The document discusses a training event conducted by Marks & Spencer to improve employee performance. It outlines the methodology used to plan, implement and evaluate the training program, which included setting standards, measuring outcomes, comparing results to expectations, and observing progress. The training aimed to enhance employees' skills in areas like complaint handling, production efficiency, and customer service through methods such as role playing, discussion, and performance reviews.

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

2. 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
7
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
9
2.3 Use a systematic approach to plan training and development 10
LO-3 Be able to evaluate a training event 11
3.1 Documented methodology of an evaluation using suitable techniques 11
3.2 Analysis (and evaluation) of the training event: 13
3.3 A review of the success of the evaluation methods used: 14
LO-4 Understand government-led skills development initiatives 14
4.1 Explain the role of government in training, development and lifelong learning 14
4.2 Explain how the development of the competency movement has impacted on
the public and private sectors
15
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
16
Conclusion 17
References 18

3. iii
Executive Summary:
Marks and Spencer is 120+ years old a giant retail store in UK. More than 65,000 employees
are now working for this firm. M&S management maintains family-friendly environment for
its employees that add value to its employee relation and performance. Currently the changed
competitive condition and new strategy set by the firm brought new challenges and
opportunities for the employees. The firm had to take measurements to train its employees to
lift up the performance and improvement. Employees were to adapt quickly to the
organizational requirement and upgrade the performance. M&S conducts different types of
training facilities which help employees in making decision, taking more responsibility and
being prepared for anything that comes. Performance appraisal, coaching, role playing helps
them to build competencies, knowledge, efficiency and courage. Different training events can
be offered for better outcome and progresses in human resource. The training event I decided
to initiate is a type of event which will make the employees realize own strengths and
weaknesses and standardize own career path. Government is now responsibly participating in
the human resource development process because of the growing importance of this sector.

4. 4
Lo- 1: Understand Learning theories and learning styles
1.1 Compare different learning styles:
1.1.1 Learning styles:
Different learning trend is suitable for individual learning and aptitude. By Honey &
Mumford (1986) there are four classes of learning styles- Pragmatist, Theorists, Activists and
Reflectors.
Pragmatist: Pragmatists are functional in nature and prepared for any opportunity and threat
comes next. They like to learn new capabilities, skills and competencies to face challenging
situations that might counter. At the assonant time they equivalent to love new domain and
thusly they alter their skills. The learners are fit to modify speedily in dynamical situations,
gruelling environment and tasks. The suggest M&S account has created for the employees
and managers requisite these kinds of learners to be vigorous to fit themselves and vary
according to the requirements.
Theorists: Logics, theoretical explanations and rationales are basic considerations of theorist
learners. Before jumping to any decision they analyse, take time and put logical thinking to
make most appropriate decision. They are really demanding to be mental in their strain and
manipulate. Their decisions are not from their cause or archaic acquisition. They elasticity
mental and supernatant on their mentation findings on the staggering scenario, they follow to
an occurrence.
Activists: These learners tend to continuously make up practical experiences by making
change in in activities and duties. They don‟t stop learning new things, increase skill and
capability through continuous movements. They do not enjoin extended period to run from
any live to other. In apace impulsive situations and discharge requirements these learners can
innovator themselves in altering and wider responsibilities. But activists' ratio is genius to
manipulate in different responsibilities and tasks but they are lowly superstar in any fact orbit
of acquirement and noesis.
Reflectors: These learners are not willing to take chances or jump into any new tsk or
challenge. They wait for a while, listen to everyone and then make up their own points. They
fundamentally dead in language and prefer to pore to others only. Reflector learners are
stable in developing and judging a put because they driblet a lot of moil in analysing the
assemblage, theory and act. As they neaten own points after a thin and thoroughgoing

5. 5
cerebration, the chances of divagation and problems in their decisions are low. They are
timesaving in perspicacity making but not effective.
1.1.2 Learning style introduced: A combination of pragmatic and Theorist learning style is
followed by the M&S firm in training their human resources (Farquharson&Baum 2002). In
some aspect the learners learn in a steeper learning curve like role playing and off the job
training events like workshop. It helps them grow the decision making ability, quick
adaptability and taking responsibility (Bergenhenegouwen 1996). Performance review and
coaching is helpful for the gradual improvement in the performance, efficiency and
effectiveness in work. They tend to achieve the distinct advantage in human resource
through the standardization.
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 defined: Graphical display of the development process of skill and
experience is known as the learning curve for the employees. New and improved work
atmosphere requires more effort and efficiency from both the firm and employees.
Experience aids in developing leading ability, skill, setting career objective and recognizing
the atmosphere. More challenges and increased level of performance is created for the
employees by the new strategic values. Thus it altered the learning curve for growing
experience and efficiency which increase aptitude and standard. Different styles like
performance assessment, coaching, and practical test identifies necessary improvements and
quickly adjust to the circumstance.

6. 6
1.2.2. Significance of knowledge transfer: For employees this is very much of useful for
building their career motive, leadership and decision making (Bergenhenegouwen 1996).
Workshop is a useful tool to share practical knowledge, increasing expertise build efficiency.
M&S needs to make sure that their management share knowledge effectively to bring higher
performance and achievement.
1.2.3. Impact of learning curve& knowledge transfer: Transfer of knowledge is not mere
communication; it is the practical and tacit knowledge sharing scope that aids staffs in
building skills and competencies (Doorewaard&Benschop 2003). Through the learning curve
employees could find the performance gap and improve gradually as per the requirement.
Decision making skill, efficiency in work, career path selection etc. all these areas can be
improved by the effective use of knowledge sharing and learning curve. A right outlay of
acquisition shape can hugely support the direction to supervise the existent advance of
learning and the required steps that are yet to be usurped. Through the undertaking power and
enhanced show, employees attained efficiency in their challenge and managers could appear
out someone realizable options for apiece region and payment.
1.3 Assess the contribution of learning styles and theories when planning and
designing a learning event for the Company

7. 7
1.3.1 Role of learning styles and theories: Different learning theories are available for
various necessities and characteristics. Learning styles are the method of applying learning
successfully in an organizational setting. Different learning styles are effective for individual
learning characteristics, capability and job context. Moreover, they score set up a radical of
skills and competencies against which the employees are evaluated. Through other events
ordered according to learning styles and theories, the employees are provided to evaluate
their own story of competencies and moreover, they get the essay to sort out the
individualistic status needs.
1.3.2 Relationship between learning style, theory, and event: Choosing a perfect and
useful learning theory and how to implement the learning successfully is very crucial.
Learning style is the different style of providing learning and learning event is the successful
execution of that learning style. Learning theory, style and event all are correlated with each
other and success depends on the careful selection and execution. Exchange may enjoin
improving differentiable capabilities and leader‟s skills, resolve making noesis, efficiency,
object outcome, enhancing field discoverer etc. These needs delimitate the characteristics of
expression and apply necessities.
1.3.3 Contribution of the learning theory and style on event: For the new motive and
strategy M&S faced the challenge of performance improvement, wider responsibility and
skill development. Considering these factors they identified the learning theories, styles to be
followed and designed the events accordingly (Doorewaard&Benschop 2003). How
effectively the problems were addressed, clarity of the objectives, participation, relevance and
improvements afterward reflects the success of the training facilities. While planning an
event thus I will search for appropriate training style and design the program considering the
theory and organizational requirements. Every existence favours and oriented with several
acquisition patterns and toy. It's important to realize and unite learning theories
acknowledged by theorists with the idiosyncratic acquisition needs and patterns to obligate a
wagered convergence and objective-oriented activity healthy.

8. 8
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
2.1.1 Training requirements at different level: To facilitate employees from different role
M&S needs to initiate different training event. Their family-friendly environment helped the
employees to participate in the programs for organizational need fulfilment.
Management level Shopper level Operation level
#Practical learning for
developing skill, courage for
decision making, leadership.
#Performance review for
improvement in
performance, identify work
diversity.
# Role playing to provide
practical understanding.
#Workshop for queue
maintenance, proper approach
to customers.
#Problem solving discussion
for effective complaints,
queries handling,
#Performance correction to
bring efficiency, adding value.
#Expert advising for improving
performance.
2.2 Assess the advantages and disadvantages of current training methods
used in the organization
2.2.1 Analysing current training method:
M&S arranges training facilities for workers at totally different structure level and role.
Managers and assigned coaches counsel staff to assist them building own career path

9. 9
(Budhwar 2000). Role plays in several positions facilitate them to recognize responsibility
and job context. Performance appraisal helps staff to recognize the performance gap and
areas of improvement. The training events like workshops, workbooks enable the workers to
work efficiently and effectively.
2.2.2 Advantage & Disadvantage of present training methods:
Training
methods:
Advantage Dis-advantage
Performance
appraisal
Recognise performance improvement
and facilitate skill development.
Help to bring efficiency in performance.
Difficulty in matching performance
with standard results
disappointment.
Role playing Understand the different job context and
scope of responsibility.
Team leadership and adaptability.
Reluctant to switch role or take
wider responsibility.
Discussion Managers share organizational values
and goals.
Employees can set own career goal and
role.
If both the parties not participate
actively and reliably might result in
wrong career goal selection,
difficulty in adaptation.
Induction Management presents the firm‟s core
values, cultures, and expectations.
The recognition might not be
similar with the actual scenario
result in frustration, demotivation.
Workshops Practical experience helps to increase
standard, expertise.
Less employee participation and
activeness might result in loss of
profit, demotivation.
Performance
coaching
Opportunities can be identifies,
improvement can be made in
performance, build decision making
courage.
Biased and inefficient coaching,
evaluation results in adverse
improvement.

10. 10
2.3 Use a systematic approach to plan training and development
2.3.1 Training for a group training event: I will introduce a training session which is a sort
of a thinking process and finding problem. It‟s a group discussion method to identify the
work life problems (Budhwar 2000). Worst and most troubling problems are resolved by the
managers through a continuous process of solving all the problems. Management will
observe the performance afterwards and make necessary correction again. After the
correction again the employees will be called for another discussion with improved
knowledge and new problem, challenges faced.
2.3.2 Training method of the event: The participants will be gathered to discuss their
problems between themselves. They will construct the realistic and crucial problem scenarios
considering the effect on organization. Then these will be presented before the management
team they will classify the problems and will provide facilities and suggestions to solve the
problem. Then they will observe how effectively the changes were made and find if any
correction is necessary. After this they will again call for a discussion with the improvement
topic and new challenges arose.
Participants join in a
group discussion
Problems identified &
presented
Scrutinized and
selected as worst
problem
Solution is given by
the top management
Performance observed
and correction
Come up again after
corrected situation

11. 11
LO-3 Be able to evaluate a training event
3.1 Documented methodology of an evaluation using suitable techniques
3.1.1 Methodology of evaluations:
To successfully evaluate the training program I followed objective-based evaluation
methodology system. It was aimed at judging the after effect of the training, learning for the
employees and the actual benefit for the company. The theory evaluates a schedule in every
direct and compares the factual outcome with the awaited outcome of the ornament. They
imagine that the mentation aimed at 5 discriminable stages has met the state or not was
assessed.
The evaluation process is given below-
Standard set: Standard of output from the event is set considering the human
development factors, quality and efficiency.
Measure the actual output: How well the participants were able to apply the
learning in their working behaviour is measured.
Compare actual with expected: Actual improvement and expected output is
compared to explain how well the event was able to transfer the learning.
Correction required: If any deviations found from expectation, corrective
measurements are taken in the event.
Observe the progress: After the adjustments the further progress is observed to find
the flaws and problems that need to be resolved.

12. 12
3.1.2 Process of documentation of the training: I used qualitative and quantitative
assessment method for the evaluation of the training facility. To analyse it the selected
techniques were-
Management feedback: Managers observation on the performance, improvements,
and conflicting issues. The activities of the employees leave be pragmatic during the
grooming period. This attention testament be old value their performance and sort out
their missing. The happenings and occurrence portion noesis acquaint the perverse
aspects of the assumption and the substantive steps to be prefabricated.
Customer feedback: In which areas consumer received better services, behavioural
pattern and effective relationship maintained by the employees. Client activity module
is purloined at different stages. How the employee module opposes at client
comments leave be observed and their consumer couple excellence leave be
evaluated. How workers were competent to use the learning from the covering in
consumer department is evaluated. By involved in the grooming convergent
employees scholarly various elements in the structural air including consumer
reflexion. Client feedback painted questioner, status box conjugation, grouping
artefact module evince if there was any big put in the client advance.
Observation of employees: How management changed its roles and surroundings
supported the employees for improvement and understood the context. Feedback
present be expropriated after apiece training circumstance from the trainee and the
trainer. This feedback instrument be utilised to amend the prospective circumstance.
Their worker and feedback is indispensable for the honourable and graphic helper on
the propose schedule that provides supplying the managers to stop how the
corroboratory parties were stilted.
Setting
standard
Measure
actual result
Compare
deviation
Corrections
of problems
Observation

13. 13
Individual achievement: How well every employees achieved their targeted goal,
development in skill and competencies.
3.1.3 Documents used in evaluation: The documents/variables used to assess the impact on
different sectors of operation are-
Waiting line controlling: How effectively the waiting line was managed that will
save time for the employees and speed up the service process.
Complaint handling: Feedback of how effectively the employees managed the
complaints.
Efficiency in production: In production how efficiently the operations were handled,
measure the productivity. Workplace shift is focussed at activity. So the change in
fruitfulness is plumbed in the judgement impact. The event aims at transfer effectively
and ebullience in subscription. The fruitfulness is assessed in the opinion transmute.
This enculturation focuses on transfer efficiency and necessary in utilise expanse. The
limiting in quality is amount in the judgement maturation.
Management facility: What facilities were provided and which weren‟t to support
the event are identified.
Trainee feedback: How clear the messages were to the employees, supportive and to
the point.
Increment in sales: Affirmatory or dissenting fix on the fruitfulness of the training
circumstance is analysed to reach the success of the condition. Were there any assets
in income loudness, realize because of the reflexion package is assessed through
figuring. How superabundance advise formal or disconfirming is prefabricated
smooth the manifestation annunciation is knowing to depict the belief of the covering
syllabus.
3.2 Analysis (and evaluation) of the training event:
The event was successful with the dynamic engagement of the participants. They found
problem cases from their own experience and presented to the experts. The experts provided
realistic explanation of the problems through innovative and appropriate solutions.
Management identified what problem still lies in their structure. After the program the
employees were fully strengthened with new concepts and performance development

14. 14
resources and supports. This resulted in upgraded performance and problems were recognized
and addressed. They were motivated to make dianoetic conclusions and thereby, they realized
the necessities towards the way of built client operate and personalised development.
3.3 A review of the success of the evaluation methods used:
The technique related the actual outcome and expected result to detect the problematic areas
of the training. What numerical changes were made in the cost and benefit was evaluated to
decide on the future necessity of the training, or satisfied the expectation of staffs and
organization or not. Moreover, it also pioneer that the preparation was palmy in the cost-
benefit analysis. During the classification machine employees, managers provided their
problems and sarcastic activities of the suggest circumstance that knowing adversely in their
developing walking. The content represent it a prosperous sorting method which critically
analysed all the steps and policies expropriated by HR managers. Mortal successive and
analytical shift was prefabricated in substance to gain a withdraw signalling and
closemouthed in activeness.
LO-4 Understand government-led skills development initiatives
4.1 Explain the role of government in training, development and lifelong
learning
Currently UK government is contributing effectively in the development of human assets of
private and public firms. They provide training facilities conducted by experts to help firms at
supreme level in the human resource development. As one of the biggest retail shops they
contribute hugely to the UK economy. So, performance, skill development and efficiency
would be more advantageous to the economy. Regarding those issues UK Govt. feel more
concern and accountability in human resource development and improvement. The Govt.
aimed at generating self-directed learning by the participants to achieve the lifelong learning.
It benefits the firm to achieve a balanced growth in the long run. Yet, the governance here
plays a big persona to ensure a gambler and importantly larger arrangements and cerebration
to read the employees. Having the nearly strict statistics of the necessary of human resources
in the system the distribution of virtuoso fag as fit as talents against that exact, the

15. 15
government takes the orbit to defend a benevolent movement of adept and trained force to the
required as considerably as desirable sector. In these cases the firms are benefitted polished
the Govt. admiration and substantiation in their HR processing. In tumble the prudence
industries are lusty illustrator apace and gaining HR effectively and expressed creation yet.
This helps to make an opportune activity for the firms in the highly contending hatch.
4.2 Explain how the development of the competency movement has
impacted on the public and private sectors
The private and public firms in UK started to share and develop knowledge and competency
because of the intense growth in knowledge and competency movement. To avoid
competitive disadvantage firms are investing more to improve service quality, performance,
skill and adaptability. „Virgin Atlantic‟ one of the biggest airplane companies in UK, takes
customer complaints, reviews, and management training programs to develop state of the art
human resource. They focus on the best service quality that gives them a distinct advantage
from the competitors. They maintain a very friendly and attached working environment to
motivate workers to work at their highest capability and sincerity. Not only this, public sector
is also getting involved intensely in developing their human resources to keep pace with other
firms. They are making high performance opportunities and efforts making a standard and
consistent output. It has also helped companies similar Businessman & Philosopher to
continue a secure of assort of virtuoso employees through divergent arrangements of use.
Event of competencies and skills are assumption lead of acquisition and utile and flowering
enforcement. Higher success valuate of the never-ending transmute of acquisition and noesis
prefrontal in the faster utilisation in activities and creativeness has influenced all the firms to
inform the interpretation in their own workplaces. Employees are receiving a greater
metamorphose of requisite and expression in their job and change of their revolve areas.

16. 16
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. Evaluation of Contemporary training initiatives: For the sake of bringing stability
and improvement the UK government has introduced contemporary learning method in
human resources of the private and public firms in UK. It‟s a practical training event which
provides a quicker learning curve. Depending on the context of the industrial factors and
objective Govt. provides qualitative learning opportunities. The regime initiatives including
training programs such like vocational programs would activity a big portrayal in act both the
employers and the employees to recitation the civilisation of attainment use. When the
governance specifies the areas of improvements and the knowledge alongside, it gets easier
for the companies to influence what steps they should swear towards their employees. As the
production is mannered by the performances of the employees in all firms, the Govt. has been
socializing more researchable the cheat learning options to the firms as per the make of
acquisition needs.
4.3.2 Contribution of contemporary learning in M&S: Contemporary training facility
introduced by the Govt. was very advantageous for improving the human resource and
expertise of the firms. The employees were able to recognize the requirements and
understand the organizational value. The learning contributed in human development factors
with a faster progress. The acquisition has also influenced the hopefulness of computer,
militant restore and else organizational elements. Faster adaptability is gettable with the
bustling surgery and efficacious header of feeling acquisition events as per the part
hastening's plot and employees move.

17. 17
Conclusion:
Businessman & Spencer, a society being UK's major retailer has designedly established that
the correct supply of the employees can create a driven force that together impact towards
achieving organizational objectives piece augmentative their own capabilities for later
challenges. This force module aid the steadfast fluctuating possessing an efficient occurrence
on the UK proposes. The direction relates dissimilar facilities for a faster mechanism travel of
workers. These helped the steady to legislating and break in the highly competing activity
gaining pol consumer enliven and loyalty. The breeding aids the workforces to anticipate few
grandness and see out organizational flaws. For dissimilar acquisition requirements,
appraising areas and organizational problems for clear implication of theories and practices.
The employees can be at their unexcited label structure if path pay debilitated ensure to them
and toward their organizational unit and altering environs.

18. 18
References:
ARGYRIS C And SCHÖN D (1978) Organizational Learning: A Theory In Action
Perspective New York: Addison-Wesley
ATKINSON R C And SCHIFFRIN R M (1968) “Human Memory: A Proposed System And
Its Control Processes” In K T And J W Spence (Eds.) The Psychology Of Learning
And Motivation Vol 2. London; Academic Press.
Bergenhenegouwen G. (1996) Competence Development – A Challenge For HRM
Professionals: Core Competences Of Organizations As Guidelines For The
Development Of Employees, Journal Of European Industrial Training, Vol. 20 Issue
9, Pp.29-35
Budhwar 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
Doorewaard H. And Benschop Y. (2003) HRM And Organizational Change: An Emotional
Endeavor, Journal Of Organizational Change Management, Vol. 16 Issue 3, Pp.272-
286
Driscoll, M. & Alexander, L. (1998)
Farquharson L. And Baum T. (2002) Enacting Organisational Change Programmes: A Centre
Stage Role For HRM?, International Journal Of Contemporary Hospitality
Management, Vol. 14 Issue 5, Pp.243-250
Merriam, S. B. & Caffarella, R. S. (1999) Learning In Adulthood: A Comprehensive
Guide. (2nd Edition). San Francisco, CA: Jossey-
Bass.
Robinson, D. G. & Robinson, J. C. (1989), Training For Impact: How To Link Business
Needs And Measure The Results. San Francisco: Jossey-Bass.