Human Resource Development: Training Plan for Audi Employees

This report provides an analysis of Human Resource Development (HRD) with a focus on Audi, examining learning theories, learning styles, and the importance of transferring learning to the workplace. It compares Kolb's and VARK learning styles, describes the learning curve and its role in increasing productivity and manpower growth, and explains the significance of transfer learning in improving employee skills and creating a positive work environment. The report also briefly describes behaviorism, cognitive, and social learning theories, assessing their contribution to planning and designing learning events within organizations. Furthermore, it presents a brief training plan for Audi employees using a systematic approach, including identifying goals, trainee benefits, selection criteria, and a training budget. The document also discusses the importance of adapting to changes in the environment and achieving company goals through well-trained and skilled employees. Desklib is a valuable resource for students seeking similar solved assignments and study materials.

HUMAN RESOURCE
DEVELOPMENT

TABLE OF CONTENTS
2

Introduction.....................................................................................................................................3
TASK 1: UnderstandING THE learning theories and learning styles (HRD).......................3
1.1 Comparing the learning styles..........................................................................................3
1.2 Describing the learning curve and its role......................................................................5
1.3 Briefly describing three learning theories.......................................................................6
Assessing the way in which learning theories and styles contribute in planning and
designing of learning events in organizations......................................................................7
TASK 2: Plan and Design training and development..............................................................7
TASK 3: BE ABLE TO PLAN AND DESIGN TRAINING AND DEVELOPMENT.........8
Producing a brief plan which should use the systematic approach to training aimed at
training employees at Audi......................................................................................................8
Systematic approach to training:.......................................................................................8
Conclusion....................................................................................................................................10
References...................................................................................................................................11
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INTRODUCTION
Human resource development actually means overall development of employees
and trainees related to management. In simple words, it means, increase in efficiency
and effectiveness of trainees and employees through learning styles and training
methods. This in turn helps company to grow and earn profits. The report has made a
study on Audi which is an automobile company. Focus has been given on the trainees
working with them. The goal of Audi is to simply adapt the changes in environment and
it wants to head towards the next milestone of delivering 2 million Audi vehicles around
the globe. For this, they need highly skilled employees with standard training (Selznick,
2011). So, company help trainees to connect with the self-established people across
the Brand Audi. The study will focus on learning styles, learning curve and importance
of transferring learning to the workplace and the way in which learning theories and
styles contribute the planning and designing of learning events in Audi.
TASK 1: UNDERSTANDING THE LEARNING THEORIES AND
LEARNING STYLES (HRD)
1.1 Comparing the learning styles
There is a presence of varied learning styles that can help employees while
working in Audi to learn in a proper manner. These include:
 KOLB'S learning style-
As per this theory; each learning style represents a combination of two styles.
Doing Watching
Feeling Accommodating Diverging
Thinking Converging Assimilating
1. Diverging (feeling and watching) - These employees look things from different
perspectives. They tend to watch rather than do which means collecting
information. They then make use of images to solve the problems. They tend to
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see problem from different perspectives on the basis of above qualities. Kolb has
named this style as 'diverging' because employees in this style imagine and then
perform better with innovative ideas. For example, brainstorming. The diverging
style helps workers in team work to hear with open mind and to give feedback as
well.
2. Assimilating (watching and thinking) - In this learning style, logical approaches
are used by employees. In this, employees need clear explanation rather than
practical view as well as ideas and concepts are important. They excel in a clear
logical format of understanding information and organizing it.
3. Converging (doing and thinking) - In converging learning style, employees are
not attracted to interpersonal issues and social problems. They depend on
technical tasks and problems. Employees with this style does experiment with
innovative ideas take similar examples and practically work with them.
4. Accommodating (doing and feeling) - Accommodating learning style depends on
doing work rather than logic. These employees analyze other worker’s work.
They depend on experiential approach.
VARK learning style:1. V- visuals- It refers that employee tends to learn specially from sighted objects.
These employees tend to watch than to do. They use mental image to solve
difficulty. They tend to see questions from different perspectives. t (Patel,
Messersmith and Lepak, 2013).2. A- Auditory- In this theory of learning style, employees tend to learn from
hearing. These employees depend on continuous hearing and then on learning
the work.3. R- Reading and writing- It states that employees tend to learn from reading and
writing. In this, employees depend on technical tasks and problems. They work
in a clear logical format by understanding information and organizing it. For
example, auditors (Selznick, 2011).
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4. K- Kinesthetic- In this theory of learning style, employees tend to learn from
practices. They first experience and then learn. They totally depend on
experiential approach than hearing or reading and writing.
1.2 Describing the learning curve and its role
Learning curve means if an employee performs the same task over and over
again then he must need less time to finish that particular task. The curve shows
graphic representation of decrease in efforts per unit for repetitive process (Learning
curves, usage of learning curves in reducing workforce costs as a tool and an empirical
study, 2009). This curve helps in different contexts of business. Being the HR
coordinator of Audi, roles of learning curve are as follows:Increase in productivity - Main
aim of Audi is to be successful and to increase the productivity. Learning has an
important role in deciding its policies, its rules and regulations. Being the HR
coordinator, proper selection should be done. Some tests should be taken to know the
ability of workers. These tests include mental ability test and aptitude tests for
interaction with customers. Growing up of manpower- Being the HR coordinator, learning curve helps in
realizing training activities as training courses, conferences, seminars etc. Audi
helps its employees in their development thus; training is given to them which in
turn help employees in improving superior- subordinate relationship and in
adopting changes (Aaker and Joachimsthaler, 2012).
Explaining the importance of transferring learning to the workplace:
Transfer learning means the ability to apply acquired training and skills to the
workplace of company (Leberman, Mcdonald and Doyle, 2015). Research study shows
that only 34% of employees put application of their learning and training to their job
within a year of training (Saks and Belcourt, 2006). Life-long learning is must in today's
era and transfer of learning provides the medium for this to manifest.
Importance of transfer learning in Audi is described as below:
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 Transfer learning improves the extent to which employees of Audi can learn from
the given technique. This in turn helps in improving the grasping power of
employees.
 It improves self-efficiency and development of employees of Audi with making
them more valuable for company (Patel, Messersmith and Lepak, 2013).
 Transfer learning helps to create a positive work environment between superior
and subordinates that are working within automobile company as it provides
proper coaching and interaction between different levels of organization
(Malamed, 2014).
 Transfer of learning also helps in the development of cognitive activities like
reasoning, evaluation and interaction level of employees (Selznick, 2011).
This method makes the employees working in Audi to get resistant to change in
terms of new learning. Being an auto-mobile company, this is the fundamental element
as new innovation and technology is never permanent (Leberman, Mcdonald and Doyle,
2015).
1.3 Briefly describing three learning theories
Learning theories show the learning behavior of individuals. It refers to the way in
which a person is reacting during learning process. Learning decrease in effort per unit
for repetitive process. The 3 main theories of learning are: Behaviorism {learning is purely based on behavior} - This theory is totally based
on the behavior that individuals possess. The response from learner targets
stimulus. It does not involve the mental work. The knowledge and skills help in
building behavior of employees that is desired to be possessed by them at work.
For example, a master rings the bell to show that food is ready for the dog. Every
time he does the same. This repetitive action makes a dog understand the nature
of bell, that is, at the time when it will ring, dog will have the food (Saks and
Belcourt, 2006).
 Cognitive {learning as mental process} - This learning theory is based on mental
learning. It creates learning by different appropriate learning strategies or
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change. When information is stored in memory in an organized and meaningful
way then learning becomes easy (Patel, Messersmith and Lepak, 2013).
 Social {best a person can learn is in the group} - In this learning theory, an
employee learns the best in a group activity. For example, during exams when
studying in group they learn as a whole. This in turn means different students in a
group take a small part and learn and then make other students of the same
group understand the same. In this process of learning, the learner easily gets
the knowledge (Leberman, Mcdonald and Doyle, 2015).
Assessing the way in which learning theories and styles contribute in planning and
designing of learning events in organizations
Learning theories and styles contribute the planning and designing of learning
events in Audi which can be understood by the following:
The goal of Audi is to simply adapt the changes in dynamic environment (internally and
externally). With this, company needs to increase its productivity. Being the HR
coordinator in Audi, organizational learning occurs when individual workers are more
proficient. This in turn improves the organization’s structure and determines its growth.
There is consistent adaptation of goals, attention rules and search rules. This shows
that behavioral theory is a part of planning and designing event (Aaker and
Joachimsthaler, 2012).
In auditing department of Audi, mental work is there and cognitive learning style helps
employees to work effectively and efficiently. Every company has its own culture to
which employee’s knowledge depends (Selznick, 2011).
TASK 2: PLAN AND DESIGN TRAINING AND DEVELOPMENT
Newsletter format attached in separate file
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TASK 3: BE ABLE TO PLAN AND DESIGN TRAINING AND
DEVELOPMENT
Producing a brief plan which should use the systematic approach to training aimed at
training employees at Audi
Systematic approach to training:
Identifying the goals of Audi: The goals of Audi is continuous selling of 1,741,129
(1,575,480) cars. This has led Audi brand grows to a new record level this year. Rising
demand for the vehicles of new A3, growth in Asia and North, Western Europe and
America proved to be beneficial (Patel, Messersmith and Lepak, 2013). As an HR
coordinator, my training goal is to help my company to head towards the next milestone
of delivering 2 million Audi vehicles around the globe. For this, I need highly skilled
employees who can help in optimizing and expanding the international dealers. To
move forward with this goal, proper training must be given to the right employee (Aaker
and Joachimsthaler, 2012). Identifying the benefits for trainee: To be in a successful and a passionate team,
being the part of Audi is best. Employees are valued here and benefits given to
them include fantastic development opportunities, structured training programs
and rewarding them. Trainees are invited to attend the regular forums where they
will have the opportunity to meet self-established people across the brand, Audi
(Saks and Belcourt, 2006).
 Identifying the trainee to work with Audi: Trainees will be appointed from outside
premises. Being the HR coordinator, I will be taking Interview sessions
(Leberman, Mcdonald and Doyle, 2015). To be a part of this session, following
requirements are needed:
1. Successfully qualified university degree.
2. Excellent academic records
3. International internship, studies done on international platform
4. Functional experience of relevant area
5. Fluent English and other foreign languages, if any
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6. Persuasive personality
The candidate having the above mentioned quality cannotfill the online form on our site.
 identifying the training budget of Audi
The training budget of year 2015 can be estimated as:
Activities Description Amount
Training
Development
programs
1. Analyze/Design Training Material
2. Formative Evaluation
$2000
Training
Management
1. Staff (coordinate course analysis, design,
development, delivery and evaluation
$100000
trainees
schedule
1. Trainees Time (lost productivity)
2. Trainees Per Diem (hotel, meals, incidentals)
3. Trainees Travel
4. Instructor Fees (salaries and/or consulting
fees)
5. Instructor Lost Opportunity (lost
revenue/productivity)
6. Instructor Per Diem (hotel, meals, incidentals)
7. Instructors Travel Rental facilities
8. Maintenance facilities (lease, mortgage,
maintenance, etc.)
9. Audio/Video Transmission Costs
10. Internet Connecting Fees
$200000
Trainees
Support
course
1. Course Updating
2. Hardware Maintenance
3. Staff (installing course, resolving software and
$15000
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hardware)
TASK 4: Is able to evaluate a training eventCovered in ppt and handouts
CONCLUSION
It can be concluded that Human Resource Development helps in contributing to
organizational purposes. It also helps trainees to understand the roles and
responsibilities of company (Patel, Messersmith and Lepak, 2013). Being the HR
coordinator of Audi, systematic approach to training helped the trainees Audi wants to
recruit trainees who are braced to work with the team and develop themselves with
success and add value to Audi Brand.
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REFERENCES
Journals
Aaker, D. A. and Joachimsthaler, E., 2012. Brand leadership. Simon and Schuster.
Beck, D. E. and Cowan, C., 2014. Spiral dynamics: Mastering values, leadership and
change. John Wiley & Sons.
Emmerik, H., Bakker, A. and Euwema, M., 2009. Explaining employees' evaluations of
organizational change with the job‐demands resources model. Career
Development International. 14(6). pp. 594-613
Kristensen, T. S. and et.al, 2005. The Copenhagen Psychosocial Questionnaire-a tool
for the assessment and improvement of the psychosocial work environment.
Scandinavian journal of work, environment & health. pp. 438-449.
Patel, P. C., Messersmith, J. G. and Lepak, D. P., 2013. Walking the tightrope: An
assessment of the relationship between high-performance work systems and
organizational ambidexterity. Academy of Management Journal. 56(5). pp. 1420-
1442.
Selznick, P., 2011. Leadership in administration: A sociological interpretation. Quid Pro
Books.
West, M. A., 2012. Effective teamwork: Practical lessons from organizational research.
John Wiley & Sons.
Online
Furtado, F., Aquino, G. and Meira, S., 2012. Improving organizational Performance.
[Pdf]. Available through: <http://cdn.intechopen.com/pdfs-wm/37077.pdf>.
[Accessed on 4th November 2015]
Learning curves, usage of learning curves in reducing workforce costs as a tool and an
empirical study. 2009. [Pdf]. Available through:
<http://web.firat.edu.tr/sosyalbil/dergi/arsiv/cilt19/sayi1/133-141.pdf>. [Accessed
on 4th November 2015]
Leberman, S., Mcdonald, L. and Doyle, S., 2015. The Transfer of Learning. [Online].
Available through: <
https://www.ashgate.com/pdf/SamplePages/Transfer_of_Learning_Intro.pdf>.
[Accessed on 4th November 2015].
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Malamed, C., 2014. How Your Workplace Can Support Learning Transfer. [Online].
Available through: < http://theelearningcoach.com/business/workplace-support-
of-learning-transfer/>. [Accessed on 4th November 2015].
Theories of learning in educational psychology. 2013. [Online]. Available through:
<http://www.lifecircles-inc.com/Learningtheories/learningmap.html>. [Accessed
on 4th November 2015].
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