Report on Organizational Learning and Development at Metro Store

This report examines the learning and development (L&D) practices at Metro departmental store in Singapore. It begins with an introduction to L&D and provides an overview of Metro's history, operations, and the profiles of retail trainees and purchasing managers. The report delves into the organizational context, covering strategic alignment, business-led approaches, and horizontal integration. It analyzes the structure and culture of Metro, highlighting how the company adds value and considers its L&D budget. Furthermore, the report includes a PESTLE analysis to assess the external environment and explores the importance of horizontal integration for business expansion. The analysis section focuses on the training needs of different employees, the application of the KSA model, and other relevant factors.

RUNNING HEAD: Organizational learning and development
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Metro
Organizational learning and development

Organizational learning and development 1
Contents
Introduction...........................................................................................................................................2
Organizational Context..........................................................................................................................2
Strategic.............................................................................................................................................2
Business-led......................................................................................................................................3
Horizontal integration........................................................................................................................4
Structure and culture..........................................................................................................................5
Adding value.....................................................................................................................................5
Consideration of the associated L & D budget..................................................................................6
Analysis.................................................................................................................................................6
Design...................................................................................................................................................7
Delivery.................................................................................................................................................8
Evaluation.............................................................................................................................................9
Conclusion...........................................................................................................................................10
References...........................................................................................................................................12

Organizational learning and development 2
Introduction
The learning and development are generally referred to as training and development or
human resource development. It embraces both on the job and off the job methods in order to
acquire the necessary knowledge, skill, and behaviors. The learning is the process of
acquiring new knowledge, skill, and attitude which can enhance the ability of the employees
to meet current and future job requirements.it helps individuals to perform at higher levels.
This report includes the learning and development (L & D) scenario at Metro departmental
store, Singapore. Metro is a recognized household name in the retail industry. It was
established in Surabaya, Indonesia in 1953. The departmental store sells cosmetics, apparels,
and fashion accessories. Metro has currently 13 outlets across Singapore. The company was
listed in the Stock Exchange of Singapore in 1973 as Metro Holdings Limited. Later, the
company expanded its operations and included property development and investment. The
company also entered the hospitality sector in the mid-1990s. The company has redefined the
concept of the departmental stores in Singapore. Recently in 2017, the company has 3
departmental stores in Singapore, Metro Centre point, Metro Paragon, and Metro Woodlands.
There are two profiles of trainees at Metro such as retail trainee and purchasing manager. The
retail trainee is going to learn about floor responsibilities and will become expert in managing
all the things. Both classroom and store’s teaching will not help trainees to gain experience
but going to attain relevant experiences as well. The trainees are also going to learn more
about the daily duties on the job. The purchasing managers are accountable for buying quality
equipment, goods, and services at competitive prices. They negotiate, do networking, deal
and support business in saving money and increasing profits. Their responsibility is to
forecast the level of demand for the products and services. They are required to maintain the
relationship with the suppliers. Metro invests from 2-5% of salary budgets into training.
Organizational Context
Strategic
Metro is the most trusted brand for 60 years. The brand is committed to delivering
exceptional value to the shoppers in the years to come. The company works with the clients
to achieve sustainable performance gain through expanding markets, building partnerships,
improving formals and ensuring productivity. The company conducts various tests and

Organizational learning and development 3
learning on the different things in order to find out what works and doing more of it. Metro
supports strategic retail value creation. The organizational strategy comprises growth and
international expansion. It works with the retailers in order to identify future growth in the
new market, target group, and new categories. The company constantly makes efforts to
adopt new business models, value propositions and format strategies to the dynamics of
merging local markets (Alkhatib, 2016). The active management of the store portfolio makes
use of trade-off decisions like which store should be upgraded, should new stores be opened
or the existing stores should be closed.
The Metro is a wholesaler for business and professionals. The mission of the Metro is to
provide quality products along with the business solution at the lowest possible prices. It is an
iconic brand provides exciting shopping experience. The store is specialized in well-designed
offerings and warm services.
Metro is going to govern the cash and carry wholesale division worldwide through its
exclusive business formula which aims to improve the effectiveness of customers all over the
world.
Metro aims to offer a superior level of service which resonates with the brand’s own
positioning. The values of the company exceed the expectations of the perceptive visitors
around the world (Zapalska, Jackson and Zelmanowitz, 2016). The company makes huge
efforts to make decisions in the best concern of the customers to assist them in a better way.
Metro also guides its employees to achieve the mission of the company in a practical way and
clearly describes the values and norms of the organization.
Business-led
The PESTLE analysis aimed at looking at the external environment of Metro. The HR
department focuses on the L & D of the trainees and looks outside for the requirements.
Political factors The political factors comprise the culture of
the Metro and how the L & D is viewed by
other functions. It includes the changing
trends of the government laws along with the
development rate of parties and provincial
and global political crunch. The political shift
rate in the retail industry has done a lot with

Organizational learning and development 4
the Metro stores. The foreign investment is
exhilarated but in practices, retailers face a
lot of encounters. The foreign companies are
encouraged to own land and buildings.
Economic factors The economic factors comprise the budgetary
position of the Metro. The customers like to
spend more money on the offerings and there
is the availability of cash in the store. The
trainees are likely to be affected by the
inflation rate and the investment rate. The
number of hypermarkets and superstores is
not very high in Singapore (Yaqoot, Wan
Mohd Noor, and Mohd Isa, 2017).
Social factors The social factors include a decreased
population growth rate, aging population,
working career insolence and more. The lack
of proficient and capable employees is also
covered under the social factors. The trainees
are most affected by the social factors.
Technological factors The technology factors include the
information technology available. There is
the availability of the high quality and the
innovative equipment in the Metro which
helps trainees to learn. Metro ensures good
safety quality assurance regulation. The
company has state art of technology and hi-
tech like RFID and real-time inventory
change.
Legal factors The growth of the store necessitates
translucent market favorable guideline and
legislation in specific areas. The legal

Organizational learning and development 5
regulatory support the industrial development
and growth in the economy. The e-commerce
policies are introduced as a guideline, laws
and the policies which help in the learning
and the development.
Environmental factors The environmental responsibility is entrusted
in the Ministry of the environment. Air
pollution is the main problem from the
products produced by the store. The learning
and development guide trainees regarding the
factors which harm the environment.
.
Horizontal integration
The horizontal integration is used by the Metro which increases production of the goods and
services at the same measure of the supply chain. It is more of a competitive strategy which
increases market power over the distributors and suppliers. It helped Metro to enhance its
product differentiation and helps in expanding market share in the new market segments. The
trainees can learn how an organization can expand business with the help of the acquisitions
(Wang, Alashwal, Asef, Abdul-Rahman and Wood, 2018).
Metro achieved horizontal integration by acquiring other business segments. For instance,
the cash and carry business of Metro which serves independent trader, hotels and restaurants
is an active acquirer. It bought Pro a Pro from the Belgian retail and the wholesale group
Colruyt in 2014. It also acquired Singapore based classic fine foods in 2015.
Structure and culture
Metro has gained popularity in the wholesale and food merchandising. The group comprises
of Metro and Metro cash and carry. Metro has a worldwide presence and operates more than
280 hypermarkets. The company contains delivery experts like classic fine foods, Rungis
express, and pro a pro. These companies offer Metro a global existence and established a spot
in the food service delivery sector (Tinu and Adeniji, 2015). The portfolio of the metro

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comprises start-up network Metro accelerator driven by Techstars. It provisions
entrepreneurial teams from the globe in the development of digital solutions. Additionally,
there are 4 service companies like Metro properties, Metro logistics, Metronome and Metro
advertising which provide service in the areas like real estate, logistics, IT and advertising.
Metro is more than a successful retailer and it is a leader in providing innovative solutions.
The culture of the company helps trainees in learning effective skills and develops in the
environment. It believes in making things promising. The company is fast, intensive and
agile. It focuses on which is vital and creates added value for the customers and the
stakeholders. Metro strives to achieve more (Arunprasad, 2015).
Adding value
It is an innovative way to add value to the organization in order to grow revenue, retain
customers and in remaining competitive. The value can be added to the products and services
of the company with the help of service, expertise, customer engagement, and convenience.
The customers like to shop if they are being offered a better experience than the other stores.
The company needs to ensure that it meets and exceeds the expectations of the customers.
Metro can add value by offering expert advice to the customers. The advice can be provided
through interactive customer support. The customers can be engaged even the post-shopping
by keeping in touch with them with the help of emails, messages, and calls (Beevers and Rea,
2016). For instance, customers can also be engaged by offering special discounts on birthdays
and anniversaries. The company is required to make the shopping experience as appropriate
as possible. For instance, Metro can offer free delivery options or in-store pickup service, it
offers shoppers to convenience to pick order the way wanted by them (Sung and Kelley,
2018).
Consideration of the associated L & D budget
The right training program will have a surplus of benefits for the Metro. It enhances
retention, customers’ engagement along with productivity. It improves customer service and
boosts sales. As per a report, an average training budget costs to $800,000 on the annual
basis. The regular training cost per trainee is estimated to $400. It has been considered that
the proper training has a positive effect on the performance of the trainees which ultimately
influences the performance of the company. The budget even considers the adding value and
consideration of the objectives of the company (Nissen, Pendell, Jivanjee and Goodluck,

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2014). There are no budgetary estimates provided as L & D department meets the entire
costs.
Item Cost per person ($) Total costs ($)
Hotel 80 16000
Food and drinks 80 16000
Hotel
Delivery costs
Not applicable 4000
Design costs Not applicable 4000
Speakers Not applicable 22000
Logistics and allowances 60 12000
Estimated number of
attendees 200
400 80,000
Analysis
The work environment requires employees to be capable in conducting complex tasks in the
appropriate manner. The training is required for the workers to perform up to a certain level
and in order to attain the expected level of performance. An effective training needs analysis
recognizes who need training and what type of training is required. It is counterproductive to
provide training to the persons who do not need or to offer the inappropriate type of training.
The training needs analysis put the training resources to the noble use (Bell, Bowden, and
Trott, 2014). The needs analysis in the context of the different trainees. The sources which
can help to determine needs analysis as per the situation can be organizational, person, work,
performance, content, training-sustainability, and cost-benefit analysis.
Today’s workplace necessitates trainees to be self-determining thinkers responsible for taking
good decisions based on partial information. The trainers require a special kind of treatment
as they do not possess any skills (Rae and Wang, 2015). There are various knowledge, skills,
and abilities which are essential to possess in order to perform duties as well. The knowledge,
skills, and abilities (KSA) model are frequently used to describe the necessities of the job
opening and make a comparison at the time of making decisions regarding candidates.
Knowledge focuses on the understanding of the concepts. It is more of theoretical. An
individual can have textbook knowledge but no experience of relating it. Whereas the skills

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are the competencies developed through training or experience. The abilities are habitually
confused with skills although there is a subtle difference. The abilities are the talent that a
person brings to a situation (Skarmeas, et. al. 2016). A person can learn to negotiate capably
by obtaining knowledge and practicing skills required. The knowledge and skills can be
developed efficiently through training activities. It incorporates theoretical training and key
concepts. Strengthening KSA is mainly a coaching challenge. The three factors such as
observation, feedback and improvement can be used to develop KSA abilities. The
competencies of KSA are compliance, analytical skills, action alignment, business
knowledge, employee development, communication, customer emphasis, decision making,
and global viewpoint. It also comprises invention, interactive skills, leadership, risk
management, forming objectives, self-management, teamwork, and technology. These KSA’s
are required before hiring any person in the company (Bowyer and Chambers, 2017).
The techniques used for the needs assessment techniques can be undeviating observation,
questionnaires, discussion with the persons in key positions, interviews, focus groups,
assessments, and work samples. The survey can be directed with the trainees and employees
of the organization. The surveys are helpful in finding outperformance scarcities in the
definite areas. A questionnaire can be prepared and circulated among employees to conduct a
survey. It focuses on the specific tasks and needs of the individuals in the organization. The
work of the individuals can be observed by the training managers on the regular working
conditions. It offers sufficient information about the performance gaps. The aspect such as
technical, functional and behavioural should be considered while observing. The interviews
are capable of collecting information on the performance gaps. These can be formal as well
as informal (Mufeed, 2018). The interviews can even be conducted in person or by phone, at
working locations or anywhere. The customer feedback indicates the improvement areas. It is
even directed towards specific service and performance.
Design
The experimental learning theory of the Kolb works on the 2 intensities, a four-stage cycle of
learning and four separate learning styles. Much of this theory is focused on the learner’s
internal cognitive styles. The learning comprises the attainment of abstract concepts which
can be applied malleably in a variety of situations. The experimental learning style theory is
signified by the four-stage learning cycle in which the learner hints all the cores. The
experimental learning cycle comprises real experience which means encountering a new

Organizational learning and development 9
experience or situation or reinterpretation of the prevailing experience (Chawla, 2017). The
cycle also includes deep observation of the new experience. It includes the prominence of
discrepancies between knowledge and understanding. The abstract conceptualization gives
upsurge to the innovative idea and amendment of the prevailing abstract concept which a
person learns from the experience. At last, active experimentation is used by the learners to
apply ideas to the globe to see what happens. The effective learning is possible when an
individual growths by a cycle of four stages like having an existing experience followed,
surveillance and reflection of the experience which hints to, creation of abstract concepts and
then used to examine hypothesis in the future conditions ensuing in the new experiences
(Molodchik, Krutova and Molodchik, 2016). The learning is viewed as the integrated process
as each stage being reassuring and serving into next. It is probable to enter in any stage of the
cycle and followed through the valid sequence (Maurice-Takerei, 2017). The effective
learning can only arise when a learner executes all the stages of the model.
The learning theory sets different learning styles which are totally based on the four-stage
learning cycle. Diverse people prefer different learning style. The factors influencing a
person’s style are a social environment, education experiences or the perceptive structure of
the learners. Diverging and converging are two different styles of learning. As per the
diverging theory, people are able to look at the things from the dissimilar viewpoints. They
are subtle and desire to watch then doing. As per this style, people execute better in the
situations which necessitate ideas generation. Whereas according to the uniting learning style,
people can resolve problems and use their knowledge in finding out solutions to applied
problems (Choo and Tan, 2017).

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Delivery
The range of the L & D methods available are:
Career planning: Career planning and development conferences comprise meetings with
individuals to deliberate their short-term learning supplies and long-term career choices
within the company. The discussion can be made on the skills needed by the individuals in
order to acquire in the future. The career planning is useful in performance appraisal and
follows up distinct sessions.
Recognition of prior learning: It is a procedure which allows a learner to have prevailing
skills and information recognized by providing confirmation of the competence like
certificates and protests. This process checks the skills and abilities of a person against the set
of precise skills. These skills may be acquired from the national competency standards. This
process helps to categorize gaps against the performance requirements (Kumar and Kumar,
2016).
Observing the team: Metro can focus on the team and offer the best ways to identify the
learning needs. The occurrence of the learning gaps can be assessed by keeping an eye on the
way of handling tasks by the learners and the way they deal with others. Their ability to solve
problems also helps in assessing the learning gap.
Discussion with individuals: The discussion with individuals may follow when a learner
identifies a learning gap which is required to be immediately addressed in order to complete
duties successfully. It is not significant to wait until the formal performance review (Falola,
Abasilim and Salau, 2016).
Workplace skills assessment: A workplace skills assessment provides assistance to a learner
to recognize skills and knowledge gaps at the time of making comparisons against the
standard sets.
Self-evaluation: It is the best method to inspire team members to regularly self-evaluate their
work routine and classify areas of enhancement. It may be helpful in identifying own areas
which require extra advice or training. The skill identification means a learner has taken
accountability for the learning and professional development (Kalumbilo and Finkelstein,
2014). The self-evaluation asks team members to list the consequences a learner is hoping to
attain and the questions which are responded by them before participation in the training

Organizational learning and development 11
session. It confers both learners and team’s needs at the weekly meetings and asks learners to
report on the consequences.
Evaluation
The L & D evaluation techniques specify the L & D solution for the designing and delivering
in response to the scenario. The L & D evaluation technique comprises techniques like
Kirkpatrick’s model, ROI and ROE to assess the L & D solution.
It is significant to measure the efficiency to deliver training for the team. Kirkpatrick’s four-
level training evaluation models help to analyze the effectiveness along with the influence of
the training. It helps to improve effectiveness further. The four levels of the Kirkpatrick
model help to examine the application of the model to evaluate training (James Davis, 2014).
It also looks at the situations where it may not be useful. These 4 levels are reaction, learning,
behavior and results. The reaction processes how trainees react to the training. Metro believes
in providing appreciated experience and feels trainees to good about the mentor. It is
significant to measure response in order to understand how well training is accomplished by
the trainees. It is helpful in refining the training for the future trainees and includes significant
areas which are absent from the training. The second level is learning which measures what
trainees have learned along with the knowledge they have increased from the training. Metro
is required to plan the training session with the list of specific learning objectives (Irwin,
Stokes, and Marshall, 2015). It is also important to measure the factors which are not helpful