4. 4
Table of Content:
Executive summary ……………………………………………………………….. iii
Task- 1Understand learning theories and learning styles
1.1.1 Different learning styles ……………………………………………... 7
1.1.2Learning style in M&S ………………………………………………. 8
1.2.1. Learning curve ……………………………………………………… 8
1.2.2.Significance of knowledge transfer…………………………………. 9
1.2.3. Learning curve………………………………………………………. 9
1.3.1. Learning style and theory …………………………………………… 9
1.3.2. Relationship among learning style, theory & event ………………… 10
1.3.3. Contribution of learning style & theory....... ………………………... 10
Task- 2Be able to plan and design training and development
2.1.1 Training in different level…….………………………………………. 11
2.2.1 Current training method….…………………………………………… 11
2.2.2 Adv. and Dis-adv. of training methods…….………………….……… 11
2.3.1 Planning training event…….………………………………..………… 13
2.3.2 Training participants……..……………………………….…………… 13
Task- 3Be able to evaluate a training event
3.1.1 Evaluation of training event…….…………………………………….. 14
3.1.2Process of documentation……………………………………………... 15
3.1.3 Analysing the documents……..……………………………………….. 15
3.2.1 Explaining the training event………………………………………….. 16
3.3.1 Review of evaluation method…..……………………………………… 16
5. 5
Task- 4Understand government-led skills development initiatives
4.1.1 Role of Govt. in training and development……..…………………….. 16
4.2.1 Impact on public and private sector………….………………..……… 17
4.3.1 Cotemporary training by UK government…………….………..…….. 17
4.3.2Role of contemporary learning in M&S………………………….…... 18
References…………………………………………………………………………. 18
6. 6
Executive summary:
Marks and Spencer is functioning of around 120 years as one ofmassivemerchandizingstocks
in UK. Around 65000 numbers of employees are working here.Because of huge competition,
Company need to develop its main principles and policies generally focused on the
development of recital of the bodies. To cope up with customers’ needs and capabilities and
to bring up more competence and customers’ satisfaction, the company has been organizing
dissimilarnatures of training program(Patel 2010). This firm provides all on-the-job & off-
the-job training programs to make its employees more skilled in case of performance & to
make its employees more capable and adaptable in the varying environment. This firm has
created more opportunity and for the employees by compacting its organizational structure.
The assigned person offered a idea regarding training event which will more useful in
attaining the objectives. Government took initiatives for the development of human resource
department of M & S employees which can contribute more in the economy.
7. 7
Task- 1Understand learning theories and learning styles:
1.1 Learning styles: M & S built up new business policies and principles because of extreme
competition. That is why the environment quite changed and it was huge challenge for the
employees. It was necessary for the employees to make a career path for their own good
through the learning arc regarding their training & development procedure of M & S.
1.1.1 Different learning styles:Among different learning styles, which style will
be followed by an organization mostly depend on which style is the best for an individual. 4
types of learning approaches are considered by Honey & Mumford (1986). Those are activist,
theorist, pragmatist and reflector.
Activists:these types of employees engage themselves in new experience which is like
nonstop change in activities(Patel 2010). Activist employees involve themselves in new
experiences as a continuous change in activities. They just move from one experience to
another within a short time span. In rapidly changing situations and experience requirements
these learners can engage themselves in altering and wider responsibilities.Within a short
length of time, employees move from one experience to another.
Theorists:These employees are called the perfectionist because before making any decision,
they always emphasize on their logics and theories. They are strict to analytical and
rationality of any task or objective to be done. Their decisions are not from their experience
or previous learning. They make analysis and based on their rational findings on the current
scenario, they come to a conclusion.
They are actually strict about maintaining analytical and rationality of any task or objective.
Pragmatist:these employees are quite practical and they like to take any opportunity. They
grow their confidence level through experience and leaning. They actually enjoy taking
challenges and building decisions by that confidence level. They are ready to take new
responsibility and build up skills accordingly. The learners are able to adapt quickly in
changing situations, challenging environment and tasks. They love to make ready themselves
for taking any new responsibility and rising skills consequently.
Reflector: Reflectors seek for opportunities. Usually they do not take any initiatives. They
are actually working bee for the firm who sit back to gather data, evaluate, and think about it
carefully and then a logical decision will be made. These people normally don’t participate
8. 8
actively in discussion only listen to others to make own points. Reflector learners are slow in
developing and judging a situation because they spend a lot of effort in analysing the data,
theory and finding.Generally these people don’t participate actively in conversation. They
make their own point by listening others.
1.1.2 Learning style followed:Pragmatic learning chic is mainly followed by M &
S for helping employees to acquire more confidence. This confidence helps employees to
take more challenge and responsibilities. This firm maintains a profile that indicates which
area an employee needs to develop. This profile is known as competency profile. Employees
can know about their progress by reviewing performance. In M & S the on-the-job method is
like attaching a manager who coach employees to obtain practical learning and to
developnecessary technical skill and business policies. Another training program (off-the-job)
provides learning like how to develop efficiency and effective decision making.
1.2.1Learning curve:the continuous development process which is achieved
through experience is known as Learning curve. Learning curve is very important to make
efficiency and perfection slowly to a new task environment.This curve facilitates employees
to focus on improving their skills, making values and set their own goal or set career path. In
M & S employees had to face new challenges in the altering environment because of this
firm’s new business policies and new core principles. Through building experience in
performing a task, learning curve helps the organisations to focus on developing new skills,
adding values and set career path.That is why employees had to cope up with new learning
curve so that they could regulate with the firm’s technical skill and business policies at a
standard level.
9. 9
1.2.2 Significance of knowledge transfer: line managers and performance
coaches’ helps employees by sharing and transferring learning about the work and how to
develop their performance area which is firm’s requirement. Workshops, workbooks are very
useful for the employees learning and develop their skills.Transfer of knowledge through off-
the-job trainings like workshops, workbooks is very helpful to employees for learning and
development of skills. It’s very essential for the organization to build skills, understand core
values & perform so.
1.2.3 Effect of learning curve:KnowledgeTransfer is not just a communication; it
is the involvement of implicit and practical knowledge which will assistanceemployees
making their skills. Using learning curve and efficient transferring of knowledge helped
employees to recognize the performance level according to their skill and business
competency. Effective transfer of knowledge and use by learning curve helped the employees
to identify the performance level in technical skill and business competency, being able to set
realistic career path, participate in decision making more effectively and bring efficiency in
performance.Effective knowledge transmission also made employees being able to choose
practical career path and contribute in decision making.
1.3.1Contribution of learning styles and theories:Knowing theories is all about providing
aconceptual structure to the learning goals and requirements. So, before selecting and
conducting training actions for the employees learning styles &philosophies must be analysed
10. 10
and adjusted according to the firm expectations and desires. Thus successful study on
learning preferences and theoretical evidences contribute to the successful HR event
organizing.
According to the employees’ preference and how swiftly the firm wish for workers
to cope up with the new situation, a learning style will be selected for using.
1.3.2Relationship among learning style, theory, event: Sometimes it’s being
difficult to choose a single style. That’s why blending of several learning styles can be more
useful for designing learning events. Thus, learning theories describe a learning category and
learning style which state that how effectively learning can be planned and learning event is
the functioning of the development prospect.
1.3.3Contribution of learning theory and event: M & S is emphasized on the
most effectual result which could be acquired through learning events by using Learning style
and theories. An event can be measured as successful or not through each and every
employee’s reaction. Choosing a single style can be difficult and that’s why combination of
multiple learning styles can be more effective in designing learning events. Firm may require
improving different capabilities and skills like leadership skills, decision making ability,
efficiency, team work, enhancing responsibility area etc. These needs define the
characteristics of training development necessities. And learning theories defines learning
types, structures and theoretical explanations and learning style dictates how most effectively
learning can be designed with the most appropriate targeted objectives. The assigned person
will focus on which learning option prioritized by the workers to plan and design such an
event.
11. 11
Task- 2Be able to plan and design training & development
2.1.1 Training needs at different level: Different training styles in different level
of its operations need to be operated by this firm. This firm has formed a family-friendly
working atmosphere for the personnel.
Management level Customer service level Operation level
Realistic learning for structuring
skill, team work and decision
making ability.
Workshops and other off-the-job
training programs to develop
skills and get assessment.
Queue management: Train
staffs; how to handle the
queue more efficiently and
capably and help customer
to find what they wish for. It
will reduce the waiting time
length.
Performance reassesses and
evaluation of line managers is
done to encourage managers
to work more effectively and
lessen cost that will include
value to the product.
2.2.1 Analysing current training method: Diverse training facilities are provided
to guide its employees. This firm offers counselling to facilitate employees making successful
career track. Employees can identify them performance level & improvement level through
performance assessment.Performance appraisal provided identifying their performance
standard and improvement sectors. They can realize the responsibility and ability in new
position and context by taking the help by role-playing. Some off-job-training programs like
workshop, workbooks are designed for developing skills and efficiency.
2.2.2 Advantage & Disadvantage of current training methods:
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Training methods Advantage Disadvantage
Performance
appraisal
It Helpsworkforces to discover their
progress of skill competencies.
Employees can then recognize what skills
they required to meet the criterion
It may discourage the under-
performing employees because
of the feeling of shame.
Role playing aid employees to observe what it takes to
be successful in an administration or
indifferent position
Employees might feel
unenthusiastic and worried
about a different position that
can effect in performance
degradation.
Discussion Discussion with managers help
employees to be able to make their own
skill and career improvement plan
A constructive support role of
the manager is vital or else
employees won’t be capable of
developing a plan.
Induction New employees can get an overview
about role & corporate culture of M&S
through differentprogram gives. These
programs help employees to have clear
views about his/her role and purpose in
the firm.
Statements prepared in the firm
varies from the real situation
which can threat for the firm. It
may generate a negative
impression later.
Workshops Employees can get their necessary
learning materials to exercise and
understand the idea about their skills and
performance requirement.
Mainly achievement depends
on the candidates that how well
they may obtain the message.
But it increases cost.
Performance
coaching
Measure employee performance and
indicate the area of development. It aids
the employees to recognize opportunity
and grow confidence in decision
building.
The appraisal needs to be
impartial and correct or else it
can create negative result in the
employee’s development
process.
13. 13
2.3.1 Training and development for a group training event: A problem resolving
training program will be implemented by the assignedperson will be reallyeffect on taking
part in decision making. A realistic problem will be provided to the Employeesand they will
be asking for making an appropriate analysis and probable solutions. A final evaluation will
be done by the management and other employees will also assess the selected solutions. It’s a
continuous procedure and employees willget encouraged to come up with any new
organizational problem situationon the topic of customer service development, production
effectiveness, employee relation, inspiration, effective management.I will execute problem
solving training program which will be actually outcome by taking part in decision make. In
this event employees will be given a realistic problem and appropriate analysis will be asked
to be made by them and possible solutions. A final assessment will be done by the entire team
where the management and other employees will also evaluate the selected solutions.
2.3.2Training process of the event: the assigned person will invite a group of stuffs.
Then this person will first introduce each and every one with the management team.
Employees will be introduced with the genuine problem situation in details tosolve this
scenario(Henry 2002). Again time will be provided to re-shape the findings and the final
submission will be judged and examined by the whole team. Through discussion and Q&A
session managers will decide which solution was most appropriate and will be undertaken.
Problem scenario
introduced
Q&A session
Come up with
findings &
discussion
Solution to the
problem in team
Scrutinized and re-
submission of
solutions
Best solution after
discussion and
Q&A
14. 14
Then a Q&A session will be arranged for the things and confirmthat they have undoubtedly
understood the situation. Proper instructions will be provided to the Individuals and next day
they will be asked to come up on the connected factors, findings and a dialogue session
among themselves will be organized(Vhin 2001). Then will be asked for analysing and
finding the solution within a particular time period after forming a group of 3 members(Liao
2005). The managers then evaluate different findings and they will let the employees know
which sector they should develop. Again the employees have to re-shape the findings within
a given time and afterwards a whole team will judge and evaluate the final submission. After
that managers will decide which solution was most suitable and that solution will be
accepted.
Task- 3Be able to evaluate a training event:
3.1.1 Methodology of evaluations: Managers will use various types of methodology
to examine the effect, efficiency and effectiveness of event. Top manager needed to decide on
whether the event will continue or not and for that reason they will want to know about the
training program’s success or failure(Henry 2002). The assigned person used five approaches
of Jacobs. F, (1988), that normally evaluated a program in five levels and judged the real
outcome with the expected result of the program.
The reason that the program designed at 5 different steps had met the requirement or
nothing is measured in fiveapproaches.
1. Need assessment: It respondstothe question that what is the concrete problem? The
answer will state whether the training program will be needed or not.
2. Monitoring and accountability:For this the question is answered for, who are the
applicants and what service this firm is delivering?
3. Program clarification:Itstatestheassessment at different requirement level to
respond how more successful the event could be built up.
4. Progress:This stage recognizes and assesses the improvement of the applicants’
answers the question- how much better the applicants are making improvement?
5. Program impact: It’sanew approach that assesses the long-term effect of the training
package.
Need assessment
15. 15
3.1.2 Process of documentation of the training program:The assessment process
used to measure the program is mainly qualitative. The assigned person used three systems to
spot the break by various types ofstages of the training event.
i. Trainer/Trainee feedback: when each training program ends feedback
from the trainer and trainee will be taken for knowing that what they think
about this program. Their opinion and feedback is essential for the accurate
and realistic finding on the training program that will help the managers to
identify how the related parties were unnatural.
ii. Observation:The activities and participation of the employees will be
carefully observed. Carefully observe the activities and participation of the
employees and effects of internal and external factors on the training event.
!!! Customer comments:Effectiveness of employees applying skill in customer
service will be evaluated. Employees can get to know about different factors in the
organization environment regarding customer service through problem solution and
conversation. Through customers comment employees will know how positive or negative
change occurred in the customer service.
3.1.3 Documents used for evaluation: For the evaluation of the training, some major
factors needed to be measured. Thesefactorswere used for evaluating the training program;
how much effective it was.
i. Quality improvement: If the quality of product is better or not is measured.
Accountability
Program clarification
Progress
Program impact
16. 16
ii. Customer service: If customer service is developed or met the vital value of the
company.
iii. Production efficiency:Efficiency and inspiration in work place are primarily
focused in this training program.Productivity change is also assessedin this
evaluation method.
iv. Change in sales:to identify the effect of the training program,how much change is
madeduringthe training program is considered.
3.2 Analysis and evaluation of the training event:it was asuccessful training event
considering the active involvement and interest of the forces. There was a customer service
problem scenario at the 1st
event and a good number of realistic and appropriate solutions
were found(Seigner 2000). . In the discussion session management team and the participants
had long discussion session which resulted in a more feasible and logical conclusion.The long
discussion session resulted in a more practicable and logical ending. The real benefit was
employees found out what was necessary to be better in their client service.
3.3 Success of the evaluation method: Five estimation method was very helpful to
measure the success of the event. The system assessed the expected profit and realprofit to
systematize the diversion and practicability of the training event. Thus it was easy to find out
whether it will continue or not or development need to be made.During the assessment
procedure employees, managers provided their problems and critical activities of the training
event that affected adversely in their development process. Thus it was easy to figure it out
the cost-benefit ratio to decide on whether it will continue or not or improvement need to be
made. The management found it a successful assessment system which critically analysed all
the steps and policies taken by HR managers.
Task- 4Importance of Government-led initiatives:
4.1.1 Role of Govt. in training and development: The UK government plays a vital
role in the training and improvement of the employees of private firms. Govt. set up training
programs by expert trainer to ensurethatthe employees can improve and attain at least a least
amount standard of performance. M & S is a giant retailer firm in UK. Thus UK govt. has
toworry about the internal advancement of the firm’s performance(Seigner 2000).
SoGovt.Lifelong learning is the self-motivated learning by the employees. Govt. involvement
in training can aid the employees to pursuit knowledge from the working environment.
17. 17
Moreover the firms might not be able to invest in high amount and design the needed training
facilities. In these cases the firms are benefitted through the Govt. involvement and support in
their HR development. has to take the liability to take the performance to a benchmark level.
Govt. participation in training can help the employees to tracking down knowledge from the
working environment.
4.2.1 Impact of competency movement in public & private sector: Private
companies are spending more in this region to enlarge their capability to increase competitive
advantage. Deloitte a private consulting and auditing firm makesgiant investment in training
their employees. A steeper learning curve is provided to enlarge their proficiency quickly.
Since growth in private firm’s performance has an effect on the economy, the public bodies
have also developed themselves to raise their performance. In UKPubliccompanieslike‘East
Coast Trains’ are making continuous attempt to grow the performance level and service
quality at a standard level.They provide a steeper learning curve to develop their expertise
quickly. The knowing is never-ending and qualification is delivered to grow their self-
assurance level. As growth in private firm’s show has an impact on the economy, the public
figures have also improved themselves to lift up their performance. Public companies in UK
like ‘East Coast Trains’ are making continuous effort to uplift the performance and service
quality at a standard level. Movement of competencies and skills are essential part of learning
and effective and improved performance.
4.3.1 Assessment of Contemporary training initiatives:UK government took the
Contemporary training initiative to make available the small and medium firms business a
helpful T&D program to bring constancy and development in economy(Seigner 2000). The
training is professional and intended forrapid learning on different areas of a business. UK
govt. designsa variety of qualitative training programs for different firms. For different
learning requirements and development necessities, the firm need to identify more critical
areas and organizational problems for effective implication of theories and practices. The
employees can be at their best performance level if management provide full support to them
and toward their organizational structure and work environment.
18. 18
4.3.2Role of contemporary learning in M&S:This training programme is very essential
for further improvement and acquiring competitive advantage for Marks and Spencer. This
firm has developed and transformed their main principle. And by making this firm as a
successful one, specific training facilities for its employees are needed. Marks and Spencer is
a leading retailer firm possessing a high impact over the UK economy. The management
bring different facilities for a faster performance adjustment of workers. These helped the
firm to stay and fight in the highly competitive market gaining more customer gratification
and loyalty.This cotemporary training will help the employees to get used toquickly to the
shifting environment. This training program is assessed by promoting on the customer
expectation, competitive position, adaptability issues and market situation.
References:
Henry, J., Eggland, S.&Henry, A. (2002). Principles of Human resource management New
York: Basic books [online] collected from-
http://nhokanson.wordpress.com/2007/02/01/definitions-of-human-resources-human-
resource-management-and-their-relation-to-human-resource-development/
Liao Y. (2005) Business strategy and performance: the role of human resource management
control, Personnel Review, Vol. 34 Issue 3, pp.294-309
Patel, A. 2010, 10 HR tips for entrepreneur [online], Available from:
http://info.shine.com/Career-Advice-Articles/Shine-Experts/10-HR-tips-for-
entrepreneurs/3788/Aty18.aspxJacobs, F. (1988). The five-tiered approach to
evaluation: Context and implementation . Evaluating family programs
(pp. 37-68).
Seigner P. (2000) Evaluating levels of strategic integration and devolvement of human
resource management in the UK, Personnel Review, Vol. 29 Issue 2, pp.141-157
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