Human Resource Management Report: Training and Development Analysis

This report on Human Resource Management delves into various aspects of employee development, starting with an introduction to HRD and its significance. It analyzes different learning styles and their application, emphasizing the role of the learning curve and the importance of transferring learning in the workplace. The report then examines training needs at different organizational levels, comparing training approaches for operational, managerial, and client-facing staff at Sun Court Ltd. It assesses the advantages and disadvantages of various training methods, such as role-playing, discussions, performance appraisals, and workshops, and outlines a systematic approach to planning a training and development workshop. The report includes a training evaluation form and reviews the effectiveness of the evaluation methods used. Furthermore, it explores the government's role in training and development, the impact of the competency movement, and the influence of contemporary training initiatives on HR development, offering a comprehensive overview of HRM practices.

HUMAN RESOURCE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Different learning styles........................................................................................................1
1.2 Role of learning curve and importance of transferring learning at workplace......................3
1.3 Contribution of learning styles in planning and designing learning event............................3
TASK 2............................................................................................................................................4
2.1 Comparing the training needs for staff at different levels in the organisation......................4
2.2 Assessment of the advantages and disadvantages of training methods that will be used for
the workshop................................................................................................................................5
2.3 Use a systematic approach to plan a training and development workshop for your team on
the needs identified for your department.....................................................................................6
TASK 3............................................................................................................................................8
3.1 Preparing an evaluation using a suitable technique.........................................................8
3.2 The evaluation of the workshop by with the use of the document created..........................10
3.3 Review of the success of the evaluation methods used.......................................................11
TASK 4..........................................................................................................................................12
4.1 The Role of Government in Development, Training and Lifelong Learning......................12
4.2 The Influence of Competency Movement on Private and Public Sectors of the Economy 13
4.3 The Influence of Contemporary Training Initiatives Introduced By the UK on Human
Resources Development............................................................................................................14
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................17

LIST OF FIGURES
Figure 1: Logo of Morrisons............................................................................................................1
Figure 2: Training Plan and Development Workshop.....................................................................5

LIST OF TABLE
Table 1: Learning styles...................................................................................................................1
Table 2: Comparison between training at different levels at Sun Court ltd...................................4
Table 3: Advantages and disadvantages of the methods of training...............................................5
Table 4: Training Evaluation Form.................................................................................................9

INTRODUCTION
Human Resource Development (HRD) can be defined as the framework that assists the
employees in development of their personal talents, knowledge, abilities, and organisational
skills. The below report focuses on Human Resource Development. The below report analyses
the needs of training of staff at different levels of management along with the advantages and
disadvantages of the training methods used in the workshop. The report has also focussed on a
systematic approach to plan a training programme for the candidates appointed at Sun Court Ltd.
with respect to the needs of the organisation.
The report has also prepared an evaluation of the training programme with the use of a
questionnaire; it has also evaluated the workshop on the basis of the questionnaire. The report
has also reviewed the output of the training programme. Furthermore an essay has been written
that states the role of English government in training and development with the help of lifelong
training. The essay has also involved the ways in which the competence movement has
influenced the public and private sector organisations of UK. And also an analysis of the ways in
which the contemporary training activities that were introduced by the English government have
participated in HRD for Sun Court Ltd.
TASK 1
1.1 Different learning styles
The top management of Sun Court ltd. can use the following learning styles that will help
to maintain the flow training and learning for personal and professional context:
Table 1: Learning styles
Learning styles Description Merits Limitations
Pragmatist Learners under this
style have different
views and mind-set
that do not have any
presence in the real
 They keen to
observe the
things.
 Fixed
 Easily reject
the things.
 Not easily
involved in
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life. methods.
 Not easily
accept the
change (Kolb,
2014).
theory or
general things.
Reflectors This kind of learns pay
special attention to the
new ideas and gain
knowledge from
various sources.
 Good
listeners.
 Punctual
 Always listen
and then draw
the
conclusion.
 Protective.
 Conclusion
drawing
process is to
slow.
 Always follow
the safe side.
Theorist This method always
followed by the
innovative person in
the Sun Court ltd.
 Good to raise
the question.
 Very deep
thinkers.
 Disciplined.
 Rarely bear
the high risk.
 Always bound
in the
innovative
thinking.
Activists They always focus on
completing the task
and they are inclined
towards the discovery
of new ideas (Grant,
2016).
 Keen to learn
new things.
 Flexible and
free minded.
 Highly
qualified.
 Sometimes
decisions are
wrong due to
fast actions.
 Take
unnecessary
risk.
1.2 Role of learning curve and importance of transferring learning at workplace
The learning curve is being used for analysing the performance of individual staff
member to provide proper guideline and direct for better outcome. By using the graphical
presentation through the curve the management of Sun Court Ltd. There are various types of
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curves have been used for showing the performance of the employees that helps them to evaluate
their performance. Learning curve will show the improvement and lacking of an individual while
working at organization and support to make adjustment to meet the objectives of organization
according to their culture. The top and HR management of Sun Court can justify the performance
during the working and suggest the staff members to make improvement in leading and
managing the work (Ford, 2014). The importance of transferring learning is analysed through the
efficiency of staff members as the cost of training and development can be reduces. For that Sun
Court management needs to identify the employees who can offer the training and learning to the
subordinates and help them to overcome the issues in the perfuming the task to achieve the
benchmarking standard of organization.
1.3 Contribution of learning styles in planning and designing learning event
The learning styles and theories plays vital role in planning and designing the learning
events for staff members. For Sun Court the learning can be useful in anticipating the needs and
offering the training and direction accordingly. The major role of learning style is to offer the
comfortable training program that would be helpful to managing the learning. It has been
identified that learning styles for the development and training of the styles can be useful
employees in the organization must be well planned. Learning styles and theories will help
organization to improve the quality and effectiveness of learning event as well focus on the areas
of lacking more effective manners (Barkley.et.al. 2014). By having proper consideration of
theories will help Sun Court to take relevant decision and activities that can influence the
performance. Learning styles will help to engage the staff member by evaluating their mental
level that will comfortable to meet the learning. All the employees give their best in order to
complete the task in the organization. But lack of training among the employees is just the failure
of the plan in the organization
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TASK 2
2.1 Comparing the training needs for staff at different levels in the organisation
At Sun Court Ltd., employees at different levels are trained differently as per the
requirement of their job (Phillips, and Phillips, 2016). Following is the comparison of training at
different levels in the organisation:
Table 2: Comparison between training at different levels at Sun Court ltd.
Operational Managerial Client
The operational level
employees have to be given a
different training than other
employees as they operate at the
lowest level of hierarchy and
they have to be taught taking
orders from their superiors and
follow them efficiently.
Operational level
training has to involve skills that
are enough for managing the
lowest level of employees at
operational level management is
the lowest level management.
The training of operational level
managers have to involve:
 The employees under
training should be
given an expert
supervision and
guidance so as to
ensure that there is
continuous
improvement and
development in the
The managerial level
employees of Sun Court Ltd.
have trained to manage and
supervise employees in the lower
level of hierarchy (Dhar, 2015).
They have to be taught to take
initiatives and be the leaders in
the organisation.
Employees at the
managerial level have to be
trained in a way that their
leadership and decision making
skills are enhanced as they have
to be team leaders and managers
at Sun Court Ltd. The training of
Managerial level training
involves:
 The candidates being
trained for managerial
level require
continuous supervision
and review so as to
ensure regular
improvement in their
The client level of
employees have to cater to the
needs of the customers and they
have to be taught behave politely
in all situations. They also have
to provide the customers with
what they need in order to
maximise customer satisfaction.
These candidates have to
be trained to develop proper
behaviour so as to treat the
employees politely in all the
situations. The client level
employee training involves:
 Workshops can be
conducted to train the
candidates to manage
the queues of the client
and also to teach a
polite way to approach
the clients.
 The candidates have to
be trained to handle the
queries as well as
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skills of an employee.
 The correction of
employee performance
so as to enhance the
efficiency of an
employee and adding
to the results of
employee
performance.
performance and skills.
 The training method of
role playing will be
suitable so as to offer
the candidate practical
understanding of the
work.
 Practical training
should be encouraged
for developing skills
like leadership and
also for enhancing
their confidence in
decision making.
complaints of the
client efficiently
without misbehaving.
2.2 Assessment of the advantages and disadvantages of training methods that will be used for the
workshop
Following are the advantages and disadvantages of the present training methods that are
being used for the workshops (Ford, 2014):
Table 3: Advantages and disadvantages of the methods of training
Method of Training Disadvantage Advantage
1. Role Playing  Reluctance in fulfilling
wider responsibilities
and changing roles in
the organisation.
 It enables the candidate in
having a better
understanding of
responsibilities and job
perspective.
 Enhancement in
leadership skills and
ability to adjust.
2. Discussion  If the information and  The candidates get a better
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opinions are not
properly shared there
can be wrong
conveyance and
interpretation of
organisational objectives
as well as career goals.
 There are issues in
adaptation if this method
is followed.
understanding of
objectives of Sun Court
Ltd.
 The candidates will get
clear about their personal
goals in the organisation.
3. Performance
Appraisal
 There is a trouble in
matching the standards
of performance with the
results of performance
appraisal.
 Identification of
improvement in
performance to develop
skills of the candidate.
 Increased efficiency of the
candidate.
4. Workshops  If there is less
participation of
candidates the
organisation may face a
loss in benefits and the
employees will be de-
motivated.
 Workshops involve
practical experiences that
help the candidates in
enhancing their standard
skills.
2.3 Use a systematic approach to plan a training and development workshop for your team on the
needs identified for your department
All the newly appointed candidates as well as the existing candidates have to be provided
with training so as to ensure increased efficiency and productivity. The plan of training has to
involve programmes that focus on the enhancement of the efficiency of the trainees. A basic
structure of training plan has to be made so as to provide efficient training to the employees. The
below training plan is based on a thought process that focuses on identification of problems in
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business operations (Øvad, and Larsen, 2014). The problems have to be first identified and then
solved by the managers and employees at Sun Court Ltd. The managers of organization have to
continuously monitor performance of business operations so as to make regular corrections. A
group discussion has to be carried out after every correction made in the business operations.
This is a continuous process that has to be carried out at Sun Court Ltd. This process
enables the trainees in enhancing their skills of facing challenges and solving problems. Whereas
the management has to monitor the skills of problem solving and facing challenges of the
employees and compare them to the expected skills. The candidates that are being trained have to
perform group discussions regarding the problems among themselves (Hopkins, 2015). Practical
problem scenarios have to be created by the candidates. These scenarios have to be presented in
front of the managers of the organisation and the managers will provide solutions to the problem.
The managers will then have to observe how the candidates follow their instructions to solve the
problems and guide the candidates in accordance with the observations made. Then again a
group discussion session has to be conducted to discuss the problem, the solution and the
challenges faced while solving the problems. This whole process is based on the idea of facing
challenges and solving problems at the workplace and this helps the trainees in day-to-day
activities of the job.
Figure 1: Training Plan and Development Workshop
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Selection
of a
Practical
Problem
Solution
given by
managers
Observation
of
performance
and
correction
Come up
again after the
problem is
solved
Group
discussion
among the
candidates
Presentation
of problems,
solutions and
challenges
faced

TASK 3
3.1 Preparing an evaluation using a suitable technique
For the evaluation of training methods the method of questionnaire has been chosen at
Sun Court Ltd. (Training Evaluation form, 2017). The questionnaire that is proposed for the
evaluation is as follows:
Table 4: Training Evaluation Form
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TRAINING EVALUATION FORM
For the candidates participating in employee training at Sun Court Ltd.
Date: Name of the Trainee:
*All the questions are compulsory to answer.
Yes or No Questions: Yes/ No:
1. Are the objectives of the training programme clear?
2. Is there enough interaction and participation
Between trainee and trainer?
3. Is there an enough distribution of resources?
4. Is the trainer prepared and easy to approach?
5. Is the training period enough for understanding
The job profile?
The below questions require descriptive answers:
6. What are the areas of the training that require improvement?
7. What is the best part of the training from your point of view?
8. Any objectives of training that were not fulfilled?
9. How can you define the improvement in your work pattern after this training?
10. Any Demands/ Complaints Queries?
THANK YOU FOR THE FEEDBACK.
3.2 The evaluation of the workshop by with the use of the document created
A thorough evaluation of the training plan was carried out by the method of questionnaire
that was answered by the candidates that were a part of the training programme. A feedback on
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various aspects of the training programme was derived with the help of the questionnaire. The
feedback method is effective in terms of identification further improvement required in the
training plan and also the areas that are successfully covered by the training plan (Wilson, 2014).
The areas that were covered in the training plan are as follows:
 Complaint Handling: The training plan covers the aspect of handling the complaints and
queries of the customers. Training provided at Sun Court Ltd. to the newly appointed
candidates teaches them how to cater to the needs of the employees by problem
identifying and solving method. The outcome of the feedback derived by the
questionnaire states that the employees have learned how to solve the complaints and
respond to the queries of the customers.
 Controlling the Waiting Line: The training programme is supposed to teach the
employees how to control the customers that are standing in the waiting line waiting for
the employees of Sun Court Ltd. to serve them (Jones, et al. 2013). The feedback derived
from the trainees has suggested that the suitable training to control the waiting line has
been provided to the trainees but there is scope for improvement in this area.
 Employee Efficiency: One of the major objectives of every training programme is to
enhance the efficiency of work of the trainees. The feedback obtained from the
questionnaire states that the efficiency of employees has been improved in terms of
solving problems at the workplace and also in terms of responding to the customers.
3.3 Review of the success of the evaluation methods used
The evaluation method of questionnaire has been utilised by the management of Sun
Court Ltd. so as to obtain feedback on the training programme (Zikmund et al. 2013). The
objective of the questionnaire was to compare the expected outcome with the obtained outcome
of the training programme. The numerical changes that were made in the profits as well as the
expenses were compared so as to identify the scope of improvements in the training programme.
The information obtained with the help of the questionnaire suggests that the major
objectives of the training programme were successfully fulfilled but there is scope for
improvements in areas such as controlling the customers that wait in the line for the services of
the employees. The questionnaire has also assisted in determining further queries of the
employees and the management puts in efforts to solve the queries of the employees. The
training programme of Sun Court Ltd. has determined that the employee efficiency has been
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increased noticeably and also the problem solving capabilities of the employees also have been
enhanced.
The training method of questionnaire has provided almost all the required evaluation of
training provided to the trainees (Mertens, 2014). But there is one more method that could have
been used for evaluating the results of the training programme i.e. the method of measuring
business productivity. This method involves the measurement of productivity of business
operations before and after the training is provided to the personnel. This process has to be
carried out with respect to the training method in order to derive suitable results.
TASK 4
4.1 The Role of Government in Development, Training and Lifelong Learning
The government of England is focussing on the significance of development and training
because their goal is to maximise employability and there are lesser opportunities to reduce the
obstacles in employability. The government has taken the initiative of ‘Life-long Learning’ so as
to generate scopes for wider range of backgrounds as well as communities (Hodgson, and
Spours, 2013). The main goal of life-long learning is to abolish the social exclusions that support
in the promotion of employability between the communities.
The life-long learning is based on a set of core objectives. The objectives of life-long
learning are:
Use of vocational learning, to develop an interesting process of learning and to enhance the
demand for learning
Development of an international level training method so as to fulfil the needs of the markets of
Europe and UK
Satisfying the needs of the economy
Offering the opportunity of updating skills to the people of UK without the compulsion of
enrolling to different courses
The education offered at the schools of England is not sufficient for professional practices so
life-long learning is for both young and adult candidates to perform better at work.
The government of England is emphasising o life-long learning so as to promote the
employment provision to unemployed people and also to provide career enhancement
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opportunities to the employed people (Edwards et al. 2013). Given below are the estimated
investments of UK government on life-long learning:
“An amount of £200M was invested on the national challenge to improve the standards of
education in schools.”
“An amount of £60M was invested in providing resources for Department of innovation,
Universities and Skills (DIUS)”
Given below are the problems in employability that have motivated the foundation of
life-long learning:
Political Problems: The lack of stability in economy on national level has encouraged the
foundation of life-long learning. The major objective of the government was providing scope for
employment to the people of England.
Economic Problems: The economy is empowered by increased employment and decreased
poverty. The government was motivated to empower the economy of England by introducing
life-long learning. The enhancement of individual skills developed under life-long learning adds
to the productivity of the organisation the individuals are appointed in; and the increased
productivity of the organisation adds to the increased productivity of the country.
Social Problems: The increment in poverty was also responsible for motivating the government
of UK in the development of life-long learning. Life-long learning will provide training to the
people which will help them in getting employment and the problem of poverty can be reduced.
4.2 The Influence of Competency Movement on Private and Public Sectors of the Economy
The public as well as private sector organisations of England started to share information
as well as increased competencies in order to confront the competition as well as growth. So as
to avoid competitive disadvantages the organisations of both private and public sectors are
investing a lot of money so as to enhance the performance and services of the employees and
also to enhance the productivity of the employees (Schröter, and Röber, 2015). One of the most
successful fashion brands of UK is ‘Georgia Armani’; and so as to enhance the services and
productivity of its employees the organisation has adopted various training programmes and
performance appraisal techniques. The public sector organisations are also strongly focusing on
the improvement in the performance of their employees to keep up in the competitive market.
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The competency movement is based on observable outputs and not on the process of
achievement of competency. This approach heavily depends on the skills of analysis. The
trainers/managers/HRD developers require expert analysis skills so as to assess the performance
of the employees. The assessments should be based on a certain set of standards of comparison
of the expected results and the obtained results (Veloso et al. 2015). The HRD developers or
trainers in an organisation should be capable of putting together a training programme that
provides the trainees with work-based experiences that are required to fulfil the units of
competence. For this purpose, the HRD developers/ trainers should be capable of designing,
management as well as programme developing.
The organisations in different sectors can adopt national networks like sectors skills
councils that would help in standing out in the frameworks of competence with respect to the
nature of the organisation (Politics Essays - Government Training and Development, 2017). The
big organisations of UK can maintain national level databases of the individual competency
accomplishments for record.
The Learning Skills Council (LSC): LSC has enabled in compilation of responsibilities for all
funding as well as planning of post-16 learning (other than HE) in one body. This helps in rising
above the complications as well as incoherence of prior engagements. The major goal of LSC is
to acquire more contribution and achievements with the use of post-16 learning. This has enabled
the public of UK in gaining skills and knowledge to get the best.
Investors in People (IiP): IiP is a national standard that has the objective of enhancement in the
performance of the organisation through public development. Approximately 37,500 IiP are
identified in England and also 25,000 establishments that involve a lot of schools that are putting
in efforts to maintain the standards.
National Vocational Qualification (NVQ): NVQ was found in the year 1986 by National Council
for Vocational Training with an objective of offering practical training and qualification to
people of all age groups. The major functions of NVQ are: identification of the personnel’s
present skills; setting standards as goals; analysis of what is needed to be learnt; selecting the
activities that are suitable for the respective personnel; execution of the training based on the
selection of activities.
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4.3 The Influence of Contemporary Training Initiatives Introduced By the UK on Human
Resources Development
HRD is one of the major aspects of the HRM practices of an organisation and it largely
contributes n the achievements of an organisation’s objectives. The benefits of HRD are not
easily quantifiable as they are flexibility in the organisation as well as employee commitment
that cannot be easily measured. At national level, there is a direct relation between enrolments in
school; quantity of personnel working in the sector of higher education and the growth of Gross
Domestic Product (GDP) of UK (Grant, 2016). Contemporary training initiatives by the
government of England have offered both public and private sector organisations with required
training and development programmes so as to empower the economy of the country.
Vocational training is provided through these training programmes and it enables quick
learning for the personnel of the respective organisation. These training programmes have also
contributed in the development of the human resource of Sun Court ltd. The types of training
initiatives offered by the UK government are based on the type of organisation and industry. This
has helped all public and private sector organisations of UK including Sun Court ltd. in
achieving the organisational objectives efficiently. The government of England has made
noticeable contributions in the field of HRD with the help of various initiatives in training. There
are some government institutions that support these training initiatives they are:
Department of Work and Pension
Department of Health
Department of Trade and Industry
Department of education and Skills
These departments work together to provide the people working in various organisations
of UK in getting the required training to develop their skills and work efficiency.
The services provided by the above mentioned departments to all the public and private
sector organisations including Sun Court Ltd. are:
Guarantee good practice at the workplace by shareholders in Peoples Standard
Provision of business likes to whomsoever it is required
Development of standard workforce as per various industries with the help of NVQ
Planning and funding of education through ‘life-long learning’
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Provision of business network skills through Sectors skills council
Development of talented workforce with the help of University of Industry
All the above mentioned departments and their functions support the organisations in UK
in attaining excellence in work which results in achievement of organisational goals efficiently
(Edwards et al. 2014). The support of government in the training of personnel has enabled
organisations all over England in empowering their HRD departments. The contemporary
training initiatives by the Government of England have enabled the business establishments of
England in enhancing the skills of adaptability of their workforce which has made it easy for
them in developing and maintaining organisational cultures.
The HRD department of Sun Court Ltd. has been noticeably affected by the
contemporary training initiatives, as they have helped the appointed workforce in adapting to the
culture of the organisation. There has been a change in the chief values of the organisation and to
make the workforce adapt to the new values contemporary training initiatives will help them.
These initiatives have also assisted the employees at Sun Court Ltd. in enhancing their standards
of working as well as work efficiency even with frequently changing work environment. The
evaluation of the training is done on the basis of competitive position; adaptability factors and
market conditions; and ability to cater to the requirements of the customers at Sun Court ltd.
CONCLUSION
The above report has elaborated various aspects of HRD with respect to Sun Court Ltd.
The report started with the comparison of training needs of personnel at different levels of
hierarchy in Sun Court ltd. along with a discussion on the advantages and disadvantages of
various training methods that are used at Sun Court ltd. in the workshop. A systematic approach
of planning a workshop for the trainees at Sun Court ltd. is also discussed in the report. The
report has also analysed the training plan with the help of a questionnaire and then an evaluation
of the workshop based on the questionnaire has been presented. The evaluation has been
reviewed in the report and another method of evaluation is also suggested. Lastly report has been
written that states the role of government in training by life-long learning; and the effects of
competency movement on both public and private sector organisations; along with the
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contribution of contemporary training initiatives of UK government in HRD department of Sun
Court ltd.
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Politics Essays - Government Training and Development, 2017 [Online] [Accessed Through]
<https://www.ukessays.com/essays/politics/government-training-
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Training Evaluation form, 2017 [Online] [Accessed Through]
<http://www.cal.org/caelanetwork/profdev/states/iowa/training-evaluation.pdf>
[Accessed on 22 Feb 2017]
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