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1. Running Head: Unit 5010 – Human Resource Development
Human Resource Development
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2. Unit 5010 – Human Resource Development 2
Table of Contents
Assignment 1 ............................................................................................................. 3
Assignment 1.1 ....................................................................................................... 3
Assignment 1.2 ....................................................................................................... 4
Assignment 1.3 ....................................................................................................... 6
Assignment 2 ............................................................................................................. 7
Assignment 2.1 ....................................................................................................... 7
Assignment 2.2 ....................................................................................................... 8
Assignment 2.3 ....................................................................................................... 9
Assignment 3 ........................................................................................................... 11
Assignment 3.1 ..................................................................................................... 11
Assignment 3.2 ..................................................................................................... 12
Assignment 3.3 ..................................................................................................... 12
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3. Unit 5010 – Human Resource Development 3
Unit 5010 - Human resource development
Assignment 1
Assignment 1.1
People who work for an organization or a company are referred to as human
resources in business. This particular department of the organization is responsible
for overseeing the compensation packages and benefits provided to all of the
business’s employees and management of resources, like, training and hiring new
employees. In countries where there is an increasing shift towards service-based
industries in an economy, one of the most powerful features of many businesses is
human resources.
The people that invariably drive a business and a large proportion of many
businesses’ cost are called human resources. An integral part of business success is
the management of these resources (Dransfield, 1998, pp. 69). These resources
include person specifications, contracts employment, recruitment, workplace culture,
disciplinary procedures, accountability and authority, teams, job descriptions,
retention, incentives and motivation, absenteeism, grievance procedures, functions,
safety and health in the workplace.
The maintenance and provision of the basic welfare needs of the workforce is
the responsibility of the employers. Per employee, a working space of ten to eleven
cubic meters must be provided. The working environment temperature must be
maintained, in summer season, comfortable temperature can be maintained by force
or natural ventilation, whereas, in winter season, for sedentary work, a reasonable
temperature of twenty to twenty three degree Celsius must be maintained. Seated
seats must be provided at the place of work, and the workplace must be adequately
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4. Unit 5010 – Human Resource Development 4
lit.
Access to a sufficient number of washrooms and toilets with provision of toilet
paper, towels and soap, must be given to employees. A secure place must be given
to them for any clothes that are required to wear whilst at work, or outdoor clothing
worn to work. Changing facilities with maintained privacy must be provided if they
have to change into work clothing suitable (Holsapple & Joshi, 2001, pp. 39). Access
to suitable rest areas where they can eat meals and clean drinking water must be
provided to the workers.
The criteria for the human resource success include, permanent investment in
employee and education development, information on individual employee efficiency
in job performance, stable and clear organisational structure of the company with
proper identification of key positions within the company, defined salary and job
systematization, organisational change process, employment process and training
process, defined knowledge and capability assessment, information on experience
and skill for each individual, and operationalization and analysis of all jobs, including
established job systematization, competencies essential for successful work
accomplishment and defined job requirements.
Assignment 1.2
Capabilities and skills that you have on the team must be identified. Based on
watching them perform daily tasks, you may already be beginning to build an idea.
You may also been guided regarding their required improvements and performance
by your company’s stakeholders and a boss who are interested in your team
performance. An understanding of both the unspoken expectations and overt goals
and compiling of task plans together must have been done by you at the one-month
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5. Unit 5010 – Human Resource Development 5
mark.
The first step is to carry out a team audit, the ideal amount of resource
needed the available resource, the experience and the skills needed to address your
objectives v the experience and the skills of the team, the required ideal
arrangement v the current organisation of the team, and the work needed to be
performed by them v the current work performed by the team, are the following areas
that must be covered with your team audit (Center, 1997, pp. 137). You may choose
to assess by communicating with your team members, depending on your
management style. Scientific data, like, appraisal markings, evidences experience
and formal qualifications might be preferred to be added by you.
You can make an overall assessment of their value on the team by setting
some assignments and tasks. The second step is the self-assessment that identifies
and guides you about the kind of manager you aim to become. The best team
function is the one that cover each other’s weaknesses and trade off each other’s
strengths. The identification of type of communication preferred by your people can
be done by using some form of communication style inventory. The third step is the
restructuring the team, you can begin to map out what kind of team you require,
once you have a clear idea of how your intent to meet your challenges and what task
your face.
Identification of gaps that cannot be filled with existing resources and the
organising of available resources into the optimum shape must be the next task to be
performed once you are informed about the available resources through your audit.
The fourth step is the objectives setting; SMART objectives must be set according to
the organisation’s vision and mission statements and strategy. You must make your
company’s stakeholders and boss objectives clear to your team. The last step is the
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6. Unit 5010 – Human Resource Development 6
removal of dead wood; you must assess those peoples whom you think are not
fruitful to the team or to the company.
Assignment 1.3
Positions where specific skills might be required and areas with additional
need of employees are identified with the help of a human resource plan. Followed
by development of job descriptions, recruitment of workers and finally hiring them,
the process starts with assessing and reviewing the operation’s needs for employees
(Belous, 1989, pp. 7). The employer’s expectations of the employee and the job
description are included in the employee handbook that is compiled and is part of the
job description development stage.
The first step entails of assessment of needs, a review of the operation over
the past year must be attempted first, than annual times of hiring and number of
employees hired must be taken into account, in the end, difficulties that encountered
in the process must be jotted down (Huselid, 1995, pp. 635). The next step is about
writing the job descriptions for entry level, supervisory roles and other positions of
the organisation. The third step is the development of a concise and clear employee
handbook. Furthermore, the process of recruitment must take place. The formal offer
of employment, the reference check and testing and the interview are the three steps
that must be followed in the hiring process.
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7. Unit 5010 – Human Resource Development 7
Assignment 2
Assignment 2.1
Shortage of competencies and skilled staff has impacted organisations at a
double level, absence of the business performance and the lack of support to
people, systems and organisation’s technologies to maximise business performance.
Capability-driven performance management, succession planning, social learning,
usability are key, and leveraging all learning opportunities are the key strategies, that
can ensure that the organisational success can be driven by the IT systems and the
staff capabilities in an effective manner.
The connection between performance management and learning to
capabilities is the growing trend as for reinforcing what a company values in its
corporate culture, the capabilities are a powerful tool for reinforcement. Through
improved individual performance, it also impact on the business. A list of defined
competencies must be provided to each employee by the managers so that they can
have the idea of areas where they need to excel (Subramaniam & Youndt, 2005, pp.
450). Secondly a set of clear objectives must be provided to them so that they can
develop and assess themselves and measure their current behaviours.
Through the plans developed to bridge any gaps and the performance
appraisal, the development needs must be identified. To help drive organisational
performance such targets must be assessed in according to the business goals.
Instead of considering professional and personal development as a once-a-year
exercise, each employee must consider it as a continuous requirement. The
managers can have excellent insight into the career aspirations, development
potential and the existing capabilities of their people, by adopting the strategy of
succession planning since there are some internal replacements that might be
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8. Unit 5010 – Human Resource Development 8
required with the necessary capabilities.
Through collaboration tools and enterprise social networking, within the IT
department the confidence and the ability can be leveraged by harnessing and
capturing the informal learning. Through user ID, using one password and single
sign-on, from the same interface, the employees must be able to access multiple
talent management solutions. Through work shadowing, mentoring and social
learning, desirable results can be achieved by the organisation.
Assignment 2.2
The individuals are enables to take charge of their own learning by personal
development planning. To support longer term ambitions and immediate
development needs, learning becomes a reactive and a proactive process. Learners
are enabled to identify key areas of development and learning activity by a personal
development plan. They can either develop or acquire new or existing behavioural
attributes and skills. These behavioural attributes and skills are necessary for
addressing career aspirations towards a future role, anticipated changes in their
current role and enhance performance in their current role.
To identify development objectives according to their development and
learning needs, a skill analysis activity must be undertaken by the learner. The staff
review appraisal and development process must be considered under the personal
development process, and it should take place on an annual basis. When the learner
is undertaking their induction and is new to their role, than the personal development
planning process must ideally start (Hall, 1986, pp. 235). The first step is the
development of objectives that are identified according to the development and
learning needs, which were identified at the skills analysis stage.
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9. Unit 5010 – Human Resource Development 9
Second is the prioritization of your development objective that makes it
beneficial but non-critical to progressing in to the future role and your current role
and critical to your progressing in to the future role and current role. Third is the
activities that enable once to achieve the development objectives, like, work-
shadowing another colleague, on-the-job training and formal training as it constitute
of any development or learning activity. Fourth is the available resources, and
support to undertake a development or learning activity, support will be required from
the colleague, department or manager.
Fifth is the actual and target dates that describe the requirements for
achievement of the development objectives. Contingencies can be built in, in case if
the development objectives are not met on the target date and lack of factors can be
identified by stating the date in your personal development plan. Last is the
reviewing of dates that guide an individual about his or her in accordance to their
personal development plan. It is essential the personal development plan must be
reviewed after every six months so that it can enable the individual to build in
contingencies to achieve their target in the future on the defined date, identify factors
that created hurdles in achieving their development objectives, identify whether the
amendment is required in the development objectives, reflect on their learning and
assess their progress.
Assignment 2.3
The personal performance development plan must be completed by each
employee with their manager of the organisation. With challenging targets, the
personal objective for the specific individual will be defined by this agreement and
will also support the service plan. In accordance with the employee competencies
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10. Unit 5010 – Human Resource Development 10
framework, the individual targets will be set regarding to the required competencies
for the position. Competency requirement identified in the person specification and
job description will be aligned with the training needs of individual employees.
The organisational training programmes will be informed with the identified
and recorded needs on the personal performance development plan. Against their
individual personal performance development plan, management will meet their staff,
at least twice yearly, to discuss their progress (Cross & Et.al, 2004, pp. 205). As part
of individual performance appraisals, a corporate template for personal performance
development plan will be introduced and agreed by the executive management
team. Twice a year, the reviews of performance management will be conducted.
To assess whether the development need have been adequately address and
objectives have been achieved, defined by the performance management interview,
review meetings will be conducted. Copies of the completed personal performance
development plan will be carried by the member of staff and the manager, following
the initial performance management interview. To ensure the progress of the
development needs, objectives and competencies, the personal performance
development plan will be reviewed by the member of staff and the manager.
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11. Unit 5010 – Human Resource Development 11
Assignment 3
Assignment 3.1
A personal development plan discussion for an individual is facilitated by the
line manager. The relationship of the parties involved in the discussion will be unique
and different. There are certain responsibilities of the line manager, Based on the
personal development plan template requested by the staff, the discussion is
facilitated. By identifying relevant and realistic development activities and needs,
individuals are assisted in developing their own personal development plan. To close
the identified gaps in their experiences, knowledge and skills, reasonable support is
provided to individuals.
An appropriate balance between the needs of the department and the career
aspirations and personal of individuals is maintained. The progressed agreed actions
of and ownership of the development of the personal development plan are not
ensured by the line manager (Guskey, 2003, pp. 321). Technical expertise,
knowledge of career options, knowledge of people, life experience, knowledge of
networks, and organisational experience, are the personal resources available to line
managers in carrying out a personal development plan discussion.
During the process, the reviewing of the progress of achievement of the
identified agreed actions, owing the delivery of that planning, implementation of the
personal development plan process, ensuring that the specific required support and
development are identified to their line manager, and ensuring of the possession of
the development plan, are the certain responsibilities of the individual who chooses
to undertake a personal development plan.
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12. Unit 5010 – Human Resource Development 12
Assignment 3.2
To review progress towards meeting the objectives and aims, reports against
its personal development plan must be used by the management committee. In order
to assess the progress effectively, it must be ensured that the appropriate records
are maintained by the responsible person. Being clear of kinds of required structures
and systems, it will be involved at the implementation stage of your plan. The
performance measures or the name indication will depend upon the decided things
to be measured (Snyder & Snyder, 1998, pp. 299). In order to review progress, the
kind of required information by the management committee and the agreement about
the reviewing and monitoring of the plan, before completing the plan, must be
submitted to them.
The management committee must fulfil certain responsibilities when reviewing
progress towards achieving the objectives and aims. These responsibilities are
keeping required external and internal changes under review that may affect their
ability to achieve their objectives and may bring changes to the organisational
strategy, with organisation’s values, mission and vision, keeping the activities
consistent, and within the parameters of the agreed objectives and aim, the
association of the activities is maintained.
Assignment 3.3
For the succession of personal development plan, effective evaluation and
monitoring is vital. To ensure the success of their plan, evaluation and monitoring tool
are developed by the planning team members. Appropriate modifications due to
environmental factors and reviewing of the plan must be carried out on an annual
basis. The effectiveness of the personal development plan can be enhanced by good
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13. Unit 5010 – Human Resource Development 13
planning combined with evaluation and monitoring (Gold & Et.al, 2001, pp. 185). An
organisation can inform decision-making so that people’s choices are expanded and
their lives are improved in accordance to the future and current initiatives and can
learn from past challenges and success from evaluation and monitoring.
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14. Unit 5010 – Human Resource Development 14
References
Belous, RS 1989, ‘How human resource systems adjust to the shift toward
contingent workers’, Monthly Lab. Rev., 112, p. 7. Retrieved from:
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Center, NA 1997, ‘Team performance measurement in distributed environments: The
TARGETs methodology’, Team performance assessment and measurement:
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ss%20the%20capabilities%20of%20a%20team%20to%20meet%20objectives
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15. Unit 5010 – Human Resource Development 15
Gold, A. H., Malhotra, A., & Segars, A. H 2001, ‘Knowledge management: an
organizational capabilities perspective’, Journal of management information
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50206/full
Holsapple, C. W., & Joshi, K. D 2001, ‘Organizational knowledge resources’,
Decision support systems, 31(1), pp. 39-54. Retrieved from:
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67923600001184
Huselid, M, 1995, ‘The impact of human resource management practices on
turnover, productivity, and corporate financial performance’, Academy of
management journal, 38(3), pp. 635-672. Retrieved from:
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1803666
Snyder, J. R., & Snyder, B. S. J. R 1998, ‘How to Monitor and Evaluate Projects’,
Field Guide to Project Management, p. 299. Retrieved from:
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16. Unit 5010 – Human Resource Development 16
http://www.ajtvdw.info/uni/Project%20Management%20Book%20Flood%20(9
8%20Books)/Field%20Guide%20to%20Project%20Management,%20Second
%20Edition%3B%20David%20I.%20Cleland%20(Wiley,%202004).pdf#page=
413
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types of innovative capabilities’, Academy of Management Journal, 48(3), pp.
450-463. Retrieved from:
http://amj.aom.org/content/48/3/450.short
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