HRD Report: Training and Development at Manicure & Pedicure Salon

This report provides a comprehensive analysis of human resource development (HRD) practices within a Manicure & Pedicure Salon in London. It begins by identifying the preferred learning style of the staff using the Honey & Mumford model, specifically highlighting the 'activist' style. The report then explores the benefits of apprenticeship training, detailing how various schemes such as coaching, mentoring, job rotation, and job instructional techniques can align with the salon's long-term goals. It also evaluates appropriate techniques for assessing training events, including formal methods like questionnaires and informal methods like observation and interviews. Furthermore, the report examines the Kirkpatrick model as an effective training evaluation method, assessing reaction, learning, behavior, and results. Finally, it discusses government-led skills development initiatives designed to meet future challenges in the competitive market.

Human Resource Development
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TABLE OF CONTENTS
Introduction .....................................................................................................................................3
Distinction 1.....................................................................................................................................3
One preferred learning style.........................................................................................................3
Merit 1 and Merit 3..........................................................................................................................4
How apprenticeship training can help in meeting the long term goals of the organization.........4
Merit 2..............................................................................................................................................6
Appropriate techniques to evaluate the training event.................................................................6
Distinction 2.....................................................................................................................................7
Evaluate appropriate training evaluation method........................................................................7
Distinction 3.....................................................................................................................................8
Government-led skills development initiatives to meet the future challenges............................8
CONCLUSION ...............................................................................................................................9
REFERENCES..............................................................................................................................10
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Illustration Index
Illustration 1: Honey & Mumford learning styles............................................................................5
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INTRODUCTION
In the contemporary scenario, Human resource development is well-advised as one of the
primary function within the establishment whose purpose is to revise and improve the ability and
competencies of workers who are working in the organization (Rohrer and Bjork, 2008). The
present report focuses on Manicure & Pedicure Salon of London whose aim is to deliver quality
of services to its customers by providing a wide range of therapies. Furthermore, this report will
also cover all the merit and distinction criteria that mainly include discussing the apprenticeship
schemes available for the organization to trained their employees.
DISTINCTION 1
One preferred learning style
Selecting an appropriate learning style within the organization assists individuals in
acquiring required knowledge and skills that help in performing their job in an effective and
efficient manner (Simpson, 2010). In the Manicure & Pedicure Salon, they mainly aim to
provide quality services by adopting different therapies that assist in attracting large set of
customers toward their services. Therefore, with the introduction of new medical therapies, staff
of Salon must get trained for using therapies in an effective manner so that they can easily
provide services to their customers.
However, there are different learning styles of individuals that are categorized under
different models including Kolb learning model, Honey & Mumford, VARK learning style and
Myers Briggs. From all the above different learning models, staff of Salon mainly prefer to adopt
Honey & Mumford model. This model mainly focuses on the four different learning styles that
an individual possess. Different staffs working in the Salon must have different attributes and
preferred learning styles. Therefore, by examining Honey & Mumford learning model one
suitable learning style has been favoured that would help staff in acquiring knowledge and
enhancing their learning (Tams, 2008).
Honey & Mumford Learning Style:
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Learning style Characteristics Activities
Activist (Do) These are the individuals who mainly prefer to acquire
learning through practicing. However, activist learner
also prefers to acquire learning with the help of trial
and error (Yazici, 2005).
Competitions,
Brainstorming, Group
Discussion
Pragmatist
(Plan)
They are the individuals who mainly prefer to put their
thoughts, learning and ideas into practices.
Case Studies,
Discussion
Theorist
(Conclude)
They are the individuals who mainly understand and
interpret concept and theories behind each and every
actions.
Quotes, Models,
Stories
Reflector
(Review)
They are the individuals who mainly acquire learning
by standing back and observing things. Later, they
collect data and information to draw proper conclusion
(Knowles, Holton III and Swanson, 2014).
Feedback,
Personality,
Questionnaires
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Illustration 1: Honey & Mumford learning styles
(Source: Honey & Mumford - Learning Styles, 2008)

From the above mentioned styles in Honey & Mumford learning model, Salon staff
prefer activist learning style that is focused on learning things at workplace by constant
practising. However, under Manicure & Pedicure Salon, activist learning style helps in gaining
adequate learning regarding new medical therapy (Zhang and et.al., 2010).
MERIT 1 AND MERIT 3
How apprenticeship training can help in meeting the long term goals of the organization
Apprenticeship is defined as a system of training methods under which experience is
given to trainees through working with the skilled or qualified workers. However, apprenticeship
training is usually under a written or implied agreement provided by the company. With the
continuous changing in the technology, Manicure & Pedicure Salon updates their therapies and
treatment processes in order to improve the services provided by their staff. Apprenticeship
within the Salon helps staff to adjust or readily accept the rapid change in the job requirement.
For instance, in the contemporary scenario customers prefer to purchase products and services
from the Salon that provides different sorts of pedicure and manicure facilities, designing nails,
natural therapy, concept of manicure and pedicure from fish (Saks and Burke, 2012). Therefore,
all the new initiative taken by the Salon require apprenticeship training for their staff so that they
can easily render superior services to the customers.
There are different types of apprenticeship training methods that are available in the
market including coaching, mentoring, JIT etc.. These methods assist Salon in providing proper
on-the-job training to their staff. However, apprenticeship training supports staff in amending
their skills and acquiring knowledge about different services and products so that it helps
organization in attaining long term objectives (Hung, 2010). With the help of training, staff of
Salon will be highly motivated in adopting the change that results in improving the productivity.
However, there are different apprenticeship schemes in the market that can be considered by
Salon. These are as follows:
 Coaching- It is a training method that includes the process of guiding, directing and
instructing the individual or group working in the Salon. Main purpose of coaching is to
improve the level of existing skills and learn new skills so that employees can easily
accomplish the objective of Salon.
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 Mentoring- Another apprenticeship scheme that is available for Salon is mentoring.
Under this scheme, professionals of medical therapies guide and mentor the staff. In
mentorship, experienced person assists the less knowledgeable staff in gaining
knowledge regarding the new medical therapy or treatment (Giangreco, Carugati and
Sebastiano, 2010).
 Job rotation- Apprenticeship scheme also includes the method of job rotation. Under this
scheme, manager of Salon focuses on changing the position of Staff on time to time basis
so that they can gain information about the all activities running in business
environment.
 Job instructional technique (JIT)- Another apprenticeship scheme is JIT. It is an
structured training method under which trainer prepares a proper training schedule for
their trainee so that they can easily gain or acquire the knowledge (Adhikari, 2010).
On-the-job Methods Advantages Disadvantages
Coaching  It assists in identifying weak
areas and attempts to focus on
them.
 It also offers advantage of
transferring knowledge at
workplace.
 It is an authoritarian
method of training.
 This method is totally
based on coach ability.
Mentoring  It is one-to-one approach.
 Mentor guides their mentees
that support their growth
within the organization
(Coaching, 2010).
 This method lead to
frustration when
mentee is not
progressing quickly
and not following the
direction of mentor.
Job rotation  Reduces employee boredom.
 Opens up new opportunities to
employees.
 This method can
disrupt the work flow
as more tasks are given
to employee to be
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learned.
Job instructional
techniques
 It delivers step by step
instructions that lead to
enhance the knowledge and
skills of individuals (Bates,
2002).
 Time consuming
method as it enables
series of instruction.
MERIT 2
Appropriate techniques to evaluate the training event
There are different techniques that may be used by the public sector organization for
measuring their training event. Evaluation technique will assist organization in determining the
suitability of selected training event and what is the feedback from that training event. Basically
public organization can focus on formal as well as informal techniques that would assist
organization in measuring the effectiveness of training event.
Formal evaluation technique: Under formal training evaluation technique, manager of training
event writes down all the key points that trainees have acquired from the training event. Questionnaire- It is the easiest and effective formal evaluation technique that may be
used by the organization. Under questionnaire technique, manager will ask certain open
ended and close ended questions from the trainees regarding their training events.
Therefore, this method would support organization in measuring the effectiveness of
training event as well as required skills and abilities gained by the trainees from the event
(Examining the evaluation process: The KirkPatrick’s model and the principle of
beneficence, 2012)
Informal evaluation technique: Another appropriate techniques to evaluate the training method
include informal evaluation methods. Under this method manager can unofficially measures the
effectiveness of training event. Different informal evaluation techniques include:
 Observation- With the help of observation method trainer of public organization can
monitor the activities of staff or trainees within the event. Therefore, with the help of
observation method trainer or manager would easily identify the gap in the training event
and provide appropriate solution to overcome It (Rohrer and Bjork, 2008).
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 Interview- Another informal evaluation technique for measuring the effectiveness of
training event include interview method. Under which trainer directly engage their
employees and staff through ensuring proper discussion. From the discussion manager
can easily judge or observe the behaviour of trainees regarding the training event.
DISTINCTION 2
Evaluate appropriate training evaluation method
The most appropriate and effective training evaluation model include Kirkpatrick model
this mainly focuses on four evaluation level through which Salon manager can understand the
effectiveness of training method that is reaction, learning, behaviour and result. Kirkpatrick
training evaluation method support the organization in analysing and measuring the effectiveness
of training program so that manager of Salon can amend the training event in the future. Model
basically include four levels that is- Reaction- The first level measures the reaction of employees from the training event.
Under this level Salon manager or professional may interact with their staff regarding the
training event. Staff at this level open up and communicate their response and queries to
the trainer or manager (Simpson, 2010). Learning- At this level the respective trainer of trainees is being asked to render their
execution detail so to that they can evaluate their learning and knowledge that they have
acquired while participating in the training event. From the planned training event the
trainees or staff of Salon are confident to gain knowledge and skills from their trainers. Behaviour- Another level in the model will understand the behavior of staff after the
training session. Positive behavior of employees depicts the effectiveness of training
event that will be fruitful as staff of Salon will render quality treatment, therapy and care
to their customers (Examining the evaluation process: The KirkPatrick’s model and the
principle of beneficence, 2012).
 Results- The result of customer satisfaction from their interaction with sales team has
been collect through feedback register at every store. There was 70% happy customers
who felt great in adopting the services of manicure & Pedicure Salon.
The advantage of using Kirkpatrick evaluation model in Manicure & Pedicure Salon
include that it benefit the Salon manager in determining the reaction, learning and behaviour of
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staff to whom they have provided training. Therefore, through understanding the reaction of staff
Salon manager get insights of staff feeling regarding the training event (Knowles, Holton III and
Swanson, 2014).
Despite of certain advantage there are also disadvantage of using this evaluation model
which include that Salon manager may not take reaction of the staff or trainee as the final
decisions they must also focus on measuring the behaviour and results that have been gained
from the training event.
DISTINCTION 3
Government-led skills development initiatives to meet the future challenges
In the competitive market, UK government is affianced in rendering or taking different
initiatives to meet the future challenges. The main aim of government-led skills development
initiatives is to provide advanced quality job education to amend the different necessity of young
group or individual in developing their skills to accomplish the goals of present work
environment. As per the research, there are all over 1.01 million individual residing in UK
between the 16-24 years who are not educated, employed or trained (NEET). The proportion of
NEET sector within the UK region tend to be reduced from the year 2011 due various initiatives
taken by the UK government and different agencies working in the UK for developing the skills
and abilities of individual. The different initiatives are as follows:
 Sector skills councils (SSC)- One of the key initiatory taken by UK government is to set
up sector skills council that covers specific industries of the UK region that would assist
them in encouraging or prompting the different abilities and skills of personnel, to reduce
the ability gap among the employees and results in improving the productivity etc
(Giangreco, Carugati and Sebastiano, 2010). Although, SSC help the Sainsbury store
managers in developing and managing apprenticeship regulation within the business
organization. The sector skills development agency (SSDA) was the one that was
responsible for funding and supporting the activities of SSC. Therefore, it has been
recommended that for the future changes for instance, change in the technology then SSC
must provide opportunities to individual so that they can amend their skills and abilities
in the effective manner.
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CONCLUSION
From the above report it can be concluded that constant learning is effective within the
organization as it will support the individual in gaining knowledge and amending their skills and
abilities to accomplish the goal of organization. However, the report has also concluded three
different techniques to evaluate the training event within the organization.
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REFERENCES
Books and Journals
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case of Nepalese organizations. International Journal of Productivity and Performance
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Giangreco, A., Carugati, A. and Sebastiano, A., 2010. Are we doing the right thing? Food for
thought on training evaluation and its context. Personnel review. 39(2). pp. 162-177.
Hung, T. K., 2010. An empirical study of the training evaluation decision-making model to
measure training outcome. Social Behavior and Personality: an international journal.
38(1). pp. 87-101.
Knowles, M. S., Holton III, E. F., & Swanson, R. A. (2014). The adult learner: The definitive
classic in adult education and human resource development. Routledge.
Rohrer, D. and Bjork, R., 2008. Learning styles concepts and evidence. Psychological science in
the public interest. 9(3).pp.105-119.
Saks, A. M. and Burke, L. A., 2012. An investigation into the relationship between training
evaluation and the transfer of training. International Journal of Training and
Development. 16(2). pp. 118-127.
Simpson, W. K., 2010. The Learning Process: Some Creative Impressions. Strategic Book
Publishing.
Tams, S., 2008. Self-directed social learning: the role of individual differences. Journal of
Management Development. 27(2). pp.196 – 213.
Yazici, H. J., 2005. A study of collaborative learning style and team learning performance,
Education + Training. 47(3).pp.216–229.
Zhang, S. and et.al., 2010. Cloud computing research and development trend. In Future
Networks, 2010. ICFN'10. Second International Conference on (pp. 93-97). Ieee.
Online
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November 2015].
Coaching. 2010. [Online]. Available through: <http://www.businessballs.com/coaching.htm>.
[Accessed on 21st November 2015].
Examining the evaluation process: The KirkPatrick’s model and the principle of beneficence.
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