A Detailed Report on Developing Individuals, Teams, and Organizations

This report comprehensively analyzes the development of individuals, teams, and organizations, exploring various aspects of employee engagement and high-performance working. It begins with a comparison of individual learning and training approaches at Deloitte Consulting LLP and a case study of Rifka Ziyard, followed by an examination of on-the-job and off-the-job learning methods. The report delves into learning theories, including Kolb's learning cycle and the theory of multiple intelligences, and emphasizes the importance of continuous professional development. It then outlines a professional development program for Samsung sales people. Furthermore, the report discusses the contribution of high-performance working to employee engagement and competitive advantage, providing case studies of companies like Harrods and Starbucks. Finally, it evaluates different performance management methods and their support towards a high-performance culture and commitment, providing insights into how organizations can foster growth and achieve their objectives.

DEVELOPING INDIVIDUAL
TEAM AND ORGANIZATION

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P3 Comparison on the basis of individual learning and training and development of Deloitte
consulting LLP and case study of Rifka Ziyard.....................................................................1
P4 On the job and off the job learning...................................................................................2
M2 Learning theories and importance of implementing continuous professional development 2
D1 Professional program for sales people..............................................................................5
TASK 2............................................................................................................................................5
P5 High performance working contributing to employee engagement and competitive
advantage................................................................................................................................5
M3 Benefits of applying high performance working in Starbucks........................................6
D2 Mechanism in High Performance Working of various companies leading to employee
engagement, commitment and competitive advantage...........................................................7
TASK 3............................................................................................................................................8
P6 Methods used in High performance working by various companies for performance
management............................................................................................................................8
M4 Evaluating various methods of performance management and their support towards high-
performance culture and commitment....................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Employees are the inseparable part of an organisation, who are required to be empowered
and motivated to perform their level best for company's growth. Employees are trained in such a
way so that they can do justice to their work. Siemens AG, involved in electrical and electronics
business is engaged in encouraging its employees through various methods which includes
monetary and non monetary benefits to the employees, providing them learning and training
session etc. The reports include various methods of employee engagement. It also discusses
about the Kolb's theory of learning which consists of 4 stages of learning cycle, Further, it also
discusses various performance management methods being used by Google, Sony, Samsung and
Harrods.
TASK 1
P3 Comparison on the basis of individual learning and training and development of Deloitte
consulting LLP and case study of Rifka Ziyard
In inclusive learning and development, various types of employees are trained under one
roof. Varied employees include people with different background, learning styles and abilities.
Trainer need to adopt techniques which satisfy all the diversified employees. Also, different kind
of employees can learn from each other's ability (Robbins and Judge, 2012). It creates a learning
environment during the training sessions in the company. It helps to approach, accept and value
different kind of employees present in the organization.
There is a constant pressure on companies to improve learning and development of the
employees. Various changes such as advance technologies, constant competitive market, up
gradation required in workforce skills etc. are the major factors influencing training and
development in the companies (Marquardt, 2011). Deloitte has a wide range of external and
internal sources to organize various individual learning programme for its employees. Deloitte
researches on the fact and design training and development programme for them. A counsel
mentor is employed in Deloitte who mentor, provide feedback and guidance in order to handle a
particular task. It helps to constantly learn, grow and refine the learnings of the employees. It
also offers various online courses to advance the knowledge of the employees and helps to
understand the ongoing business and management issues in the organization.
KPMG has also been involved in individual learning and training and development
programme of the employees. Based on the case study of Rifka Ziyard, it can be analysed that
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she has been involved in continuous development programme in order to achieve heights in her
career. She has been able to get the position of manager in tax and regulatory department of
KPMG, Sri Lanka. KPMG helped her to get the training of tax in Sri Lanka institute of taxation
which further helped her to develop command over tax. The company has been involved in
training its employees to achieve heights in their career.
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Learning and training plays an important role in developing individual skills. It is
required to identify the needs based upon his performance. Training an individual in order to
make him competitive enough to carry out a task helps in operational development of the
company. After proving proper training to the individual it is important to assess his contribution
towards the development of the organisation.
Learning and training in the organisation takes place with the motive to educate the
employees, develop their skills so that they can perform their task with utmost confidence. The
organisation is able to stay competitive in the dynamic environment where the level of
competition between the companies is increasing day by day. It improves organization's
effectiveness and well being of the employees. The organisation is required to act as a
researcher, administrator, trainer, and evaluator in order to ensure the quality of training and
development.
P4 On the job and off the job learning
 On the job Training: According to on the job training, the training takes place on the job
location itself. A person who is aware of how to perform a certain task helps the other
person to understand the task (Goetsch and Davis, 2014). It is basically given to the new
employees or when other content is added to the existing job profile. This method is
widely used by various organizations as it is an inexpensive method and do not require
any special set up to make the employee learn. However, the method is not effective if
the employee is not at all aware of the task then the organisation need to organize special
session for the employees which is known as off the job training. It is an expensive yet
effective way of making the employees competitive enough to conduct their task on their
own, after their training sessions.
 Off the job training: According to off the job learning method, employees are kept away
from the actual job site and training is performed based on lectures, case studies, role
playing, simulations etc. It depends on the organization whether it want to provide on the
job training or off the job training to the employees.
In order to drive sustainable business performance, Siemens AG is required to have
trained employers, whether the development is provided through on the job learning sessions or
off the job learning sessions. It helps in efficient use of employees talent and the also contribute
to fulfilling the client expectation in the most appropriate manner. The employees are able to
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give their best and contribute to the success of the organization. Siemens AG have to invest
good amount of money to train its employees to perform their tasks in the best possible manner.
M2 Learning theories and importance of implementing continuous professional development
According to Kolb's learning cycle, an individual learn through daily life experience.
Based on this theory the learning process consists of 4 stages.
Stage 1: An individual learn through experiences which he faces in real life.
Stage 2: An individual's thinking reflects what he has experienced.
Stage 3: When an individual thinks about the experience and conceptualize the experience.
Stage 4: Individual bears the conclusion in mind and yield the output from the thought.
There are various other learning theories which can be adopted by Siemens AG apart
from Kolb's. Some of them are stated below:
Theory of multiple intelligence: Howard Gardner
Howard Garner proposed that every learner have particular type of intelligence and the
level of intelligence varies from individual to individual. The 8 intelligence factors are:
 Linguistic: It is the capacity of the learner to use the words effectively
 Logical mathematical: Capacity of the individual to use the numbers effectively
 Spatial: Ability of an individual to use the visual space effectively.
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Illustration 1 Kolb's learning cycle
Source: Ford, 2014

 Bodily-kinaesthetic: The learner is able to use its whole body inclusive of expressions,
ideas and feeling in a right and effective manner.
 Intra personal: The act of the learner to effectively use its self knowledge.
 Naturalistic: The speciality of the learner to differentiate and classify numerous species.
Intelligence of the individual can be improved on a high level. Siemens AG should be
able to use these type individual's intelligence in an effective manner. Improvement in speciality
of each individual can lead to organization's growth.
Theory of social learning
Based on this theory, learning takes place based on observation and sensory experiences.
When an individual experience and learn through observation then he tends to learn in the best
possible manner. The learners get to retain the learning in his memory for a longer period. The
perseverance and learning depend on the observation power of the employees. Siemens AG can
use this type of learning theory as it is effective to apply this.
The importance of implementing continuous professional development is that it helps to
maintain the standard of work in an organization. It will help Siemens AG to ensure that the
employees have knowledge and skills to perform their tasks and they are using the latest
technology available in the market. It also helps to contribute to the development of team as well
as the organization (Joo, 2010). It leads to increase the confidence of the employees in public and
build the reputation of Siemens AG. It is mandatory to practice maintaining the code of conduct
of ethics in the organization in order to deliver high quality services to the customers and meet
their expectations.
If Siemens AG wants to implement inclusive learning policy in the organization, then
there are various factors need to be considered by Siemens AG for implementing and evaluating
learning theories. Some of them are:
 Duration of the training.
 Identify the needs of the employees based on which training needs to be provided to
them.
 Characteristics of the workers and employees such as, age, sex, ethnicity, education,
ability, motivation and tenure.
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 Various job characteristics of the employees are also to be considered by Siemens AG,
such as, occupation, hours worked, casual employment and earnings.
 The employees who are taught under one roof should be of same department as the
objective of different departments are different. For instance, a finance employees can not
be given training with an HR employee.
 Batches need to be decided considering various factors and inclusive learning should not
create chaos in the training sessions.
 Performance of the employees are evaluated in order to ascertain the results of the
training sessions. It can be done through, feedback from the seniors, sales analysis,
customer satisfaction analysis etc.
 Analyse the growth of the company after implementing inclusive learning in the
organization.
D1 Professional program for sales people
Being development manager of Samsung, a professional development program is
required to be designed for sales people in PC and tablet section in order to achieve business
objectives. The following steps can be taken by the development manager:
 Accelerate in experimental learning.
 Should be a balance of practical and theory activity.
 Develop a virtual earning experiences where various cases are discussed with sales
people.
 Employees should be taught about the latest sales techniques and strategic their
experiences (Hawkins, 2014).
 Special sessions on boosting sales skills.
 Create a high performance sales team.
The above steps will enable Samsung to achieve high sales in PC and tablet section of the
company. It will also help to achieve the objective of the company which is to have high profits
and greater sales.
TASK 2
P5 High performance working contributing to employee engagement and competitive advantage.
It is important for the company to get employee engagement and commitment to achieve
high growth. It helps to understand the involvement and satisfaction level of the employees
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(Employee engagement and development. 2013). When an employee tend to give higher growth
to the organization it feels attached to the organization and the employee becomes engaged.
Higher the engagement of the employee in the company, higher will be the growth. If an
employee is able to manage the work properly and is been able to provide opinions, ideas and
solutions, he contributes to the organization's success (Disis and Slattery, 2010). It is the role of
the manager to develop and maintain employee engagement in the company. The organization
should be able to reward and recognize the employee or team in order to enhance engagement.
HARRODS have been able to increase employee engagement due to high performance working.
It has enabled to perform their roles to the best. Mentoring and coaching the employees in the
best possible manner, meeting the managers on the regular basis and giving feedback to them,
asking the employees to give their opinions under 'bright idea' scheme has helped to develop the
customer engagement by encouraging high performance working simultaneously.
It is relevant to have high performance working in order to run the system smoothly (Hu,
and Liden, 2011). High performance helps the organization to achieve the company's goals and
develop long term profitability. Higher productivity, increased profits, lower cost, better
responsiveness to customers are the results of high performance working. It promises to increase
the productivity by 20%. It includes, selective hiring, extensive training, pay based on
performance and sharing organizational knowledge. The company is able to get the competitive
advantage in the market. HARRODS have been able to give competitive advantage by high
performance working. Various rewards are provided to the employees by giving them
opportunities to promote, make decisions, contribute to the team and do variety of task to build
competitive advantage.
A positive belief and right attitude in the employees enhance their performances. It also
give rise to customer engagement to some extent. There is an increased level of employee
satisfaction as well. Power of decision making given to the employees motivates them to bring
quality in their work. Involvement is increased with authority and accountability given to them.
Creating forums for employees where they can share their ideas and opinions is also an effective
way to increase the level of their performance. Workers in high involvement companies show
more trust and positive attitude towards the work and the organisation which results in
contributing to enhanced performance and giving competitive advantage to the company.
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M3 Benefits of applying high performance working in Starbucks
The extremely high level of services are responsible for the success of Starbucks. In 90s
the company tried hard to develop a professional formula of service. The company served the
prime location based on the pedestrian traffic which guaranteed the lowest rate of failure for new
markets. An in house team of architects have been appointed to renovate and look after the stores
in different geographical regions. Roasting of the beans was taken into the private production of
Starbucks to maintain the quality of coffee. In order to maintain and check the quality in
different stores, mystery shoppers were appointed. There were high performance working
elements which helped Starbucks to stand out in the crowd. Some of them are:
 Strict quality standards were followed by the management of Starbucks.
 An eye of the management was on the closest competitors of Starbucks.
 Maximum use of social media in order to support customer loyalty
 Loyalty programme for staff was also organizes through stock option plans and extensive
health care coverage.
The company was able to handle the changes in the environment. It set good example
towards social identity, fair trade and environmental awareness. It performed its level best to
engage maximum customers by maintaining high performance working in Starbucks.
D2 Mechanism in High Performance Working of various companies leading to employee
engagement, commitment and competitive advantage
Employee plays an important role in the performance of the organization. There are three
employee engagement elements: cognitive, emotional and behavioural. The working conditions
and leaders are the aspects of cognitive element of customer engagement. The positive and
negative attitudes of an employee towards the organization is the emotional aspect of customer
engagement. Discretionary efforts brought by the employee in the form of overtime, brain power
and energy he puts is the behavioural aspect of employee engagement. The companies like
HARRODS, Sony, Google and Samsung tries to build positive attitude in the employees. It helps
them to perform better and stay associated with the organization. Giving decision powers to the
employees, sharing ideas with them and asking for the opinions, allowing them to share their
ideas are the few steps being followed by the company to increase employee engagement. These
companies also reward the knowledge and task being performed by the employees. It retains the
employees for a longer period and helps the companies to perform on a higher degree.
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Commitment at the work place is achieved by emphasizing on individual's responsibility,
independence and empowerment of the employees across all levels. A committed employee
leads to satisfy the customer in a better way. HARRODS, Sony, Google and Samsung perform
various activities to retain employees and increase their commitment level. Performance based
benefits, decision making and providing workable and hygienic environment are few measures
taken by these companies for employees commitment. Higher employee engagement and
commitment leads to increase high performance working in the organization. It draws
competitive advantage for the company and stand out in the market.
TASK 3
P6 Methods used in High performance working by various companies for performance
management.
Various methods are used by Google, HARRODS, Sony and Samsung for performance
management.
 Monitoring activities: Google reviews the performance based on the feedback cycle.
Managers do this peer review in order to keep a check on the activities. Rewards are
provided to the employees who did exceptionally well in a given period. Google also
assess employees contribution towards the success of the company. HARRODS carefully
employs the people who have competitive skills to perform a certain tasks. It helps the
company to manage the performance of the employees in an initial phase. The companies
can give certain time period to monitor the activities, say 2 weeks in order to evaluate the
worker based upon high performance working.
 Motivation ans rewards: Motivating the employees in a right manner, where the
employees are provided monetary and non monetary benefits based on their performance
is the best way adopted by HARRODS. The company has also been giving performance
linked monetary benefits based on the sales being performed by the sales team (Somech
and Drach, 2013). Sony follows transparent performance management system. The
company provide performance appraisal and career development system to the
employees. Monetary rewards are given to the employees at the end of every month with
salary whereas motivation is the continuous process which is required to be performed
after every interval. For instance if any employee achieve its sales target, he can be given
10 GBP as a monetary reward in order to motivate him.
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 Training and development: It trains its employees in such a manner that the employees
are able to deliver their best on the platform. It has e-learning campus which enhances
employees education. It offers varied courses for lifetime as long as the employee is
associated with the company. It organizes various motivation sessions for the employees
to keep them on track for longer period. The companies can organize training for 2 weeks
before starting the project. It will help them to get an overview of the allotted project and
will be able to develop their skills. For example, if the company is planning to take SAP
projects then it can give training of SAP for 5 days to its employees in order to make
them understand the concept of SAP.
 Employees engagement and empowerment: Samsung has also been very active in
performance management of the employees. It has given certain powers in the hands of
employees to make them feel empowered which further help them to perform in a better
manner (Hirst, Van, Chen and et.al, 2011). It has given power of decision making to
some extent, employees are free to share their opinion, they can share their ideas in
meetings etc. It is a continuous activity which is required to be performed by the
companies. Employee engagement activity can be performed as and when required based
on the projects going on in the organisation.
HARRODS, Sony, Samsung and Google are involved in almost similar activities which
includes feedback from their seniors, empowering them by giving them decision making,
rewarding them with performance linked benefits, providing them motivation in monetary and
non monetary terms and providing them proper training. These companies measure the
performance based on feedbacks, and calculating the employees' contribution towards the growth
of the company. Training and development is also the most important factor used by these
companies, to keep the performance of employees on the right track.
M4 Evaluating various methods of performance management and their support towards high-
performance culture and commitment
Employees are required to be provided with various facilities in order to make them
support towards the growth of the organization. There are various method of performance
management so that they can support in high performance and commitment towards the
organisation. Some of them are listed below:
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 Motivation: Motivated employees are important for the success of any organization
because it leads to superior performance by them. Involving them in drafting strategies,
future goals, strives best out of them they get motivated for achievement of targets by
determination. Money is a most significant motivational strategy, salaries based upon
performances and incentives keep workers motivated in achieving greater productivity.
Along with the rewards the employees should be appreciated for their performances
because sometimes monetary compensations are not enough to bring the best out of
workforce.
 Employees engagement and empowerment: Empowerment positively impacts
motivation, and motivation leads to better performance. Employees should be empowered
for solving problems at their own level, when they occur. Problems should be solved at as
lowest level as possible within the organization. Such environment encourages
employees, for handling such situations and solve the problems and know, that they make
difference to the organization. Empowering them to make decisions about their jobs also
influences their performances in a positive way. The more they are empowered, the more
they are engaged in work, leading to sharing of new ideas and greater collaboration.
Empowerment enables better performance through these mechanisms, and results in
increased engagement of workforce in the organization. Clear expectations and basic
materials must be provided or negative emotions like boredom may occur in them.
 Rewards: Rewarding the employees on their work and performances has always been the
best method in bringing higher performance and commitment out of employees. Rewards
can be monetary or non monetary.
 Training and development: It is most important method to improve performance level
of employees. Training focus upon learning specific knowledge and skills for current
performance roles, whereas, development focuses upon growth and future performances
of employees. The best companies always invest time and money in training and
development of the employees of the organization. The focus of training of employees is
not only improving of technical but also social and business skills. No matter how
automated an organization is the commitment of employees is always required for
superior performance of the company. Training helps to build professional skills and
technical skills to meet the new challenges in the environment and better perform the
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task. Resulting in increased productivity, and less supervision from the senior staff. For
development of employees firm should focus upon the providing flexible learning
options, build trust in organizational leadership and match learning options with learning
styles. For example Harrods's, Samsung's, Sony's or Google's sales department develops
sales skills, or their marketing department develops marketing skills. Human Resource
department trained for better management skills.
CONCLUSION
Based on the report, it can be concluded that it is required to keep the employees,
empowered and motivated. The employees should be given various types of benefits in order to
keep them encouraged towards their work. Various training and development session need to be
organized for them to make them competitive in the market. Siemens AG have been involved in
empowering its employees where they can make decisions, give their opinions and take part in
various discussions. HARRODS, Samsung, Google and Sony have also been using rewards
system in order to keep their employees motivated. Hence, it can be recommended that the
companies should keep their employees motivated and increase the employees' engagement to
keep them associated with the company.
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REFERENCES
Books and Journals
Disis, M. L. and Slattery, J. T., 2010. 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.
Goetsch, D. L. and Davis, S. B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hawkins, P., 2014. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Hirst, G., Van Knippenberg, D., Chen, C. H. 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.
Hu, J. and Liden, R. C., 2011. Antecedents of team potency and team effectiveness: an
examination of goal and process clarity and servant leadership. Journal of Applied
Psychology. 96(4). p.851.
Joo, B. K. B., 2010. 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.
Marquardt, M. J., 2011. Optimizing the power of action learning: Real-time strategies for
developing leaders, building teams and transforming organizations. Hachette UK.
Robbins, S. P. and Judge, T., 2012. Essentials of organizational behavior. Essex: Pearson.
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.
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Online
Employee engagement and development. 2013. Accessed through:
<http://corporateresponsibility.roche.com.tr/employee_engagement_and_development.html>
[Accessed on 10th June 2017].
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