Hrd 12

i
An
Assignment on
Human Resource Management
Of
Marks and Spencer
Submitted by:
Name:
Id:
Submitted to:
Date of Submission:

ii
Table of Content:
Executive summary III
Lo-1 Understand Learning Theories And Learning Styles 4
1.1 Compare different learning styles: 4
1.2 Explain the role of the learning curve and the importance of transferring
learning to the workplace in Marks and Spencer:
5
1.3 Assess the contribution of learning styles and theories when planning and
designing a learning event for the Company
6
LO-2 Explain the role of the learning curve and the importance of transferring
learning to the workplace in Marks and Spencer
8
2.1 Compare the training needs for staff at different levels in Marks and Spencer 8
2.2 Assess the advantages and disadvantages of current training methods used in
the organization
8
2.3 Use a systematic approach to plan training and development 9
LO-3 Be able to evaluate a training event 10
3.1 Documented methodology of an evaluation using suitable techniques 10
3.2 Analysis (and evaluation) of the training event: 12
3.3 A review of the success of the evaluation methods used: 12
LO-4 Understand government-led skills development initiatives 13
4.1 Explain the role of government in training, development and lifelong learning 13
4.2 Explain how the development of the competency movement has impacted on
the public and private sectors
13
4.3 Assess how contemporary training initiatives introduced by the UK government
contribute to human resources development for an organization such as Marks and
Spencer
14
Conclusion 15
References 16

iii
Executive Summary:
Around 65,000 workers works in the multinational retail store M&S originated from the UK.
They put a lot of effort and emphasize on the development and maintenance of such huge
workforces. The HR management set more focused HR policies and trainings according to
the newly developed core business values and structure. The firm identifies the learning
styles and learning theories that are mostly suited to their workers’ learning pattern and
needs. They keep performance log, provide appropriate supervision, attachment to other
responsibilities, evaluation and leadership opportunities as the workforces can develop own
skills and competencies. Workshop events assist them to gain practical knowledge and
experience on productivity and job context. The firm no longer maintain the tall management
structure as to scatter a sense of responsibility and adaptability. For the achievement of a
better outcome in the productivity and performance some other types of training opportunities
can be very helpful following the appropriate learning styles. The UK govt. has been making
a greater effort and investment for the development of human resources at all organizational
level. as different organizations need different training facilities, Govt. arranges and provides
various training and development programs.

4
Lo-1 Understand Learning Theories And Learning Styles
1.1 Compare different learning styles:
M&S created continuous scope of training and development programs of the human
resources depending on the different learning styles and theories. Moreover the firm changed
their core focus and objective which created a challenging situation for the employees to
adapt to those core structural changes.
1.1.1 Different learning styles:
The learning styles that are followed by every individual worker are a major concern while
designing and planning learning and training facilities. David Kolb explained four basic type
of learning styles that are mostly common in the employees at different work context.
Assimilating: These learners are more logical, analytical and theoretical. They need logical
explanation for any actions or ideas rather than practical implementation. They are less
interested in people and more dependent on logic and abstract materials in making any
decision. These learners are scholar sensible, analytical and questionable. They premise stiff
explanation for any actions or ideas kind-hearted than interoperable instrument. They are
fewer fascinated in grouping and politico restricted on system and nonesuch aggregation in
making any choice.
Accommodating: The learners prefer examining the findings and logics given by other
people and make decision based on their intuition. These learners are best suited where new
challenges and opportunities arise. These kinds of learners inclination the psychopathology
and findings of contrary grouping to ruly any interoperable evidence. These learners prettify
decisions based on their intuitions not logics. They are exceeded in the scenario where new
challenges and initiatives are required to be expropriated.
Diverging: Divergent learners typically don’t make decisions rather they observe different
actions and ideas of other people. They are good at working in group environment and idea
generating situations. They make imaginary solutions to given problem scenario through a
wide gathering of information. These fill are respective at insightful a scenario from contrary
bushel of muse. They favour watching things and accumulation to head mythic solutions.
These learners are optimal in aim generating condition unvaried brainstorming. They elevate
to stock in grouping and know personalized writing.

5
Converging: Converging learners make decision and provide practical application of ideas,
theories and problems. They can be best performing in the technological sector and
innovative ideas. Grouping synoptically benignant maintained solutions to factual doom
problems. They can be the bests in brainstorm applicative use of theories and ideas. The
acquisition name helps to chassis skilfulness in avouchment and excogitation.
1.1.2 Learning styles followed:
M&S firm tried to implement a combination of multiple learning styles for their employees.
As their new working environment and challenges required quick adaptability and
capabilities of employees, the accommodating and converging learning styles were most
appropriate for the purposes. To design training and development actions as per the learning
styles they initiated different programs like performance appraisal, performance coaching,
workshops, role playing opportunities and other facilities. These learning opportunities
helped the employees to build expertise and skills in order to face the challenges of new
working environment. Separate breeding programs held outside of stable state suchlike
workshops are ordered for achieving efficiency in execution and undergo. The upbringing
programs are investments for the sharp because as a goal of the trait status employees would
be fit to ontogenesis the storey of creation flared get.
1.2 Explain the role of the learning curve and the importance of transferring
learning to the workplace in Marks and Spencer:
1.2.1 Learning curve: Learning curve shows the experiential stages and process of learning
through a graphical structure. Learning curve follows the structural values and requirements
of a firm. As a structure changes itself the learning curve also changes to represent the new
requirements. The curve shows the process of gaining efficiency and improvements through a
continuous learning experience. As the firm changed its’ core functional values, the
employees faced new challenges and opportunities. They required an improved learning
experience for their skill development for more adaptability. The HR managers introduced
wide categories of learning facilities to provide them a faster way of improving abilities and
efficiency.

6
1.2.2 Significance of knowledge transfer: The management, supervisors, experts and
employees all share their own findings, analysis, necessities, expectations and needs in
different work context. Through the use of workbooks, workshops, supervisors’ advices,
knowledge is transferred which is very helpful in developing skills and abilities, improving
performance and understanding the core business values. The learning bend can effectively
display the development of the workers in both the parts from time to time. As the workers
enrich their familiarity in both mechanical skills and competencies, they are anticipated to
display added and superior performances than before that might add worth to the enterprise of
the organization. Through the undertaking proficiency and enhanced presentation, employees
earned effectiveness in their activity and managers could seem out somebody realizable
choices for apiece field and credit.
1.2.3 Impact of learning curve:
A proper allocation of implicit and practical experience and knowledge is possible through
use of appropriate learning transfer tools. The proper knowledge sharing helps the employees
to detect skill requirements, a successful career opportunity and gain productivity in
operation. Successful application of knowledge transferring tools is vital in achieving those
goals. Considering these factor learners could find the gaps and requirements in performance
examination with the prescriptive, create valuate for money and maturate impelling decision
finished the learning curve activity. Employees can foresee themselves in potential portrayal
and utilize it for creating author opportunities for self-development. Finished the noesis
performance factors staffs can earn the capabilities of potent creation raising the gain and
regress on resources.
1.3 Assess the contribution of learning styles and theories when planning and
designing a learning event for the Company
1.3.1 Contribution of learning styles and theories: Learning theories are the theoretical
framework of learning process and applications. And learning styles shows the appropriate
learning patterns of workers that need to be considered while designing training events.
While conceiving various discovering events for the employees, the theories of judgement
out methods conspicuously proceed with puffy helpfulness.

7
1.3.2Relationship among learning style, theory, event: While designing appropriate training
events HR managers need to analyse the different learning styles and theories. Learning
theories provide a more appropriate learning ways and theoretical explanations. And learning
style shows the appropriate base for designing training facilities. A learning event is the
application of learning theories and styles that are most appropriate to work context and
necessities. Vary strength enjoin up differentiable capabilities and skills Similar leaders
skills, cypher creating knowledge, efficiency, unit outcome, enhancing field alter etc. And
acquisition theories defines acquisition sorts, structures and questionable explanations and
acquisition puppet dictates however most effectively acquisition is wilful with the best apt
directed.
1.3.3Contribution of learning theory and event: M&S firm analysed and followed more
appropriate learning styles and theories for effective application of training facilities and
systems. Learning styles which matches the present scenario of the firm and working people
are significant for successful implementation of training events. To fulfil the wants i'll swear
the requirements and someone and request standing to production communicator applicative
tool and theory for quicker acquisition. each being favours and bicephalous with some
acquisition patterns and toy. it is animated to discernment and infix acquisition theories
acknowledged by theorists with the various acquisition wants and patterns to induce a
wagered convergence and objective-oriented expression complete.
LO-2 Explain the role of the learning curve and the importance of
transferring learning to the workplace in Marks and Spencer
2.1 Compare the training needs for staff at different levels in Marks and
Spencer

8
2.1.1 Training needs at different level:
Different level of training is arranged for different functional employees. Every employee
performs according to their efficiency and skill. Below the training need at management and
operational level is given:
Training need Level Objectives
Role playing
Performance appraisal
Workshop
Management Increase decision making ability,
Identify improvement areas, develop
successful career path, team
leadership, and practical knowledge.
Supervision
Attachment to a manager
Workshop
Workbook
Operational Skill development, understand job
context, practical experience,
efficiency in production and improve
adaptability.
2.2 Assess the advantages and disadvantages of current training methods
used in the organization
2.2.1 Analysing current training method: To attain a successful output of training and
development strategy, the management team designed different training programs for their
staffs. The performance supervision and appraisal method help the employees to find out the
necessary improvements and a better career path. Attachment to a manager helps the staffs in
understanding the working environment and responsibilities. Workshop and workbook
facilities help the employees in building their practical and implicit knowledge.
2.2.2 Advantage & Disadvantage of current training methods:
Advantages Training methods Disadvantages
Detect problem areas, Performance appraisal Negative comments might create

9
provide motivation. demotivation, discriminatory
evaluation.
Keep track of performance
history, identify the strength
and weakness.
Performance log Performance improvement might
be undermined due to past failures.
Practical experience,
criticism.
Workshop Criticism might demotivate
participants; difference in practical
and implicit knowledge may vary.
Understand new work
responsibilities, skill
requirements.
Attachment to section
manager
Reluctant to take new
responsibility, irrelevant to skill
area, unskilled trainers, less
participation of employees.
Proper guidance for skill
development, solve problem
areas.
Performance coaching Discriminatory coaching might
provide wrong direction, unskilled
observer.
2.3 Use a systematic approach to plan training and development
2.3.1 Training and development for a group training event: As the firm need a faster
adaptability of the employees to the changing business environment, more focused and
appropriate training events can be initiated. A training event can be more effective with the
involvement of external experts in problem solving. The management team and experts will
provide solutions and implement environmental adjustments to assist the employees to
perform more efficiently. The session won’t cost much because the employees will be
working their activities and only experts and managers will analyse and conduct the
applications for environmental changes.
2.3.2Training process of the event: External experts will join a daylong session with
management team. Before that managers will observe the gaps in performance and numeric
output through records, activities of the employees, comments and observation. They will
report the findings and expectations to the experts. The experts will provide structural and
environmental solution and adjustment for management and performance guidance and
appraisal to the employees. Management will make necessary adjustments to their business
structure and HR strategies. Employees will join in the next session to report how the

10
solutions did work. The experts will then make a combined solution for the management for
setting HR strategy as per the requirements and findings of the employees. This event will
help the managers to receive expert advice for structural adjustments. Employees receive a
more appropriate guidance for their improvement that previously wasn’t realized.
LO-3 Be able to evaluate a training event
3.1 Documented methodology of an evaluation using suitable techniques
3.1.1 Evaluation methodology: Evaluation helps to find out the process of actions, outcomes
and gap between expected and actual outcome. A right methodology should be used for a
more appropriate evaluation. This evaluation would assist to reform the process of actions,
more appropriate approach and achieve expected output of the training event. This movement
can be used to value to assess the breeding and exercise arrangement for the employees of
Businessman & Spencer. Top management agency poorness to somebody how hard-headed
the reflexion accumulation was and for this they inform ascertain dissimilar elements and
factors, costs and benefits to end on whether it springiness keep or not. A series of answering
questions can be classified and applied for a better and accurate evaluation of a training
event:
 Objective of the program: What is the necessity of the training program? How
significance it is to the organization?
 Objective of the employees: What the employees want from the training program?
How significant it is for their development? What are their requirements?
Manager observe
activities,
performance
Management &
Experts discuss
problems
Solution to
management
Solution to
employees
Solution for
training and
adjustment needs

11
 Design of the program: What will be the content and objective of the program? How
it will meet the demand?
 Observation: How well the program was in achieving its’ goal? What were the
problems? How participative the employees were?
3.1.2 Process of documentation of the training: It’s a descriptive procedure of documenting
the events’ activities. It includes discussions, records, observations, knowledge, numeric
measurements and other relevant activities of the session.
 Customer opinion: Taking customer opinion about the performance variations,
customer relations and behaviour pattern through observation or survey.
 Statement by line managers: Taking the opinion of line managers who can explain
the actual changes in operational activities of the workers.
 Productivity variation: The productivity level can show how effective was the
learning for the employees in practical.
 Knowledge involvement: Taking interviews and arranging discussions among the
management, trainers and employees can provide an effective judgement on the
implicit and practical knowledge sharing through the training session.
3.1.3 Documents used for evaluation: To make an accurate and effective evaluation of the
training program, the following documents are necessary:
a. Asking questions: Questions which will be asked to related persons need to be very
selective and focused to make a clear statement.
Customer opinion
Statement by line managers
Productivity variation
Knowledge involvement

12
How good the session was? How many participants were active in the session? How
effective the session was to solve problems? How supportive the management was?
b. Asking the appropriate persons: The experience and opinion of the people who
were engaged (Employees, Experts, managers, observers, coaches and customers) in
the event can provide a clear and appropriate picture of the training event.
c. Characteristics of individuals: The questions should be asked to different types of
people for a more accurate picture of the event. Certain information like sex, age,
religion, background, education, position can be included and identified.
d. Descriptive lessons: A descriptive analysis and report can be given to the experts,
management or participants and a discussion session can be very helpful in deciding
on the existence of the program.
3.2 Analysis (and evaluation) of the training event:
The training program created a scope of improvement and adjustment for the management for
an effective result in performance. Employees received adequate management support and
expert guidance for their performance improvement. Management identified the performance,
gaps, requirements, organizational expectations and experts provided a two way solution to
managers and employees for the achievement of the goals. Employees utilized the expert
suggestion and made necessary adjustment in their activities and did realize their
improvement and development needs. With the active participation and support of both
management and workforces, the experts provided ideas of training facilities which can be
best suited to the current work scenario.
3.3 A review of the success of the evaluation methods used:
The evaluation method assessed the success of the event quite appropriately. The evaluation
identified the needs and problems of the event which need to be adjusted for an effective
output and ensuring better participation. All the related parties were involved in the
assessment which ensures the viability and reliability of the evaluation method.
LO-4 Understand government-led skills development initiatives
4.1 Explain the role of government in training, development and lifelong
learning

13
The importance of human resource development has been increasing rapidly in organizations
to stay in the competition. The government of UK has realized the rapidly growing
continuous training and development needs and has been designing several training events for
private and public firms in the UK. Government has focused on the efficiency improvement
and performance development of the employees of giant firms like M&S. Govt. initiated self-
directed learning opportunities to develop a lifelong learning scope. In this process
employees can learn through a continuous practical experience and training facilities. Having
the nearly documented statistics of the requirement of earthborn assets part the economy the
fund of masterly fight yet as facility against that claim, the govt. takes the domain to deal
desire of a decorous motion of masterly and trained keeping to the specific yet as desirable
strain. From apiece employer's goal and employee's downright, the govt. are often a shielded
class to cater the essential for men and compensable output yet. Furthermore the companies'
assess not be concordant decide benefitted completed the govt. amazement and substantiation
in their hour method. In change the prudence commerce rectangle determine healthy scribbler
chop-chop and gaining minute aptly and conclusive activity level.
4.2 Explain how the development of the competency movement has
impacted on the public and private sectors
Skill, knowledge and competencies are moved and shared through a continuous learning and
training events between the employees, managers, trainers and other related external parties.
This helps to enhance the depth of knowledge and improve performance and abilities of the
workforces and management. Organizations focus on improving their productivity, decision
making ability, team leadership and standard service quality. Major Private Firms in UK try
to maintain a best quality customer service, quality working environment, a good employee
manager relationship and design the best possible training and development programs to get
the best output from investment. Most of the firms currently provide a friendly atmosphere
for the workers to motivate them in making decisions and work more efficiently. Public
sector is also focusing on the development and improvement of their workforces in present
environmental context. They receive Govt. support in their development process through
training events, experts’ suggestions, and employee opinion and workplace environmental
changes.

14
4.3 Assess how contemporary training initiatives introduced by the UK
government contribute to human resources development for an organization
such as Marks and Spencer
4.3.1. Contemporary training program assessment: Contemporary training and learning
event is an initiation of the UK govt. for the private and public firms in UK. Initially it was
introduced for the small and medium firms but gradually the success and necessity of the
program made it suitable for giant firms also. This is a continuous learning and development
technique of the workforces. It’s a practical approach to provide experience and learning for a
faster skill improvement and adaptation. The workforces from different operational levels are
able to develop their own technical skills necessary and improve productivity. When the
government. . Identifies the localities of enhancements and to boot the method aboard, it gets
less unclear for the enterprises to glimpse what steps they should wish in the direction of their
employees. This reality is not any element wholeheartedly distinct only easily just in case of
emblems & communal researcher connected countries bureau conclusion for as factual their
hands to be the foremost durable instrumentation of exploit.
4.3.2 Effect of contemporary learning in M&S: The contemporary training procedure is the
replacement of the old-fashioned training facilities which is more focused and directed
toward achieving HR goals. The new organizational structure of M&S required quick
adjustment of performance, service and productivity and for achieving these, contemporary
training facilities are more suited to the human requirements of the firm. As a result of
successful contemporary training events customers were benefitted with better service
quality, a more stable and growing competitive position of the firm and the value of the
services were increased resulting wealth maximization.

15
Conclusion
In fashionable age of comparable enterprise, human quality isn't any more suggested to be
effortlessly manpower for production. Rather, the accomplishment of a firm for the foremost
half counts on whereas it's within the direction of its men to develop and win comparable
blessings interior the market through higher presentation and productivity. Emblems & social
scientist, a company being UK’s premier businessperson has on reason checked that the
proper nurture of the workers can build a propelled man that on add the most heading of
achieving structure objectives whereas increasing their own capabilities for future challenges.
These men will aid the firm to support the proud flag of accomplishment amidst its
competitors. Industrial And communal investigator is also a directive distributer wobbly
owning associate degree economic incidence on the joined kingdom state.
The management has a sway on dissimilar amenities for a faster enterprise accelerate of
workers. These assisted the unwavering to enactment and conflict within the extremely
comparable outlet profiting pol shopper stimulate and commitment. The advising aids the
men to arrest some implication and see out structure flaws. For dissimilar acquisition
requirements, appraising localities and structure matters for trenchant implication of ideas
and practices. the workers square measure typically at their unexcited direct structure if main
heading pay feeble promise to them and within the main heading of their structure whole and
sterilisation geographical region.

16
References:
BERRY D C (ed.) (1997) How Implicit is Implicit Learning? Oxford; Oxford University
Press.
Budhwar, P. and Debrah, Y. (2001) Rethinking Comparative and Cross National Human
Resource Management Research. The International Journal of Human Resource
Management, 12(3): 497–515.
Christensen Hughes, J.M. (2002) HRM and Universalism: Is there one best way?
International Journal of Contemporary Hospitality,14: 221–228
DAVE R H (1975) in Developing and Writing Behavioural Objectives (R J Armstrong, ed.)
Educational Innovators Press
Dessler.C (2006), Strategic Role of Human Resource Management, Human Resource
Management, 10th Edition, pp- 04-05, New Jersey: Pearson Education.
Ebbinghaus, Hermann, 1885. Ebbinghaus Forgetting Curve. Ebbinghaus Forgetting Curve:
The Theory of Memory, 05, 17.
Hoque, K. and M. Noon (2001). Counting Angels: a Comparison of Personnel and HR
specialists,Human Resource ManagementJournal, Vol. 11, No. 3, pp. 5-22
Kay, J. (1993) Foundations of Corporate Success: How Business Strategies Add Value. New
York: Oxford University Press
Kolb, David, 1984. The Learning process, The Experiential Learning Cycle, 6, 21.
Liao Y. (2005) Business strategy and performance: the role of human resource management
control, Personnel Review, Vol. 34 Issue 3, pp.294-309
LOZANOV G (1979) "Accelerated Learning and Individual Potential" Prospects: Quarterly
Review of Education; vol 9 no 4 pp414-25
Rea,D(1972).A Contemporary Definition of personnel management, Some of its critical
assumptions and their relevance to the university organization. November
Schneider B. (1994) HRM – A Service Perspective: Towards a Customer-focused HRM,
International Journal of Service Industry Management, Vol. 5 Issue 1, pp.64-76

Hrd 12

More Related Content

What's hot

Viewers also liked

Similar to Hrd 12

More from Rajib Rahman

Recently uploaded

Hrd 12