HRM4001: Portfolio of Personal Development Skills Report

This report, focusing on HRM4001, explores personal and management skills, covering leadership, and transferable skills within a management context. It begins by differentiating between management and leadership, emphasizing the importance of personal development plans. The report then delves into Kolb's Experiential Learning Cycle and John's reflective model, along with supportive communication and team effectiveness. A SWOT analysis is included to evaluate strengths, weaknesses, opportunities, and threats, leading to a detailed personal development plan with objectives, activities, resources, and target dates. The report concludes by highlighting the significance of communication, coaching, and time management skills, and how these elements contribute to effective leadership and organizational success. The assignment provides practical applications of these concepts, including the importance of supportive communication in the workplace, emphasizing the need for continuous professional development.

Running head: HRM
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Table of Contents
Introduction............................................................................................................... 3
Task 1...................................................................................................................... 3
Task 2...................................................................................................................... 9
Motivation........................................................................................................... 11
Empowerment....................................................................................................... 12
Conflict Management.............................................................................................. 13
Team Effectiveness................................................................................................ 14
References.............................................................................................................. 16
Appendix................................................................................................................ 19
SWOT analysis..................................................................................................... 19

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Introduction
This report has emphasized on creating personal and management skills course. Furthermore,
the initial task will address the areas in reflecting the leadership and management skills as
well as, the significance of a personal development plan for sound leadership and
management. The second task illustrates the theory as well as, application about transferable
skills through practicing best practices of companies.
Task 1
1) Reflect on own management and leadership skills using a range of models, and develop
and justify a personal development plan that will facilitate an increased level of effective
management and leadership
In the contemporary environment of business, management and leadership are words that are
highly applied by companies. Both are different from each other in terms of definition. It is
identified that differentiation between these two definitions creates more ambiguity as
compared to it resolves. The position of manager can be described as planning, coordinating,
leading as well as controlling (Reynolds and Vince, 2017).
The fundamental function of a leader is to empower and encourage the individual on the right
path. All ideas are vital to their development as an organization. For the company, to
accelerate the development, it is more necessary to illustrate the management as well as
leadership qualities (Graham and Walton, 2018).
Organizations concentrate on improving employee awareness through the implementation of
learning methods within organizations. Under the division of Human Capital, several
companies retain the research and development department to improve the supervision of
company performance (Cottrell, 2017).
Experts use multiple frameworks to define the management as well as, leadership skills. For
instance, Rolfe's reflective model, Kolb's experiential theory of learning, John's model for

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formal reflection, Gibbs reflective model as well as, Cottrell's reflective study. They all
models illustrate about developing management as well as, leadership skills (Langbehn, et.
al., 2017).
Kolb implemented Kolb's concept of the Experiential Growth process. There are several
major phases in the interactive learning process as per David A. Kolb. The connection in such
models is illustrated in the below diagram (Cunliffe and Easterby-Smith, 2017).
Figure 1 – Kolb’s Experiential Learning Cycle
(Sources: Cottrell, 2017).
• Concrete Experience – Learning through new experiences as well as redefining current
experiences
• Reflective Observation – Experiencing the specific value of seeing or experiencing
• Abstract Conceptualization – Making or developing new theories or changing established
concepts based on learning
• Active Experimentation – Learners implement theories generated by themselves around the
globe (Peach, 2017).
But each learner has its own preferred course, there is no proper way regarding how
individuals go to the learning cycle of experience. I have participated in professional
development; the direction of my learning has relied on my hidden desire. My schooling,

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cultural background, lifestyle choices, current employment as well as personality extent
has affected my learning (Armstrong, 2016).
This reflective model could be not illustrated through one diagram. Since, it is different from
nation to nation, individual to individual, as well as, period to period. Organizational culture
is a key element in improving the learning of an individual. The learning associations should
make its participants simpler and more inspired. This should help the company's members to
focus positively on management as well as, leadership skills (Durkin and Gunn, 2016).
A way that is used by practitioners to see inward as well as, learn what they are doing in their
daily activities as they can be recognized and appreciated for their successful work.
They must reveal, discuss as well as, comprehend the inconsistencies about what is practiced
as well as, what is desirable throughout their activity (Bolden, 2016).
There was conflict related to disagreement and the determination to attain desirable work
which allows the professional to become motivated to take steps to overcome such
contradictions adequately. John has implemented a different approach for describing the
reflection (Johnson and Smith, 2018).
Figure 2- John’s reflection model
(Sources: Johnson and Smith, 2018).

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This model focuses on different questions. It is supportive to increase the experience as well
as reconstruct the learning result process. Learning should focus on the reflection of the
result. This will fit with professional goals related to the user's and firm's growth
achievements. When these two can satisfy all partners with reflection then it will
create positive results (Herzberg, 2017).
The function of reflection is a strategy to encourage the creation of independent, trained as
well as inner-directed practitioners. It is also a way to create successful leadership as well
as, management teams along with encouraging personal, career progression and make a clear
connection among theory and philosophy (Ntoumanis, et. al., 2017).
Reflective learning has some advantages such as gaining knowledge through experience,
improving professional practice capabilities, building strength to re-frame previous
understanding and consistent development in practical uses (High and Buehler, 2019).
The Personal Development Plan (PDP) seems to be a realistic resource that helps
in defining the learning needs, improve productivity and success. This method is very
beneficial to all practitioners and enables me to coordinate my personal, academic and
professional growth appropriately (Herzberg, 2017).
Personal development plan is an overall plan that focused on personality-awareness,
standards, realistic framework, personal development strategy for career advancement,
personality-education as well as relationship management. The Personal Development Plan
supports a philosophy that expressly improves interactions to achieve the shared goals of
personal and professional growth as well as organizational progress (Kanfer, et. al., 2017).
As per the current position and circumstance of the workforce, PDP is identified as the
significant areas that should be concentrated and will offer the right path for specifications
and further professional development (Rubin and Babbie, 2016).
SWOT analysis

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Strengths:
1. A desire to learn as well as develop awareness 2.
Adoption of team and teamwork
3. Strong awareness in Conceptual areas
4. Creativity about position 5. competency to
persuade the team
Weaknesses:
1. Job goal
2. Delegation to Work
3. Pressure of several commitments
4. Communication skills gap
5. Low tolerance towards low
performers
Opportunities:
1. Organization shifting towards learning culture
2. Possible opportunities for career development
3. Awareness of Solving Problem
4. Expansion of business
5. Take similar functions to learn from others
Threats:
1. Changes in industry
2. Technological developments in
the enterprise environment
3. Competitiveness emerges
Personal development plan
Development
Objectives
Activities need to
undertake to
accomplish objectives
Resources need to
achieve objectives
Target date of
accomplishing
Develop planning
and decision-making
skills
Procure additional
experience on market
research and procedures
Contribute to strategic
planning as well as
research seminars
Application of
providing training
opportunities
2020/03/31
Develop
communication as
well as public
speaking skills
Prepare and give 10
minutes of presentation
in periodic summary
session Organise a
weekly team meeting as
well as lead the meeting
Chance to portray at
quarterly review
meeting (Hepworth,
et. al., 2016).
2020 /05/31
Develop coaching as
well as mentoring
skills
Full certification of
coaching as well as
professional knowledge
about coaching Update
the criteria for training
materials related to the
function
Team support for
updating training
materials
Allocating time for
discussion plans
2020/09/30
Job prioritization as
well as the
development of time
management
competencies
Introduce a clear
approach for job division
and plan a schedule as
well as circulate
throughout the team
Engage in time
management training to
efficiently find ways
of time
Acceptance of a
training program by
the Top
Management as well
as other divisions
2021/03/31
Develop experience
in team management
Taking on further
organizational duties
Allocate a task and
delegate Assistance
2021/5/31

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and also in
leadership
Plan a special initiative
over the year to support
the organization
from experienced
leaders as project
leader (Chen, et. al.,
2019).
The results of the SWOT review and the skill audit can be derived through a personal
development plan. The skill audit describes the needs related to competencies, and SWOT
evaluation defines the strengths, weaknesses, opportunities, and threats related to personal
assessment. Personal plans also encouraging progress on the work or within the company and
preparing the criteria for external training (Afshar, 2016).
According to SWOT analysis as well as skill audit, my decision-making and planning skills
could be improved as it is used to perform my role effectively. In such a manner, I could
also work to develop market knowledge. This has guided by my job and it helps in the
growth of an organization. It is identified that a person who works in the position will move
with the executive team to acquire business understanding and implement those experiences
in process improvement related to planning as well as decision-making (Wallace, 2018).
Communication skills play a large part to perform on the position as a boss. It will help in
sustaining the team's leadership position, transfer the consistent and right messaging through
the team as well as drive the results. As the communication skills need to be improved
according to the SWOT analysis, PDP would promote this through leadership training
(Cronin and Bezrukova, 2019).
Senior management must comply with the specification by offering incentives, and promote
the opportunities. The coaching, as well as mentoring skills, would help to improve the
success of the team. That competence would be compulsory for effective leaders
and executives. Throughout the basis of coaching as well as leadership skills, a team could
keep their confidence together with, respect to a leader as well as manager (Safeena and
Velnampy, 2017).

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When the leader has strong coaching abilities, then he can build a great-performance team
through coaching and development programs. Consequently, this will determine the
organization's performance. Job goal setting can guide in efficiently manage the time
of employees (McKibben, 2017).
Time management, as well as allocation of jobs, have required both external training as well
as, job practice. External training would include the conceptual as well as theoretical
context. Moreover, practical experience will be provided on a job. As practitioners,
management of staff and leadership skills at the workplace is important in functioning
(Alsharo, Gregg, and Ramirez, 2017).
Besides, to perform as a manager and team leader, there is a need to instruct the team
by developing clear goals as it is a mandatory skill for managers and leaders.
Team management and the creation of skills related to leadership may acquire practical
knowledge from outside sources. Practical knowledge and expertise can therefore be obtained
through performing things. Senior management will support the next level of the workforce
to develop their expertise. They could share their expertise, and direct source to grow
employees due to the organization's real leaders as well as managers (Luciano, et. al., 2018).
Task 2
2) Explain the following transferable skills using relevant theory and apply them to an
organisation which you are familiar with or one you can research. (If you do not have
experience within an organisation, apply best practice from your learning materials to
suggest how they should be implemented within a specific organisation). The skills to
consider are as follows:
Supportive communication
Communication is a regular event within the humanity-cycle and nothing could be achieved
in today's environment without interaction. Each person expects that all persons can behave,

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conduct, perceive, react, move, understand as well as communicate only when they are
motivated. Because of human nature's differences and imperfections, none of the persons
may behave the same way as one another (Ntoumanis, et. al., 2017).
According to High and Buehler (2019), Supportive Communication may describe "Verbal as
well as nonverbal deeds created to assist those are perceived as need of assistance. Supportive
communication is illustrated as an interpersonal communication which encourages people in
difficult situations to respond effectively to the audience.
This helps to sustain and establish a positive relationship between the communicator as well
as a listener by resolving a question, offering constructive feedback, as well as participating
in a complex subject. Herzberg (2017) presented several supportive
communication attributes.
These are as follow:
• Convincing, not in-congruent,
• Informative, not Inferential
• Major issue-oriented, not individual-oriented
• Affirming, not misrepresenting
• Local, not international
• Conjunctive, not disjunctive
• Owned, not publicly humiliated
• Supportive listening, not one-way listening (Kanfer, et. al., 2017).
The supportive communications are also supported by organizations. It will help to generate
higher efficiency, fast problem solving, offer high-quality performance, fewer worker
disputes, and create good team connections. For instance, a renowned automobile company
Mercedes-Benz often encourages its workers through supportive communication.

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They have an ideology of promoting supportive communication in their discussion. They
often use the guidelines of the sessions and develop the discussion positively. Management's
goal is to establish a positive dialogue between the teams. It will also push developments for
the employees especially (Rubin and Babbie, 2016).
Motivation
Motivation is a vital factor in the growth of an organisation. Rubin and Babbie (2016) defines
motivation as a force that occurs in a person that has the power to influence the way, strength,
as well as excitement towards performance. Currently, most companies want highly skilled
people at their workplace, but they do not understand what the variables motivate their
workers. Organization management is predominantly committed to ensuring that the tasks
and job roles are carried out correctly through their workers. They should be adequately
enthusiastic regarding the company as well as its leadership to optimize the worker's
performance.
To accomplish this goal, the required motivational methods should be combined with
effective leadership and management. There are two motivational factors such as intrinsic
motivation and another one is extrinsic motivation. Intrinsic motivation arises from inside
and internal influences as well as, external factors that cause extrinsic motivation. Several
theories about the motivation are implemented (Chen, et. al., 2019).
Maslow's hierarchy of needs is the main theory of motivation which is developed
by Abraham Maslow in 1943. Apart from that, McGregor's Theory X and Y Model,
McClelland's model of achievement-affiliation-power, and Herzberg's two-factor model can
be seen as examples of motivation theory (Afshar, 2016).
Companies use various strategies to improve worker motivation. They can classify as factors
of financial as well as non-financial motivation factors. Managers can think that only
financial considerations will improve the motivation of the employees. Through

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previous facts, it is identified that most non-financial incentives and appreciation of the
workforce play a key role as higher motivation as compared to financial factors (Wallace,
2018).
Those are short-term incentives for workers when addressing financial motivating factors.
Increases in wages, benefits, and bonuses are the most widely used financial motives. The
financial incentive factor is considered by Volkswagen that is a German-based automobile
firm (Cronin and Bezrukova, 2019).
The company's CEO announced profit-sharing and, consequently, it has assigned 15 percent
of pre-tax income per quarter of profit sharing. Furthermore, each worker is now paying
attention and working together in the right manner. In large corporations, several non-
financial motivational factors could motivate the employees. Examples include career
expansion, task allocation, leadership opportunities, acknowledgment of staff as well as
teamwork (Safeena and Velnampy, 2017).
Empowerment
Empowerment is a mechanism where it grows through progress and influence, and the skills
of persons and teams can aid in performance as well as, efficiency improvement. To put it
in another way, empowerment is a technique for growth as well as organizational success.
Empowerment is one of the effective instruments that companies use to increase workplace
efficiency (McKibben, 2017).
Empowerment has allowed workers to use their expertise more efficiently, thus encouraging
more judgment-making close to the source of effects. This can enable an employee to mind
change from feeling tired to believe in their own individual strengths.
The reasons for concentrating heavily on employee engagement are the increase in global
competition, a need to respond immediately towards consumer demands and rapidly