Business Developing Individuals: A Report on HR Practices at Greenergy

Desklib provides past papers and solved assignments for students. This report analyzes HR practices and employee development at Greenergy.

BUSINESS DEVELOPING INDIVIDUALS
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Table of Contents
Introduction...................................................................................................................... 3
LO1: Knowledge, behaviour and skills expected from staff members by HR
professionals.................................................................................................................... 4
LO2 Analyse the factors to be considered when implementing and evaluating inclusive
learning and development to drive sustainable business performance............................9
LO3: Knowledge and understanding based on HPW (High Performance working) that
contributes to workers engagement...............................................................................13
LO4: Evaluation of different ways based on performance management and effective
communication to improve high performance commitment in organisation....................17
Conclusion..................................................................................................................... 21
Reference List................................................................................................................ 22
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Introduction
The appropriate professional knowledge, qualifications, skills, and behaviours required
by HR professionals for Greenergy will be examined for determined for this study.
Further, a complete personal skills audit to recognize suitable knowledge and
behaviours will be analysed for Greenergy. This report will also seek to develop a PDP
for a particular job profile in Greenergy, which is the second largest private company in
UK. Individual and organizational learning within Greenergy will be differentiated for this
study along with acknowledging the need for professional development and continuous
learning procedure.
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LO1: Knowledge, behaviour and skills expected from staff members by HR
professionals
Introduction
The organization chosen for the context of this study is Greenergy, Britain’s second
largest private company. Greenergy is UK’s only national fuel supplier and is currently in
the 27th year of its business (Lel et al., 2016). Human resource professionals are very
crucial for the smooth functioning of any organization and the same applies to
Greenergy.
P1: Determine appropriate and professional knowledge, skills and behaviors that
are required by HR professionals.
HR professionals are expected to be efficient in their jobs as they are tasking with
managing the manpower of Greenergy along with serving as the link between the
managers and the workers. HR professionals need to attend to the grievances of the
manpower along with ensuring their performance appraisal. HR professionals play a
crucial role by employing manpower, meeting their requirements and taking adequate
steps to ensure their wellbeing and advancement (Cohen, 2015). Administrating
employment relation matters and offering HR assistance onsite are some of the key
duties of HR professionals in Greenergy. Further, Greenergy's HR professionals are
tasked with managing the Greenergy Learning HUB, which is the e-learning platform of
the company. Additionally, HR professionals are required to take minutes of meetings
along with making sure that all records and reports are completed on time.
The following is a summary of professional knowledge and qualifications that is are
required for HR professionals in Greenergy.
 Expertise in Employment Legislation
 Qualified with a Diploma in Learning and Development Management
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 Chartered Institute of Personnel and Development Certificate or
Diploma qualification in Human Resource Management
 Literacy in Information Technology
 Highly developed Microsoft Excel Competency
 Understanding and expertise in administrating performance of staff
 Established and verifiable record of conducting performance review
administration
 Familiarity with organizing guidance and instruction courses
 Verifiable backdrop in the general HR sphere within an increasingly developing
atmosphere
 Familiarity in overseeing susceptible HR matters with prudence
The following skills are required for HR professionals in Greenergy.
 Exceptional expertise in verbal along with non-verbal communications
 Prepared along with having the capability to meet deadlines.
The following behaviours are required in HR professionals of Greenergy.
 The HR professionals should be sociable and amicable along with having a
mind-set of getting things done.
 The HR professionals should be dependable, consistent, trustworthy, and
prepared.
 The HR professionals should have a proficient mind-set along with the capability
to show compassion in susceptible circumstances
 The HR professionals should lead by example by conducting themselves as
brilliant role models, always with being prompt, courteous, reliable, and sincere.
P2: Analyze a completed personal skills audit to identify appropriate knowledge,
skills and behaviors and develop a professional development plan for a given job
role.
Personal Skills Audit of an HR professional in Greenergy
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Strengths
- expertise in employment
legislation
- advanced Microsoft excel
competency
- experience in administrating
staff performance
- exceptional expertise in
verbal along with non-
verbal communications
- familiarity in overseeing
susceptible HR matters with
prudence
Opportunities
- work in a team
- earn money
- receiving private Medical
Insurance
- availing worldwide Travel
Insurance
- entitled to company Pension
- entitled to life Insurance
cover of 4 times basic salary
Weaknesses
- lack of compassion
in sensitive issues
- not being social able
enough
- not having the
attitude to meet
deadlines
- lack of literacy in
information
technology
Threats
- being unsupported at work
- inability to fit in the company
culture
Table 1: Personal Skills Audit of an HR professional in Greenergy
(Source: Created by the Learner)
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Professional Development Plan for HR professionals in Greenergy
What are
the long-
term
goals?
What are
the
specific
goals?
What are the
key skills
needed for
each one of the
goals?
What skills
do the HR
profession
als need to
work on?
What
actions are
the HR
professiona
ls
recommend
ed taking?
When are
the HR
professiona
ls
recommend
ed to
complete
their
training by?
Become a
compassion
ate HR
professional
Increase
compassi
on in
dealing
with
sensitive
HR
issues
Compass
ion,
sympathy
,
empathy,
care
Compassio
n and
empathy
Develop
empathy
and
compassion
for
employees.
6 months
Become a
role model
for the
workforce
Become
more
amicable
while
dealing
with co-
workers
and
employs
Kindness,
harmonious,
cordial, friendly
Kindness Be more
friendly and
approachabl
e to co-
workers and
employees
6 months
Be an HR
manager
Progress
in current
job profile
and get
Networking
skills, leadership
skills,
management
Networking
skills,
leadership
skills,
Online CPD
project
managemen
t training
12 months
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promoted
as HR
manager
skills manageme
nt skills
course,
Company
leadership
course
Be more
punctual
Meet
deadlines
Time-
management
skills, task
allocation skills,
multi-tasking
skills, self-
management
skills
Time-
manageme
nt skills,
task
allocation
skills, self-
manageme
nt skills
Develop
self-
discipline
and a strong
resolve to
work round
the clock
and develop
an attitude
to get things
done in the
allocated
time-frame
6 months
Become
more tech-
savvy
Increase
literacy
and
competen
cy in IT
Strong IT skills Develop
strong skills
in IT and
other
necessary
technologie
s
IT training
courses,
relevant
technology
courses
12 months
Table 2: Professional Development Plan for HR professionals in Greenergy
(Source: Creatd by the learner)
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LO2 Analyse the factors to be considered when implementing and evaluating
inclusive learning and development to drive sustainable business performance
P3: Analyse the differences between organizational and individual learning,
training and development.
Individual learning is about getting better during the on-job process, which leads to
enhanced adaptive abilities of the professionals. Individual learning entails learning at
work and is developed through observing co-workers, interactions with the clientele and
fellow employees, and working under the supervision of seniors at the workplace.
Increased involvement in the process of the organization is indentified as a crucial
source for individual learning, which works with the core idea of a strong relation
between working and learning (Namada, 2018). There are not major differences
between organizational and individual learning as they are interlinked and are small logs
in the bigger cycle of better organizational performance (Argyis, 2017). What employees
learn during their work in the organization has a direct effect on the organization
because since the organization is only as good as people who are working in it, the
collective skill enhancement of the workers also signal the improvement of the
organization.
Organizational learning is all about organizations enhancing their knowledge through
the collective learning attempts of their employees. This can be facilitated through
encouraging the managers to provide constructive feedback to the employees.
Organizational learning can also be ensured if the managers are approachable enough
to invite and respond to inquiries from the employees, which will facilitate appropriate
solution to problems plaguing the business (Dixon, 2017). Individual learning facilitates
organizational learning as individual learning eventually and inevitably gets ingrained in
the psyche and structure of the organization. Since an organization learns through its
employees, it is influenced in one way or the other by individual learning. The major
difference between organizational and individual learning is that organizations cannot
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learn without their employees, while individuals can learn without the organization.
Individuals working in an organization are always self-analyzing but not all of these
assessments and call to actions will influence organizational learning (Lee, 2019).
The differences between training and development have been enumerated underneath:-
 Training is a process for fresh recruits to understand the proficiency necessary
for the position that they have been chosen for (Cohen, 2017). On the other
hand, development is the method of training existing and employed workers for
their overall advancement.
 Time duration is a key differential factor between development and training.
While development is considered as an unending continuous process, training is
relatively short-term and can be understood to last anywhere between three to
six months.
 Training is an obligatory process that new recruits in most organizations are
mandated to attend. In stark contrast, development entails self-assessment and
is dependent on the individuals’ personal motivations rather than organizational
obligations (Larsen, 2017)
 Training is conducted under the supervision of an efficient trainer who is tasked
with training the new recruits with all skills required for the position and profile for
which they have been hired. Development on the other hand, does not involve
the mentorship of a third party and is driven by self-assessment and personal
motivations (Raheja, 2015).
 Training is restricted in scope and is often limited to a specific job, position or
profile. Development on the other hand, is extensive in scope, extending to long-
term career objectives and goals.
 Training is meant for developing competency and proficiency for a particular job
while development is meant for building core competencies for achieving long-
term career goals (Frost, 2016).
P4: Analyse the need for continuous learning and professional development to
drive sustainable business performance
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Continuous learning and professional development is integral to ensure that the
employees remain proficient in their profiles and the organization is able to ensure
sustainable business performance (Charles et al., 2017). It is an unending process,
which continues throughout a professional's career and the existence of a business
enterprise. The major focus of planned continuous learning and professional
development is save the interests of the employee as well as the employer. Continuous
learning and professional development is integral in ensuring that the collective
capabilities and proficiency of the workforce is at par with the existing professional
proficiency of others in the same field or industry. It places major focus on the collective
enhancement and maintenance of the collective skills of the workforce of the
organization to ensure sustainable business performance and consistent results
(Welford, 2016). It is very relevant in today's day and age when all industries are
changing dynamically because of the exponential rise of technology in all industries.
Continuous learning and professional development is integral to the professional
development of the individuals, which has a direct result in overall organizational output
since an organization is only as good as the people employed in the organization.
Continuous development opens new frontiers and possibilities and never-seen-before
avenues for development and growth.
Continuous development is integral to keep the collective skill-set of the workforce
responsive to exponentially changing business environment and keep them proficient
enough to tackle new developments in the atmosphere (Sessa and London, 2015).
Organizations now put major focus in developing existing employees rather than
resorting to hiring new recruits because they are opening up to the concept of investing
in their people. Organizations need to change instantly and respond proactively to the
changing dynamics of the business atmosphere and this can only be facilitated on the
back of a skilled workforce which has been provided all avenues, opportunities and
resources necessary and integral to continuous learning and professional development.
Moreover, this develops loyalty of the workforce towards the organization since they are
able to relate deeply to the organization for investing so proactively in them, which
serves as enough motivation for the workforce to keep delivering consistent and
improved results. Continuous development is also crucial because change is the only
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constant of life and this implies more to the business environment today than ever
before with digitalization and the dawn of the age of the internet of things, changing
professional and personal lives faster than ever before. Rapid technological innovations
make it imperative for the organizations to react proactively to the changes in the
industry in which they function and that is why it is imperative on them to effectively train
a workforce, which will prove proactive and flexible enough to undertake said changes.
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