Developing Individuals, Teams, and Organizations: UBC HRM Report

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DEVELOPING INDIVIDUAL, TEAMS AND
ORGANISATIONS {UBC}
1

Table of Contents
Introduction................................................................................................................................3
Section 1.....................................................................................................................................4
Section 2...................................................................................................................................16
Conclusion................................................................................................................................20
Reference List..........................................................................................................................21
2

Introduction
Human resource department can be considered as the backbone of all the organisations, as
they deal with the human resources, who are the main productive units of any organisation.
Therefore, the people involved with this department also require adopting certain skills and
knowledge, for managing all the internal and often external human resources associated with
the organisation. The current report focuses on the roles and responsibilities of the HR
adviser, required for the organisation named Hightown Housing Association.
The organisation operates in different locations, such as Bedfordshire, Buckinghamshire,
Berkshire, and Hertfordshire, along with the aim of building new homes as well as excellent
homely support services. At present, the organisation has more than 800 employees in their
head office, situated in Hemel Hempstead. The organisation already manages more than 5000
homes, and they have the development target of delivering around 300 affordable homes per
year. Therefore, for increasing their current annual turnover of 48 million pound, they need to
recruit an efficient HR manager for the organisation.
3

Section 1
A) Evidence suggests that most of the companies currently operating in the competitive
market place would focus on the presence of KSAs, along with the job application.
According to the statement of Cai et al. (2018), this would add a positive point to the resumes
sent to the employers, and often becomes necessary for security clearance. The concept of
KSA can be defined as follows-
 Knowledge- All the information essentially applicable for performing the functional
history
 Skill- Supports in measuring the competency level of a previously learned
psychomotor activity
 Attributes/Ability- Competencies having direct connection with behaviour, resulted
from an observed services (Davies and Nutley, 2018)
KSA can be categorised into two distinctive contexts, which are technical and behavioural.
Generally, KSA score ranges from 0 to 100, and 75 is the most acceptable score preferred by
different organisations. In this case, the required KSAs for the HR advisers of Hightown
Housing Association could be as follows-
Knowledge Skills Attributes
Information Technology- It
is essential to have sufficient
knowledge about the IT
usage, as HR advisers would
require different types of
software, for analysing and
evaluating the productivity
level of the current human
resources. Besides this,
development of staff
handbooks, guide books,
payment and remuneration
policies, and recruitment
training records are also
Organisational skills-
Development of effective
HRM strategies especially
for the long-term staff
recruitment, understanding
and implementing policies,
maintaining workplace
environment
Maintaining the professional
flexibility in the HR
management and managing
all the business requirements
4

required to be performed,
therefore, usage of MS
word, excel, power-point is
essential.
Knowledge about different
types of legislative
frameworks, including
Employment Law, Common
Law, regulations of
workplace safety, as it is
essential for the HR adviser
to provide proficient advises
to the employees about the
above-mentioned aspects
Communication Skills-
Verbal communication skills
with the company
management, report writing,
production of presentation
drafts, resolving conflicted
situations, and delivering
training and orientation
sessions
Adopting capability of
combining the HR strategies
as well as business insights
for providing effective
advices to the senior leaders
Knowledge about Unions
Trade membership,
regarding the process of
business negotiation (Haber‐
Curran and Shankman,
2018)
Time-management skills-
Capacity of working under
high pressurised conditions,
ability of meeting deadlines
Communicating firmly
cleared, strategic, and
memorable opinions with
the HRs
Knowledge about proficient
HR planning, for supporting
novice employees in
attending the planned
training courses, for
determining the areas of
improvement, and for
making proper plans in order
to achieve organisational
objectives
Problem-solving skills-
Efficient team player,
having capacity of analysing
the lacked points and
reasons of conflicts, quick
solving issues,
implementation of efficient
leadership quality
(Huffington, 2018)
Promoting equality and
diversity in the
organisational practices,
along with maintaining
individual rights, traditions,
beliefs, attitudes,
behaviours, collaborations,
and traditions
Table 1: KSA of HR adviser
(Source: Created by learner)
5

B) In general, the phrase ‘skill audit’ is used for representing a process, which is applicable in
case of identifying the skill gaps associated with an organisation talent pool. Similarly,
personal skill audit is applicable in case of recognising the skill gaps present in ourselves,
which might delay our targeted objectives. According to the statement of Kearney (2018),
personal skill audit is one of the most effective way for identifying individuals’ strengths as
well as weaknesses, in order to develop an effective and healthy atmosphere for an
organisation. However, the system of personal skill audit might vary according to the
business areas as well as internal and external environmental factors, along with the roles and
responsibilities one play in that organisation.
Figure 1: Personal Skill Audit
(Source: Ogbonnaya and Valizade, 2018, p. 250)
As per the Lauren Murray Skills audit system, I have conducted my personal skills audit,
which are as follows-
Skills or
Ability
Definition
Examples Current
Score
(1/2/3)
Current evidence
Management
skills
 Meeting all deadlines
 Managing internal
environment
 Implementation of
continuous study and
working process
 Proficient awareness
2  Having difficulties
in case of meeting
deadline pressure
 Less ability of time
management
 Internal conflicts
6

about business
 Skills of time
management
Interpersonal
skills
 Effective services to
the potential customers
 Self-awareness about
capacity building
 Adopting various types
of macro and micro
environmental
influences
 Behavioural
adjustment
3  Proficient behaviour
to customers
 Having efficient
knowledge about
self-capacitance
 Able of adjusting
behaviour
Communicatio
n skills
 Group discussion or
periodic meeting
sessions
 Verbal face-to-face
communication
 Managerial
communication
protocols
 Written reports and
reporting
1  Problems during
group discussion,
being nervous
 Issues in face-to-
face communication
due to language
inefficiency
 Less capacity of
writing reports
Learning Skills  Revision plans
 Company policies
 Periodic settlements
with different
stakeholders
 Operational strategies
3  Having capacity of
continuous learning
for the ongoing
professional
development
Problem-
solving skills
 Conflicts among
organisational
employees
 Issues among
customers
1  Experiencing
different issues
among customers
and employees
7

 Conflicts among
stakeholders
 Having less
managerial efficacy
in housing
management
Numerical and
arithmetic
calculation
skills
 Financial budget plan
handling and
modifying
 Quantitative research
3  Having ability of
major math
calculation
 Ability of analysing
quantitative data
ICT skills  Knowledge about MS
word, excel, and power
point presentation
 Application of
database system
 Application of special
types of HR software
1  Less knowledge in
this field
 Absence of basic
fundamental and
theoretical
knowledge in the
ICT field
Career
management
skills
 Understanding
different skills and its
associated gaps
 Interview and survey
conduction
 Assessment of skills
and criteria
 CV selection
3  Having capacity of
choosing proficient
CVs for a
designation
 Conduction of
appropriate survey
and interview
 Capacity of
assessing skills and
gaps
Commercial
awareness
skills
 Concepts of marketing,
promoting, selling
 Research into the
companies and
industries
2  Having clear
concepts of
marketing,
promoting, and
selling
 Less ability of
conducting research
Team working  Group work schedules 3  Having higher
8

skills
 Project plans and
teams
capacity of working
in groups
 Handling of project
plans
Table 2: Lauren Murray personal skill audit template
(Source: Created by learner)
C) From the above-mentioned personal audit skills, I have understood that I have several
problems in my professionalism characteristics, which are essential for fulfilling the duties of
HR adviser in the Hightown Housing Association. Such as, the personal skills audit explained
in the above part reflects that one of my major disadvantage is the absence of sufficient
technical knowledge. According to the statement of Mone and London (2018), it is proved
that ICT approaches are highly required for managing all the internal and external works,
having direct or indirect connection with the organisational functionality. Therefore, I need
development in this skill immediately. Based on my identified duties and responsibilities, I
have developed a personal SWOT table, which is explained as follows-
Strengths Weaknesses
 Strong interpersonal skills, such as
efficient customer services,
appropriate self-awareness level, and
proper behavioural adjustment
capacity
 Strong capacities of group working
schedules
 Efficiency in project management
 Ability of modifying the
organisational existing strategies
 Having issues in meeting deadline
pressure sometimes
 Less skill of managing time
 Having less skills regarding
marketing, promotion, and selling
 Less ability of doing market research
Opportunities Threats
 Strong learning capabilities
 Having capacity of adopting new
features through a quick and
sufficient manner
 High skills of budget fixation and
 Having insufficient knowledge about
ICT, such as basic MS word, excel,
power point, and HR management
software
 Less effective problem solving skills
9

quantitative research
 Strong base of career management
 Inappropriate communication skills,
such as being extreme nervous
Table 3: Personal SWOT table
(Source: Created by learner)
Based on the above-mentioned points, I have developed a personal development plan in order
to cover my professional gaps in the areas of weakness and threats, through taking supports
from the strengths and weaknesses.
Date Nu
mbe
r
In what
area do I
need to
improve
my
performa
nce?
How
does this
link to
other
professio
nal
objective
s?
What do
I need in
order to
achieve
this?
What
will I
do to
achieve
this?
What are
the
resources
and
support
that I
will
need?
How
will I
evaluate
a
successf
ul
outcome
?
What
is my
deadli
ne to
achiev
e this
goal?
01/06/
2019
1. Manager
ial
Ability
improve
ment
This is
one of
the most
necessar
y skill
for the
HR
adviser,
as it
would
be
applied
for
controlli
ng,
monitori
ng, as
HR skill
and
manage
ment
course
Require
attendin
g
proficie
nt
manage
ment
course
Engagin
g in the
manage
ment
course
for
understa
nding the
efficient
manage
ment
skills
along
with the
skills of
advisers
I would
achieve
sufficien
t skills
regardin
g the
professio
nal
manage
ment
standard
s and as
a HR
adviser
20/06/
2019
10

well as
managin
g all the
employe
e and
other
subordin
ates of
the
organisat
ion. This
would
help in
achievin
g higher
producti
vity.
01/06/
2019
2 Commun
ication
Skills
1.
Drafting
the
employ
ment
contract
and
policies
2.
Deliveri
ng
effective
and
adequate
training
session
3.
Training
regradin
g
communi
cation,
especiall
y on
verbal
and
formal
communi
cation
Attendi
ng
regular
course
training
and
obtainin
g
knowle
dge
from
the
existing
HR
manage
rs
Understa
nding the
basic
principle
s of
professio
nal
communi
cation,
ways of
two-way
communi
cation,
theories
and
models,
suitabilit
Achievin
g
effective
commun
ication
skills
while
attendin
g group
meetings
, along
with
involvin
g in the
recruitm
ent and
policy
15/07/
2019
11

Advising
during
the
problem
identific
ation
and
mitigatio
n
4.
Intervie
wing the
newly
recruited
employe
es
5.
Attendin
g group
discussio
n
sessions
y of
models,
and
writing
formats
of
professio
nal
reports
develop
ment
process
01/06/
2019
3 ICT
skills
Basic
fundame
ntal
skills
regardin
g MS
word,
office,
power
point,
Monitori
ng
regular
workpla
ce
activities
,
commun
icating
with
senior
manage
Addition
al
training
including
special
types of
ICT
courses
Attendi
ng
regular
types of
course
studies,
offered
by the
organis
ational
board
The
fundame
ntal
courses
about
database
manage
ment,
HR
software
manage
ment,
I would
understa
nd the
basic
working
procedur
es
through
using
compute
r and
different
01/08/
2019
12