills (Perks, 2010). Further, this will help me in taking
effective decisions.
 360 degree feedback must be taken from the supervisors and subordinates to
identify the weak areas that could be worked upon.
1.4 Importance of motivation techniques for improving work performance
I must adopt different motivational techniques to improve the overall performance
of technicians of Audi. By adopting several techniques, I can motivate them and
enhance their performance (Pool and Sewell, 2007). As per the present scenario, I will
adopt the Y motivation theory which will help the management in developing self
motivational attitude among their workforce and also among the workers who are
rendering the services in the manufacturing unit. This will reduce the supervision level
because employees will be self motivated while performing their tasks.
On the other hand, management should also adopt the monetary incentives to
motivate labor class. First I should recognize the skills and abilities of every worker and
according to that motivation techniques should be applied (Skerritt and Ortrun, 2013).
This will help in boosting their morale which will eventually enhance overall
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performance of Audi. Iincentive motivational technique is significant for organization as
it will satisfy the requirement and needs of an individual.
TASK 2
2.3 Time management strategies
Some of the time-management strategies which can help me to manage most
important and less important activities are as follows:
1. Prioritization: To manage the time effectively, I should distinguish the work as
per their importance and urgency. After segregating the task, I can easily
prioritize the work (Trought, 2012). After prioritization, time can be allotted to
each task accordingly. Through this, I can easily manage time and this will
enhance their effectiveness.
2. Checklists: One of the effective time management strategies include
emphasizing on checklist method to ensure that all the daily tasks and activities
have been successfully accomplished or not.
3. Organization: Organization can be done by analyzing the resources which are
to be used during performance of the work. Other activities also should be
organized accordingly (Zepeda, 2013). If organization is done then I can easily
manage the time.
4. Delegation: I have to do multiple tasking and this may lead to chaos so to
reduce the work load and bring efficiency while meeting the deadline work should
be delegated properly to the subordinates (Sonmez, 2014).
5. Eliminate the unnecessary work: I must identify the unnecessary task by
organizing and prioritizing the work. These unnecessary tasks may result in
wastage of time. So for proper time-management, I should not perform those
tasks which are consuming more time and are not required in achieving current
objective (Employability Skills 2000, 2015).
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TASK 3
3.1 Roles of the team members
Technicians of Audi play different roles in order to accomplish the goals of the
team. Thus, for this aspect, Dr. Meredith Belbin has introduced nine roles of team
members which are played by the people as per their behavior (DiTullio, 2010). These
roles are enumerated below:
1. Team Worker: team worker provides support and ensures that all the members
are working together for achieving the goals effectively.
2. Resource Investigator: Innovative and curious members are known as resource
investigators. They explore new concepts and negotiate on the behalf of the
team for managing resources.
3. Coordinator: Activities of the team are coordinated by them and they are
considered to be a team leader (Sonmez, 2014).
4. Completer: They see that projects and tasks gets completed. They emphasize
on the completing the task without any omission or error.
5. Plant: These people are introvert in nature and prefer to work alone.
6. Implementer: They get the things done like managers. Moreover, they turn the
ideas and concepts into practical action.
7. Shaper: They improve the team work. They accept the challenge as an exciting
thing and possess courage to accept those challenges (Zepeda, 2013).
8. Monitor-Evaluator: They are best at analyzing and evaluating ideas of the other
team members.
9. Specialist: They possess specialized knowledge which is required to complete
the job.
Collective working can be done if proper goals and objectives of the teams are
laid down by the team leader. This would guide the team members and they will have
the clear vision for achieving the team goals together. Roles should be clearly assigned
to them as it will enable them to work effectively.
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3.2 Analyses team dynamics
At workplace, teams play an integral role for executing the task which is to meet
out the customer's expectations. While, team dynamics are most crucial part in working
life. It is a kind of force which impact team performance. It benefits the AUDI in
improving the team performance (How to Prove or Improve your Skills, 2015). Team
dynamics; therefore have a major impact on the organization's reputation. This will
positively impact in building the premier products reputation in the competitive market.
Team dynamics helps in attaining their customer's needs which will ultimately increase
their goodwill in the industry.
3.3 Alternative ways to achieve team goals
Team goals of a team at AUDI can be achieved using several alternative ways.
Through Belbin theory, roles of the team members will be identified. Thus, HR manager
can provide monetary and non-monetary incentives as per the behavior of the members
and provide motivations to them. This will help in achieving goals in an effective
manner (Perks, 2010). Further, breaking down activities among the team members will
assists them in ensuring proper manufacturing of Cars. On the other hand, scheduling
can also help in achieving team goals. For instance I can schedule all the activities
which are to be carried out in a day and work accordingly. Scheduling will help in
preventing duplicity of the work in the company.
2.1 & 2.2 Developing solution to the work based problems
At the time of conducting activities at workplace, several work based problems
arises. These issues should be overcome in order to ensure proper attainment of goals
and objectives. I as an HR coordinator must focus on resolving the problems. I can
implement computerized system which could help the firm to record and maintain the
level of stocks which company is having and which are required to manufacture the cars
(Azim and et.al., 2010). Thus, this will help in overcoming the shortage of physical and
technical resources while manufacturing the cars as scheduled. Another solution can be
obtained by delegating and empowering the workload so that the management can take
decisions by their own in order to perform tasks in an effective manner.
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I can communicate these solutions to all the levels through emails and also by
conducting sessions with the entire workforce. Further, top management can be
communicated through email or by conducting personal meeting (Sonmez, 2014).
M1 Advantages and Disadvantages of using Belbin's theory
It is advantageous to use Belbin theory for identifying the team roles because
through this Audi can identify roles of the team members as per their behaviour and
unique contribution can also be assessed which will be useful in providing incentives
(Hepworth, 2010).
On the contrary, AUDI has appointed employees who are from diverse culture so
this theory aims towards cultural biasness which is not good for the organization.
D3 Reflective Piece
I have conducted several activities such as identifying team roles and team
dynamics. But prior to that own set of responsibilities have been identified. It can be
said that I have learnt many new things such as how many of types of behaviour a
people posses and techniques to identify those behavior have been learnt. Further, I
have also learnt to manage time and carry out work in the given time frame. Moreover, I
also recognized what kind of skills I possess and what more are required to develop in
myself. I can develop those skills by taking experience from my peer group and through
internet.
By using Belbin's theory, team dynamics can be analyzed. It is because, through
different roles behvaiour of team members can be identified and those psychological
behaviour acts as a team dynamics. Thus, it can be said that Belbin theory helps in
analyzing the team dynamics.
TASK 4
4.1, 4.2 & 4.3 Evaluation of tools and methods and developing strategy to
resolve problem
Main issue faced by the AUDI is related with the overtime payment. Management
was unable to decide the level of extra payment at the time of planning new event.
Further, it is essential for the firm to identify the best solution so that overall productivity
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does not get hamper (Trought, 2012). One of the solutions can be that management
must interact with the workers and find out their needs and preferences regarding the
same. Another solution is that management can take initiative in order to boost
motivational level of the workforce. Further, Incentive scheme can be introduced for
employees where they can be provided with monetary benefits according to the efforts
applied in planning the event.
Strategy which can be adopted for resolving such problem is that team members
who are associated in planning the training event can be given the right to delegate all
the responsibilities to each other. This will help in performing in a better manner and it
can minimize the issue of overtime payment which is one of the main issues (Andrews
and Russell, 2012). Further, while implementing the planned strategy, employees can
be motivated within AUDI so that they can manage the entire event in a better manner.
Moreover, technicians can enhance their skills and knowledge regarding the use of
video conferencing tools which can satisfy various needs of the firm and as well as
stakeholders.
M3 Reviewing and justifying tools and methods used
Interaction of managers with the workers is a most effective tool as through this,
manager come to know about the preferences of the worker about the overtime
payment. Through this, manager can set high or low payment structure. Second method
can be planning incentives programs according to the efforts put by the team members
for arranging training event (Sonmez, 2014). For the sake of earning incentive, every
employee will put its complete efforts and thus training program can become successful.
CONCLUSION
As per the above study which have been conducted on the employability skills of
AUDI, it can be concluded that these skills are significant for the individual which assist
them to work in a company and attaining company's and individual objectives. This
report has suggested various methods through which team goals can be achieved.
Moreover, by using several strategies work based problems can be resolved.
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REFERENCES
Journals and Books
Andrews, G. and Russell, M., 2012. Employability skills development: strategy,
evaluation and impact. Higher Education, Skills and Work-Based Learning. 2(1).
pp.33–44.
Azim, S. and et.al., 2010. The importance of soft skills in complex projects. International
Journal of Managing Projects in Business. 3(3). pp. 387–401.
Cassidy-Rice, J., 2014. NLP promotes personal development and professional success:
Process gives the edge to both companies and individuals. Human Resource
Management International Digest. 22(3). pp. 38-41.
DiTullio, L., 2010. Project Team Dynamics: Enhancing Performance, Improving Results.
Management Concepts Inc.
Hepworth, A., 2010. Studying for Your Future. Successful Study Skills, Time
Management, Employability Skills and Career Development. A Guide to
Personal Development Plan.
Joanna, P., 2014. Do real estate courses sufficiently develop graduates’ employability
skills? Perspectives from multiple stakeholders. Education + Training. 56(6).
pp.562–581.
Perks, S., 2010. Problem‐solving techniques of growing very small businesses. Journal
of Enterprising Communities: People and Places in the Global Economy. 4(3).
pp. 220-233.
Pool, D. L. and Sewell, P., 2007. The key to employability: developing a practical model
of graduate employability. Education + Training. 49(4). pp.277–289.
Skerritt, Z. and Ortrun, K., 2013. Professional Development in Higher Education: A
Theoretical Framework for Action Research. Routledge.
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Sonmez, Z. J., 2014. Soft Skills: The Software Developer's Life Manual. Manning
Publications Company.
Trought, F., 2012. Brilliant Employability Skills. Pearson Education Limited.
Zepeda, J. S., 2013. Professional Development: What Works. Routledge.
Online
Employability Skills 2000+. 2015. [online]. Available through
<http://www.conferenceboard.ca/topics/education/learning-tools/employability-
skills.aspx>.[Accessed on 3rd February 2016].
How to Prove or Improve your Skills. 2015. Available through
<http://www.careers.ox.ac.uk/how-to-prove-or-improve-your-skills/>. [Accessed
on 3rd February 2016].
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