H&M: Enhancing Performance Through Professional Development

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Added on 2024/07/01

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This report examines the knowledge, skills, and behaviors (KSB) required by HR professionals within H&M, focusing on how these elements contribute to organizational growth through effective performance management. It includes an analysis of an employee's skills audit to identify training and development needs, followed by a creation of a professional development plan tailored for an HR officer. The report further explores the differences between organizational and individual learning, emphasizing the significance of continuous professional development in achieving sustainable business performance. Additionally, it evaluates various approaches to performance management, illustrating how they support a high-performance culture and commitment within the organization, ultimately aiming to enhance employee engagement and provide a competitive advantage.

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Table of Contents
TABLE OF FIGURES......................................................................................................................... 2
INTRODUCTION.............................................................................................................................. 3
SECTION 1...................................................................................................................................... 4
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB) THAT ARE
REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT.................................................4
B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE CAMBRIDGE
TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS.................................................................7
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN HER HR OFFICER
ROLE........................................................................................................................................... 8
D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL LEARNING;
TRAINING AND DEVELOPMENT.................................................................................................9
E) NEED OF PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING IN ATTAINING
SUSTAINABLE BUSINESS PERFORMANCE................................................................................. 12
SECTION 2.................................................................................................................................... 15
I) DEMONSTRATE UNDERSTANDING OF HOW HPW CONTRIBUTES TO EMPLOYEE
ENGAGEMENT AND COMPETITIVE ADVANTAGE WITHIN A SPECIFIC ORGANISATIONAL
SITUATION............................................................................................................................... 15
II) EVALUATE DIFFERENT APPROACHES TO PERFORMANCE MANAGEMENT AND USING
SPECIFIC EXAMPLES SHOWING HOW THEY SUPPORT HIGH-PERFORMANCE CULTURE AND
COMMITMENT.........................................................................................................................16
CONCLUSION............................................................................................................................... 19
REFERENCES................................................................................................................................. 20
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TABLE OF FIGURES
Figure 1 Honey and Mumford Learning Style...............................................................................13
Figure 2 Kolb's Learning Style...................................................................................................... 14
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INTRODUCTION
The aim of this report is to describe the professional skills and the behaviour needed by an
organization under the department of human resource. The responsibilities and the roles are
elaborated. The training needs are identified using the employee audit so that they can be
enhanced which will reflect their performance in an organization thereby building the
commitment as well as the culture (Ford, 2014). This is done by monitoring as well as managing
the performance of the employees. This, in turn, will bring out the communication to take place
effectively in meeting the goals of the organization.
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SECTION 1
A) DETERMINE APPROPRIATE KNOWLEDGE, SKILLS AND BEHAVIOURS (KSB)
THAT ARE REQUIRED BY HR PROFESSIONALS ACROSS THE DEPARTMENT
The organization growth is achieved with the help of performance management of the
organization through the human resource department. This department describes the roles and
the responsibilities which are required for implementation of the operations.
The factors considered for the HR professionals are skills, knowledge, and the behaviour
concerning the roles and responsibilities.
KNOWLEDGE
The organization organizes the various activities for the employees in order to increase their
knowledge. The implementation of the knowledge takes place through the various learning
styles (Chai, et al. 2011). The knowledge includes the practices implemented by the HR
department as well as the policies concerning the regulation.
SKILLS
The skills are built by the providing the training to the employees so that they can learn new
things that will help in the performing their roles and responsibilities (Schmidt, 2012). The skills
needed for the employees are decision-making skills, communication skills, management skills,
negotiation skills, analytical skills, and the technological skills.
BEHAVIOUR
The behaviour of the employees is calculated on the basis of their interaction involved with the
other staff members in the organization. The behaviour takes into account the ability to think
critically, and working along with the other staff members.
The process of recruitment helps in sorting out those candidates who will provide benefit as
well as increase the profit of the organization (Al Hazmi and Mohamed, ND). This process is
done by the HR department. First of all, the screening is done of the individuals who are
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followed by the process of interview, and then the hiring of the candidates is done by
shortlisting the candidates. After the candidates are short listed out, their training process gets
started for building the needed skills required for the organization. These all activities are
conducted by the Human Resource department. The policies and the framework are also
explained to the candidates that will help in maintaining the ethical standards of the
organization (Ali, 2012). In order to boost the confidence of the employees, the motivation is
also provided to the employees. The other responsibilities of the HR department include the
management of the payroll, employee’s salary, etc.
DETERMINATION OF BEHAVIOUR, KNOWLEDGE, AND SKILLS
Table 1- KSB
ROLES OF HR OFFICER KSB COMMENTS
Diversification principle along
with equality of all the
employees in the organization.
B Behaviour is required.
Employee’s safety and the
protection must be ensured
through the communication
process that will help in
performance management.
K+S Knowledge along with skills is
required.
The process of recruitment
enabling the description of the
job responsibilities by promotion
and advertising.
K+S Knowledge along with skills is
required.
Maintenance of the employee
records
S Skill is required.
Provision of training to the
employees.
K Knowledge is required.
Resolving the issues through
updating the policies that will
help in increasing the efficiency
K Knowledge is required.
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thereby bringing higher
performance.
Determination of the training
needs.
S Skills are required
Providing the staff, the
handbook
S Skills are required.
Employment laws to be
interpreted
K+S Knowledge along with skills is
required.
Implementation of procedures
and policies of the different
types of the department of the
organization.
K+S Knowledge of the system along
with skills for the policies are
required.
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B) ANALYSE A COMPLETED PERSONAL SKILLS AUDIT FOR AN EMPLOYEE: JANE
CAMBRIDGE TO IDENTIFY TRAINING AND DEVELOPMENT NEEDS
The personal audit does the analysis which helps in determining the individual strength and
weakness in order to enhance the knowledge and skills of the individual which will develop the
individual as a whole.
The procedure helps in implementing the personal audit. The initial steps include the aims and
objectives (Kettle, 2013). This is followed by the risk assessment and then the process of
research is carried out for improving certain areas. Then, the strategy for marketing is built on
achieving the aims and objectives. Lastly, the analysis of the review and feedback is done for
improving the audit further.
TRAINING AND DEVELOPMENT NEEDS OF JANE CAMBRIDGE
Following are the training and development needs described below:
Supervisory Management
The supervisory management defines the roles and the responsibilities of the Jane Cambridge.
The learning acquired through the job will have the advantage to the Jane Cambridge. This is
needed by the Jane Cambridge as she was unable to allocate the duties to some people.
Communication Skills
The need for improving the communication skills of Jane Cambridge arises when she was
unable to answers the questions asked by the audience in the presentation held at some place.
Training is a must for improving the communication skills in the drafting areas concerning with
employment (Sonenshein, et al. 2013).
Problem Solving Skills
The need for improving the problem-solving skills of the Jane Cambridge arises as she lacks the
critical thinking capability in solving the problems (Lockwood, 2012). These are the
opportunities possessed by the Jane Cambridge.
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Information Technology Skills
The need for improving the information technology arises as she lacks to have the knowledge of
database and the software of the HR department.
C) CREATE A PROFESSIONAL DEVELOPMENT PLAN FOR JANE CAMBRIDGE IN
HER HR OFFICER ROLE
The development of the interpersonal skills must be required by the HR Professionals through
the professional development plan.
Table 2- Personal Skills AUDIT
Development Needs Development
type
Time Duration Implemented by
INFORMATION TECHNOLOGY
Using the Database Training is
needed
2 months Manager
HR software Training needed 3months Manager
Excel Spreadsheet Training needed 25 days Manager
COMMUNICATION SKILL
Drafting contract of
employment
Training needed 1 month Manager
Notes needed for disciplinary
hearings
Needed Training
and Self-
Learning
1 month Manager
Questioning Workshop
needed
15 days Staff
Solving criticisms Needed Training
and Workshop
3 month Manager
PROBLEM-SOLVING SKILLS
The capability of handling the
complex tasks and skills of
verbal reasoning
Needed
workshop
3 months Manager
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D) ANALYSE DIFFERENCES BETWEEN ORGANISATIONAL AND INDIVIDUAL
LEARNING; TRAINING AND DEVELOPMENT
LEARNING PROCESS
The learning process is accompanied for the individual and the organization so that knowledge
can be developed by information gaining. This accounts for the action and the behaviour of the
individual. The support is being provided by the mental models (Hollenbeck, et al. 2018). If the
migration is involved then the information is no longer available which was acquired by
learning.
TRAINING PROCESS
The training process is conducted so that the skills and the behaviour of the employees are
enhanced as well as improved (Durlak, et al. 2011). This is done through the organization of the
activities so that their roles at the respective profiles of the job could take an advantage. The
H&M organization implements the digital training for improving the employee’s skills and the
capabilities.
DEVELOPMENT PROCESS
The development process is the process focussing on the development of the employees to be
done continuously in order to develop the job maturity so that the roles, as well as the
responsibilities concerning the employees, as well as the responsibilities concerning the
employees, can be performed better at the workplace. The career of the individual is enhanced
through the development process. The H&M development process implemented in the
organization helps in focusing on the quality of products being built as well as developed in
order to maintain the effective relations with the customers.
The development of the individual takes place through the training which helps in building the
capabilities, opportunities, and the skills (Crook, et al. 2011). This is conducted in a limited
duration of the time along with improving the performance of the individual thereby building a
huge competition for the rival parties.
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Table 3- DIFFERENCES OF INDIVIUDAL AND ORGANIZATIONAL LEARNING
INDIVIDUAL LEARNING ORGANIZATION LEARNING
The individual learning involves the learning of the
single person.
The organization learning involves the learning of
the group or the collection of the people.
The objective of this type of learning is to increase
the passion as well as the need towards the work.
The objective of this type of learning helps to
attain the goals concerned with the organization.
The advantage of individual learning enhances the
organization performance.
The advantage of organization learning enhances
and builds the employees growth.
The learning can be done by teaching and self-
study.
The learning can be done by professionals as well
as the experts who have the experience.
The tough decisions are being made by the
individual (Knowles, et al. 2012).
The strategies are implemented in the
organization for all the employees.
The efforts included here is high. The efforts included here is low.
The training of the H&M for the employees is done of the candidates who get sorted out
through the recruitment process in order to build the skills needed by the organization so that
potential can be developed in them.
INDIVIDUAL TRAINING
The styles of the individual training are as follows:
Kinesthetic Learning
The tasks are performed repetitively by the employees based on their skills and knowledge and
higher they repeat the same tasks the deep learning will be gained by them
Visual Learner-
The visionary sense of the individuals can help in learning the skills and knowledge with the
help of which they can become master of a field like notes making along with the book reading.
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ORGANIZATIONAL LEARNING
Personal Mastery
With the help of personal mastery, the goals of the organization are being determined and the
employees and organization both are benefited
Shared vision
The motive of the company can be decided by the help of the shared vision of the employees
and the organization and the employees are being motivated for the attainment of
organizational and personal benefits (Marsick and Watkins, 2015).
Team learning
The different training and the programs that are being provided to the team members help in
the team learning which led to the enhanced performance of the team along with the
organization.
Mental Models
The specific demands and the needs of the organization are being decided so that awareness
can be created amongst the employees of the organization.
System Learning
This is one of the holistic approaches to learning in which the system constituent’s parts of the
organization are focused and the complete knowledge of the system of H&M can be effectively
gained (Sitzmann and Ely, 2011).
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