Unit 35 Report on HR Practices and Development - [College Name]

This report provides a comprehensive overview of key Human Resource Management (HRM) concepts, specifically focusing on Unit 35. It delves into the essential knowledge, skills, and behaviors required of HR professionals, emphasizing effective communication, critical thinking, and personnel management. The report then contrasts organisational and individual learning, highlighting the differences in scope, nature, and application. Furthermore, it distinguishes between training and development, clarifying their distinct aims, durations, and focuses. The importance of continuous learning and professional development is underscored, detailing its benefits for organisational growth, technological adaptation, employee retention, and improved performance. The report also examines how High Performance Work (HPW) contributes to employee engagement and competitive advantage, using the Whirlpool organisation as a case study. Finally, it touches upon various approaches to performance management. The report aims to provide a practical understanding of core HRM principles and their real-world application.

Unit 35
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Table of Contents
Unit 35.............................................................................................................................................1
Table of Contents.............................................................................................................................3
INTRODUCTION...........................................................................................................................4
TASK 1............................................................................................................................................4
P1. Appropriate and professional knowledge, skills and behaviours required by HR
professionals................................................................................................................................4
TASK 2............................................................................................................................................5
P3. Differences between organisational and individual learning, training and development......5
P.4.Need for continuous learning and professional development:.............................................7
TASK 3............................................................................................................................................9
P.5. How HPW contributes to employee engagement and competitive advantage of the
Whirlpool organisation:...............................................................................................................9
P 6 Approaches to performance management...........................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
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INTRODUCTION
The need of the individual development is a requirement in every profession. The
company needs an individual who are trained. The HR. professionals requires to have
appropriate knowledge skills and behaviours which should be posses by him. These skills are the
effective communication, skill of active learning, able to manage personnel and time
management. There are the differences between the organisational and individual learning as
they are used for different context. Further, the training and development are two different
concepts as training is used to guide for specific job whereas development focuses on the overall
development of the organisation.
TASK 1
P1. Appropriate and professional knowledge, skills and behaviours required by HR professionals
The HR. professionals are required to have appropriate and professional knowledge,
skills and behaviour which are stated as below: Effective communication skill: The HR professionals need to have an effective
communication skills. He should be able to convey the messages and relevant
information on time. Critical thinking: He should be able to evaluate alternative solutions for the problems
and also identify what are the weakness and strength of the solutions use logics and
reasoning before thinking. Able to manage personnel: The HR. should properly handle and manage it employees
what are their needs, problems and redress-al to it, guide them to their work motivate
them by giving proper incentives and bonuses and to find out the right for the job
(Chamakiotis, Dekoninck and Panteli, 2013). Skill of active learning: HR. professionals need to have skill of active learning. He
should have knowledge of current affairs and should utilise it in decision making of
future and present problems. Time management: It is one of the most important aspects that the managers need to bale
to manage time so that all the work is been completed on given deadline.
 Knowledge of administration: The HR. professionals should know the companies goals/
objectives, procedures, the strategic planning and what are the companies details, etc.
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 Able to manage personnel: The HR. should be able to properly manage and handle. He
should look for what are it employees needs, problems, demands and he should
effectively redress-al to it. The HR. must motivate and guide the employees to work for
the fulfilment of the goals of the organisation (Erez and et.al., 2013). Legal/ Law: The HR. managers must know rules and regulations of a country regarding
his field. The law which is guarding industry, what are the government rules and
practices, what are the procedure and what punishment in case of non-obedience or
violation of any law. Knowledge of training: What are the training procedures, how the training is provided
what methods are there of training, and how much training is needed to be given to
different individuals and groups and what are its effects on organisational performances. Familiar to technology: The HR. professionals should know about the latest technologies
with having knowledge regarding computers and electronics. Flexibility: He should be flexible in nature and easily adjustable regarding the situation
and circumstances. HR. professionals should possess a quality of adaptability to the
regulations and needs of organisation (Landsberg, 2015). Self-control: He is assisting and guiding humans. Thus, there is great need to have check
on self-emotion, avoidance of anger and use of an abusive behaviour. Initiative/ Innovation: The HR. professionals need to be innovative in it guiding and
managing techniques. He should try new ideas to guide and encourage it employees for
attainment of company goals. The HR. managers should assist there employees to take an
initiative for there work and should try to complete it on time.
 Socially active: He should make everyone work as a team rather doing an individual task.
He should be able to communicate to their team members so that there must be harmony
in the work.
TASK 2
P3. Differences between organisational and individual learning, training and development
Basis Organisational Learning Individual Learning
1. Meaning It is a process of retaining, It refers to the learning of
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creating and transferring
knowledge within an
organisation. It is done within
an organisation (Palmier-
Claus, Dunn and Lewis, 2012).
individual person through
training, study and
experiences.
2. Nature It focuses on the overall
development of organisation.
It relates to the individual
person and its ability to learn.
3. Scope It has a wider scope. It has limited scope. It is
limited to the individual
person.
4. Uses It is used within the
organisation.
It is used by the individual
person.
5. Importance The organisational learning is
required for working of an
organisation.
The need of individual
learning is more as the trained
employee contributes to better
working of organisation.
Basis Training Development
1. Meaning It is given for the specific
jobs.
It is given for overall
development of employees and
it career (Tsiotsou, 2012).
2. Duration It is given for a short period. It
ends when a particular
programs is completed.
It is a life- long process and
continues till the life of
person.
3. Focus Training focuses on building
of particular knowledge and
skills required for job (Hirst
and et.al, 2011).
It focuses on overall
development of career of an
individual/person.
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4.Time The training process relates to
present job.
The process of development is
future related.
5. Aim The aim of training is to build
up knowledge and skills for a
particular job.
The aim of development is to
have overall development of
individual person.
6. Group/ individual The training is related to
group process. Examples:
workshops, seminars and
classes.
It relates to individual person
and focuses on the
personalised experiences.
P.4.Need for continuous learning and professional
development:
The learning of an individual is never stopped it keeps ongoing. The day one stop
learning is the day one actually becomes stagnant. The same is the scenario of the company, if
the company stops it is learning process it cannot reach or develop itself further. This stops the
companies' growth in the long run and the company suffers loss leading to the winding up of
company. Thus, the importance of continuous learning is due to:
 It enables the company to grow and to develop the new skills and plans according to the
current market problems and situations (Joo, 2012).
 It enhances companies' knowledge regarding the development in the technological field
what are the new innovations, what technology can benefit the company, etc.
 This ensures that the information posses by the company is up to date and relevant to be
used as it will help the company to keep pace with ongoing changes in the market.
 As the political environment changes the company needs to have a continuous learning in
relation to the new polices of government, changes in the earlier policies, about taxation
polices, it affects the business directly and having little or no knowledge can lead to
harmful causes.
 It helps in reducing the employee turnover in the organisation has the more developed
and informed the company became it becomes easier for employees to learn and
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developed there knowledge and it enables to keep skilled employees within the
organisation.
 Helps in improving the performance of the current employees. It makes easy to train the
present staff than recruiting a new personnel for the jobs.
 It is cost efficient and time saving because it reduces the employee turnover and the
further training on the new employees thus saving the time and money of the company.
 The company operates in the dynamic environment which keeps on changing from time
to time thus, making it more important to undergo the continuous learning to know the
market trends, needs of the customers and to produce according to there demands.
 The continuous learning helps to develop the better public relations of the company as the
company is well aware of the needs and preferences of the consumers.
 It enables the company to grow and to develop the new skills and plans according to the
current market problems and situations.
 It enhances companies' knowledge regarding the development in the technological field
what are the new innovations, what technology can benefit the company, etc.
 This ensures that the information posses by the company is up to date and relevant to be
used as it will help the company to keep pace with ongoing changes in the market
(Somech and Drach-Zahavy, 2013).
 As the political environment changes the company needs to have a continuous learning in
relation to the new polices of government, changes in the earlier policies, about taxation
polices, it affects the business directly and having little or no knowledge can lead to
harmful causes.
 It helps in reducing the employee turnover in the organisation has the more developed
and informed the company became it becomes easier for employees to learn and
developed there knowledge and it enables to keep skilled employees within the
organisation.
 Helps in improving the performance of the current employees. It makes easy to train the
present staff than recruiting a new personnel for the jobs.
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 It is cost efficient and time saving because it reduces the employee turnover and the
further training on the new employees thus saving the time and money of the company.
TASK 3
P.5. How HPW contributes to employee engagement and competitive advantage of the
Whirlpool organisation:
High Performance Works refers to the practices which helps in retaining, the maintaining
attracting, hiring and developing high professionals' employees/ labourer with an organisation.
The HPW helps in contributing to the employee engagement in by giving the employees the
power to choose what techniques will be helpful for them to work and allow the employees the
democratic work environment so that the employees are felt as they are connected to the
organisation and they can yield better performances in the organisation. The employees are the
one who works and help the company to attain it goals / objectives within specific period, now to
keep these employees satisfied and happy there is a need to motivate them the employer can
motivate it employees with both monetary and non-monetary incentives (Disis, and Slattery,
2012). He should see what drives the employees the best and it should give the same to him. The
company works better when it promotes innovations and take up employee suggestions. If the
company gets success by the techniques of employees then the company should paid the reward
for the same.
This will help the other employees to work better and this in turn gives more ideas and
plans to company which leads to growing of it in along run. As, this can be seen in the context of
whirlpool who employees of North American Region has adopted the techniques of the HPW
which help them to work and practice for the attainment of companies goals before individuals
goals. They learn to share there roles and credits with each other in the company this made the
company work better and attain it targets and become stronger organisation.
The competitive advantage is one which drives the company to gain advantages over it
existing and potential competitors (Ford, 2014). This can be in terms of there employees,
machineries or unique way of production or processing techniques which make company
beneficial over it competitors. The high performance works practices leads to the qualified and
competent employees within the organisation, who are more dedicated and works towards the
attainment of the company goals/ objectives. The trained and high professionals employees leads
to the growth and development of the company. The high performance work practices trained
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these employees to become a dedicated employee who work hard towards the fulfilment of the
goals of the company. Similarly, the HPW techniques help the Whirlpool staff to become a
dedicated professional who are not only concerned to the fulfilment of the goals of the company
but they share a vision for attainment of the extraordinary goals for the company. This results in
the companies' excellent performance in a critical time and making the strong organisation and
the trusted image of the company in the market as related to its competitors.
P 6 Approaches to performance management
Performance management is the managing the performance of the employees. There are
many ways to measure their performance and some of them are : regularly checking their
performance on various parameters like monitoring their work on regular basis, giving them the
task and note the time about their work reduce the wastage of time like placing equipments near
them etc. the supervisor should manage the time or give them the time to do work, but we have
to look after the quality of work not quantity of work. We have to change the parameters if one
person is working in the large quantity not quality measuring the performance both quality and
quantity are equally important (Hollenbeck and Jamieson, 2015). Employee performance can be
measured on various factors like in which environment the employees are working -the
environment should be peaceful so that employees should work there. On which post they are
working – post also decides the mode of working. From post we get to know how much work
has to allot them and according to them we have to measure their performance. Job satisfaction –
employee should be satisfied from their job until they are not satisfied they can't put their best on
the job.
There are various approaches from which we can evaluate their performance : Comparative approach : In this approach we give them rank according to their
performance. We are comparing people here and from that only we are measuring them.
We rank them on the basis of the highest performer and the lowest performer. From this
approach employees get motivated to be the performer of the week. They aspire to
become the best performer get the monetary as well as the non monetary benefits. We
give them set standards and give them the time limit to do the work. Attribute approach : In this approach we measure the performance on the characteristics
the employee is possessed like how much creative the employee in doing the work,
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making decision, solving problem, contribution In the team work. On the basis of these
we give them rating from the 1 to 5 and break down into + and -. Behavioural approach :In this approach we measure the performance on the basis of
their behaviour. This is one of the ancient approach we follow in the recent times. For
measuring the performance we have to observe their behaviour by self or by opinions of
the employees (Taplin and et.al., 2015). Result oriented approach: In this approach we follow the results which are performed by
employees In this we focus on the work rather than the strategy. Quality approach : In this we focus on the long run customer relationship and
satisfaction of the employees. The quality of work comes from their only if employees
are satisfied. High performance and culture: The impact of these approaches on the employees'
performance is very good. These approaches give them motive about to reach the top.
This will help them to make them more improved. These approaches help them to
motivate them to do the work (Drotz and Poksinska, 2014).
CONCLUSION
From the above report, it can be concluded that, it is important to work in a team in such
a manner that maximum output out of the organization can be developed. The report also
outlined regarding Appropriate and professional knowledge, skills and behaviours required by
HR professionals in order to ensure that the same is actually possessed by the professionals of
the company. The report also outlined regarding importance of High Performance Working
(HPW) which ultimately helps in increasing the overall capacity of the organization. It also helps
in ensuring that maximum amount of profit is generated by the organization. The report also
outlines regarding Employee performance can be measured on various factors like in which
environment the employees are working -the environment should be peaceful so that employees
should work there. The learning of an individual is never stopped it keeps ongoing. The day one
stop learning is the day one actually becomes stagnant. The same is the scenario of the company,
if the company stops it is learning process it cannot reach or develop itself further.
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REFERENCES
Books and Journals
Chamakiotis, P., Dekoninck, E. A. and Panteli, N., 2013. Factors influencing creativity in virtual
design teams: An interplay between technology, teams and individuals. Creativity and
Innovation Management.22(3). pp.265-279.
Erez, M. And et.al., 2013. Going global: Developing management students' cultural intelligence
and global identity in culturally diverse virtual teams. Academy of Management
Learning & Education. 12(3). pp.330-355.
Landsberg, M., 2015. The Tao of coaching: Boost your effectiveness at work by inspiring and
developing those around you. Profile Books.
Palmier-Claus, J. E., Dunn, G. and Lewis, S. W., 2012. Emotional and symptomatic reactivity to
stress in individuals at ultra-high risk of developing psychosis. Psychological
medicine. 42(5). pp.1003-1012.
Tsiotsou, R., 2012. Developing a scale for measuring the personality of sport teams. Journal of
Services Marketing. 26(4). pp.238-252.
Hirst, G. and et.al, 2011. How does bureaucracy impact individual creativity? A cross-level
investigation of team contextual influences on goal orientation–creativity
relationships. Academy of Management Journal. 54(3). pp.624-641.
Joo, B. K. B., 2012. Organizational commitment for knowledge workers: The roles of perceived
organizational learning culture, leader–member exchange quality, and turnover
intention. Human resource development quarterly. 21(1). pp.69-85.
Somech, A. and Drach-Zahavy, A., 2013. Translating team creativity to innovation
implementation: The role of team composition and climate for innovation. Journal of
Management. 39(3). pp.684-708.
Disis, M. L. and Slattery, J. T., 2012. The road we must take: multidisciplinary team science.
Science translational medicine. 2(22). pp.22cm9-22cm9.
Ford, J. K., 2014. Improving training effectiveness in work organizations. Psychology Press.
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Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network
analysis: Implications for strategic human resource management. The Academy of
Management Perspectives. 29(3). pp.370-385.
Taplin, S.H. and et.al., 2015. Teams and teamwork during a cancer diagnosis: Interdependency
within and between teams. Journal of Oncology Practice. 11(3). pp.231-238.
Drotz, E. and Poksinska, B., 2014. Lean in healthcare from employees’ perspectives. Journal of
health organization and management. 28(2). pp.177-195.
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