The document appears to be a report on human resource management and training at Marks & Spencer. It discusses learning styles and theories that inform M&S's training approach. It also outlines their current training methods, including performance reviews, role playing, and induction programs. It then describes a proposed group training event where employees would analyze a case study scenario and present solutions. Key aspects of evaluating the event are identified, like assessing needs, monitoring progress, and measuring impacts on areas like quality, customer service and productivity. In summary, the report covers M&S's learning-focused training approach and a proposed event aimed at developing employee skills through collaborative problem-solving.

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Human Resource Management of
Marks & Spencer
Submitted by:
Date:

2. 1
Table Of Content Page No.
Executive Summary 02
Task-1 1.1 LEARNING STYLES: 03
1.2 LEARNING CURVE: 04
1.3 CONTRIBUTION OF LEARNING STYLES AND THEORIES: 05
Task-2 2.1 TRAINING NEEDS AT DIFFERENT LEVEL: 06
2.2ANALYSING CURRENT TRAINING METHOD: 06
2.3 TRAINING AND DEVELOPMENT PLAN FOR GROUP TRAINING 08
Task-3 3.1 METHODOLOGY OF EVALUATIONS: 09
3.2 ANALYSIS AND EVALUATION OF THE TRAINING EVENT: 10
3.3 SUCCESS OF THE EVALUATION METHOD: 10
Task-4 4.1 ROLE OF GOVT. IN TRAINING AND DEVELOPMENT: 11
4.2 IMPACT OF COMPETENCY MOVEMENT IN PUBLIC & PRIVATE SECTOR: 11
4.3 ASSESSMENT OF CONTEMPORARY TRAINING INITIATIVES: 11

3. 2
Executive Summary
In the economic market of UK Marks &Spencer is one of the largest retailers available
with a working capacity of around 65,000 employees who are trained well and made
responsible in their respective fields of duty. The core strategy of Marks & Spencer is to
work with their employees and train to be wholesome and confident in the market so as to
improve their performance in the competitive market. The main objective of the firm is to
maintain a satisfied customer base so as to keep a hold on the market so in order to bring
the employees to correlation they provide training to the employees to enhance their skill
set and understand customer behavior with natural instinct. Marks & Spencer is one of the
companies whose training program of the employees includes both on-job and off-job
training thus allowing the employees to adapt easily to the working conditions and to be
able to show them their whole potential they have in store and not mess everything up due
to pressure and nervousness. The organization structure of Marks & Spencer is not a tree
but rather flattened so as to give the employees more room to work and have direct
contact with the decision making representatives of the organization so the employees can
proliferate in their respective fields of work.

4. 3
Task-1 Learning Applications
1.1 Learning Styles
The development of new business strategy and techniques were compiled by M&S due to
the rising competition of the present market and also taking into consideration the
challenging environmental factor for the development and growth of the employees (Gilly
2002). The learning curve was established by M&S for the training program of the
employees to bring about change and development within their ranks.
Different learning styles: Theoretically there are different types of learning styles that can
be adopted by the organizations for their management procedure (Gilly 2002). But the
learning style of Honey & Mumford has been taken into consideration by M&S and
developed to suit their purpose and it is discussed below.
Reflector: In this learning style the people do not take hasty decisions they collect and
analyze the data provided and go for the slow but logical decisions that are available if the
scenario presents itself. The people who go for this learning styles speaks less but listens
more to build their platform, so they don’t really take initiatives but are considered
opportunists.Reflectors typically don’t take enterprises, search for opportunities. They sit
back, collect data, analyses, think about it thoroughly and then make a logical decision.
These people normally don’t take part actively in discussion only listen to others to make
own points.
Pragmatists: In this learning style people are confident and they are capable of taking new
challenges and improve their skills based on the challenges provided to them. They are
naturally practical in their nature and born leaders to be precise who can wiggle out of
any situation with flying colors.Pragmatists are applied in nature and try to take any
opportunity that comes. They love to take challenges and make decision by growing
confident through learning and experience. They are ready to take new responsibility and
build up skills accordingly.
Theorist: This learning curve disseminates the need for theory and always tries to play by
the book (Gilly 2002). The first and foremost function of the function is to think logically
and find a suitable theory to suit the need of the scenario. They are the perfectionists of

5. 4
the corporate world.Theorist staffs are the sticklers who always prioritize logics and
theories before making a decision. They are severe to analytical and level-headedness of
any task or objective to be done. Their choices are not from their experience or previous
learning. They make examination and based on their balanced findings on the current
situation, they come to a conclusion.
Activist: This learning styles calls for the simultaneous change of environment of
environment to bring about wide range of experience within a short time span.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. But activists might be able to work in different
responsibilities and tasks but they are less adept in any specific area of skill and
competency.
Learning style followed:
The learning style followed by M&S is a part of their training scheme for the employees
to adjust their business strategy. The pragmatist style is a challenging and strenuous
styleproviding the employeeswith much room for improvement and development of
confidence. The progress of the employees is monitored by the organization and a
performance review of their work is compiled to help them to improve their lackeys and
grow the confidence to take in new and unknown challenges by them. This can only be
made possible through the on-job and off-job training techniques adopted by the
organization where on-job gives the real insight into the working environment and of-job
training teaches us how to do the it effectively and that it is efficient in the way that it is
done.

6. 5
1.2 Learning Curve
The comparison of the learning experience with the developmentprocesses a continuous
process to bring about efficiency and effectiveness taking into consideration numerous
factors of the environment this is known as the learning curve. To perform a task not only
expertise is required but also the will to learn is also required because if a non-
preordained scenario takes place the personnel needs to adapt, learn and survive which
helps to acquire new skills and values with a determined career objective. The business
strategy and the training program of the employees of M&S are absolutely based on the
theory presented. For the theory to be competent the organization provides its employees
with the suitable work environment and experience and draws up their performance
review to boost their technical skills in the fields that they lack.The learning curve is the
unceasing upgrading process which is gained through experience. To bring efficiency and
perfection gradually to a new task environment learning curve is very significant to be
followed. Through construction experience in performing a task, learning curve helps the
employees to focus on unindustrialized new skills, adding values and set career path. As
M & S set new business strategies and new core values, the employees faced new
challenges in the changing atmosphere.
Significance of knowledge transfer:
The organizations draws up the training and the rehabilitation of the employees which is
then put into effect by the operational managers and the performance coach who
administers the overall protocol. They are the one who shares and advises the employees
of their performance review and helps them to overcome various objectives that are set as
targets. The transfer of knowledge is can be conducted through off job training such as

7. 6
workshops, seminars and conferences; these gives the employees theoretical but not
practical knowledge of the skill and the way to achieve company directives
Effect of learning curve:
The transfer of knowledge theoretically is totally a one sided communication but for the
greater good of the organization it is required for the communication to be two sided
(Martin 2001). If an employee only has the knowledge of the theory but knows not how
to apply it then they cannot survive in a harsh environment. For effective communication
or the transfer of knowledgeand the proper use of the learning curve the employees need
to learn but they must be put into situations that helps them to apply what knowledge they
gained to get good results from it. Relocating of knowledge is not just the announcement;
it’s the sharing of tacit and practical knowledge that will help the employees to build their
skills.If this process is commendably used it will always produce personalities with great
receptive and analytical power.
1.3 Learning styles, theories and events
Contribution of learning styles and theories: There are many theories which can fitinto all
the conceptual framework of the organization which can easily be recognized by the
employees. But it is a difficult task to execute any framework without knowing the
desires of the organization so if the objective can be determined clearly the employees
can easily adapt to new environments.
Relationship among learning styles, theory, event: In an event there are numerous theories
and these can be indulged into numerous learning styles(Henry 2005). But for theory a
single learning style cannot be used because a number of different styles combine
together for one theory which is more effective and efficient.
Contribution of learning theory and events: M&S needs to design an event that will be
based on the theory but will be responsive from the employees to make the event more
interesting. The performance of the employees will be determined by how they react to
the situation and how well they perform their task(Martin 2001). The triumph of the event
depends on the reaction of the employees.
Task-2 Designing the training and development

8. 7
2.1 Training needs at different level
An organization has many layers of operation of which each and every layer is controlled
and conducted in a different and unique way. Themanagement of different levels in the
M&S environment is discussed below:
Management level: The core components of this level is practical skill building, team
work and decision making capability.This component can be arranged through workshops
and off-the-job training where there will be development of skill and it can be evaluated.
Customer Service level: In this level the employees are trained to understand customer
demands and sort them effectively and build good customer relationship (Rajesh 2000).
Operation level: In this level the performance of the employees are reviewed by the line
managers and the production is efficiently boosted
2.2 Analyzing current training method
For the training of its employees Marks & Spencer provides different training facilities.
Counseling is provided to help the employees build successful career path(Rajesh 2000).
Working in different environment and roles helps to understand the responsibility and
capability which is assisted by performance review. The off-the-job training facilities like
workshop, workbook are designed to develop skills and efficiency.
2.2.2 Advantage & Disadvantage of current training methods:
Training methods Advantage Dis-advantage
Performance
appraisal
Reviews the employee’s
performance of skills and
competencies. Employees can
then identify what skills are
required.
Demotivates the under-
performing employees.May
demotivate the under-
performing employees because
of the feeling of disgrace.
Role playing Helps the employee to be
successful in a management or
different roles.
Reluctance indifferent roles
might result in performance
squalor.
Discussion Discussion with the managerscan
result in skill and career
A positive and supporting role
from the manager side is

9. 8
development. important otherwise employee
won’t be able to develop a plan.
Induction Program gives the new employees
an overview of the firm, role and
corporate culture at M&S. it helps
employees to clearly understand
his/her role and objective of the
firm.
The statements made by the
firm may differ from the actual
scenario that will create a
negative impression later.
Performance
coaching
Assess employee’s performance
and specify the areas of
improvement.
The assessment needs to be un-
biased and accurate otherwise it
can create negative result in the
employee’s development
process.
2.3Training and development for a group training event
In this event the employees will be introduced with a real environment scenario in which
they will be asked to take active part. In this session the senior management of the
organization will also be present to evaluate the employees based on their merit. The
employees will be asked to present the facts that are given in the case and analyze those
facts and give a presentation. Then this presentation will be evaluated and all the groups
will take active part in it. Then the case will be returned and a final assessment by by
group will be made before the committee by redeeming their mistakes during the facts
analysis. This training event will enhance the decision making and effective management
protocols of the personnel and mold them into true professionals in their respective fields.
Problem scenario
introduced
Q&A session
Come up with
findings &
discussion

10. 9
Training process of the event
During the initial phase of the training program the trainees will be introduced to the
management team and then they will be presented with a scenario. In the next step is the
question and answer session of the training program in which the trainees will be asked to
clear their doubts and their understanding of the scenario will be asked for and proper
instruction for the scenario will be provided(Symon 2010). Then they will be asked to
study the scenario and be asked to form groups and working under a specific time frame
will be asked to submit their findings as a group. After evaluation by the management
they will be again asked to resubmit their proposal and their areas of improvement will be
pointed out to them for improvement. After the submission of the proposal again it will be
evaluated and the best solution will be selected and the team will be asked to present it.
Solution to the
problem in team
Scrutinized and re-
submission of
solutions
Best solution after
discussion and Q&A

11. 10
Task-3 Evaluation of the training event
3.1 Evaluation methodology
The evaluation of an event is very crucial to the management of an organization and it is
based on factors that are complicated. This evaluation is done by the top management
taking into consideration the success, effectiveness, benefits and cost of the event staged.
The ‘Five tiered approach’ defined by Jacob, F can be used to evaluate the staged event.
1. Need assessment: This point out the exact need that if the event if it is viable or
not
2. Monitoring and accountability:In this part the participants are taken into
consideration and what they have benefited from the event.
3. Program clarification:It states the evaluation at different need level to answer
how more effective the event could be made.
4. Progress:Here the progress of the participant is measured.
5. Program impact:It’s an experimental approach that evaluates the long-term
impact of the training program.
Process of documentation of the training program: Each and every training program
needs to be documented for the assessment of the employees.
1. Feedback: The feedback about the program is collected from all the participants
and the organizers
2. Observation: The program is carefully observed to discard any loopholes found
in it that was missed during the planning procedure.
3. Customer relation: The customeropinions are taken to see that if the training
program that is invoked is fruitful. The positive and negative values about the
organization are measured through this.
Documents used for evaluation: For the assessment of the training some core factors
needed to be considered. Based on these factors the training program was evaluated how
much effective it was.
i. Quality improvement:Whether the quality of product is improved or not is
assessed.

12. 11
ii. Customer service:whether customer service is improved or met the core value
of the company.
iii. Production efficiency:This training focuses on bringing efficiency and
motivation in work place. The change in productivity is measured in the
evaluation process.
iv. Change in sales:How much change positive or negative is made through the
training program is calculated to identify the effect of the training program.
3.2 Analysis of the training event:
The event that was staged was considered a success due to the active participation of all
those present in the event. The scenario that was given to the trainees involved customer
problems. There long discussions were held between the groups and the management and
many useful topics surfaced due to the discussions and the solutions to these problems
were rooted and the organization benefited from it. These flaws in the customer service
were considered and improvement was inevitable. I will accomplish problem solving
training program which will be essentially result in taking part in conclusion making. In
this event employees will be given a truthful problem and they will be asked to make
applicable analysis and possible solutions. A final valuation will be done by the entire
team where the administration and other workers will also evaluate the selected
explanations.
3.3 Success of the evaluation method
The process that had been used for the evaluation of the event was the ‘Five tiered
Approach’. This approach calculated the expected and actual benefit along with the cost
benefit analysis ratio. Basing on these assumptions the fate of the event was decided if it
was perfect or needed room for improvement.In my training program when I invite a
group of staff I will at 1st
introduce each and every one with the management team. Then
they will be sumptuously making known to with the actual problem scenario to be solved.
Then there will be a Q&A session for the staffs and make sure that they have clearly
understood the scenario. Personalities will be given proper guidelines and next day they

13. 12
will be told to come up with the related factors, conclusions and a discussion session
among themselves will be held.
Task-4 Importance of Government Initiatives
4.1 Role of government in training and development
The role of the UK government in the private sector is very noteworthy. Many training
and development programs are arranged by the government which is presided over by
experts helping the participants to achieve competency in their relative fields and
maintain a certain standard of performance. M&S is one of the leading retailers of the UK
so the government should look into their training program and take measures to improve
it internally to boost the economy. Lifelong knowledge is the self-motivated learning by
the employees. Govt. participation in training can aid the employees to detection
knowledge from the working environment. Moreover the firms might not be able to invest
in high amount and design the needed working out facilities. In these cases the firms are
promoted through the Govt. involvement and support in their HR development. In turn
the economy industries are prosperous more quickly and gaining HR efficiency and
customary output quality. This helps to create an advantageous situation for the firms in
the highly inexpensive market.If the government takes matter into their hands then the
standard will rise paving a way for the workforces to learn more through conceivable
sources and make an immediate impact.
4.2 Competency movement in the public and private sector:
Competency movement has made other firms concerned about the performance gap
between firmswhere private firms are investing highly to gain competitive advantage. The
firms don’t want competency in employee performance meaning poor service quality,
inefficient production, low motivation etc. Deloitte a private consulting and auditing firm
makes huge investment in training their employees. They provide a steeper learning curve
to develop their expertise quickly. The learning is never-ending and qualification is
provided to grow their confidence level. As growth in private firm’s performance has an
impact on the economy, the public bodies have also improved themselves to lift up their
performance. Public companies in UK like ‘East Coast Trains’ are making continuous
effort to improve the performance and service quality at a standard level.

14. 13
4.3 Contemporary training of M&S:
Contemporary training is mainly vocational training provided for the small and medium
firms. This method has been adopted by M&S to train their employees helping the
employees to learn easily and quickly.The training is evaluated concentrating the
expectation of customers, competitive position, market condition, and future prospect and
adaptability factors. M&S has industrialized and transformed their core values and to
make it efficacious they need specific training amenities for their employees. This
cotemporary training will aid the employees to hurriedly adapt to the altering
environment.
Conclusion:
This case has already mentioned the effective and efficient workforce management and
the perfect execution of the employee training program. As M and S is a principal
merchant firm retaining a high impact on the UK economy. The administration brings
dissimilar facilities for a faster recital adjustment of workers. These helped the firm to
stay and fight in the highly inexpensive market gaining more customer consummation and
trustworthiness. The friendly environment aids the workforces to feel more importance
and find out organizational flaws. For different learning requirements and development
necessities, the firm needs to identify more critical areas and organizational problems for
effective implication of theories and practices. The employees can be at their best
presentation level if management affords full support to them and toward their
organizational structure and work environment.
References:
Gilly, J., (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/
Henry Y. (2005) Business strategy and performance: the role of human resource
management control, Personnel Review, Vol. 34 Issue 3, pp.294-309
Martin T. (2001) the effects of linkage between business and human resource
management strategies, Personnel Review, Vol. 30 Issue 2, pp.132-151

15. 14
Rajesh 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
Symon, 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).