This document discusses human resource management and training at Marks & Spencer. It covers learning theories, styles, and the learning curve. It also discusses how Marks & Spencer plans and evaluates training events. Some key points:
- Marks & Spencer uses various learning styles like pragmatist, theorist, and reflector to enhance employees' skills and efficiency. Training methods include role playing, workshops, and performance coaching.
- Training needs differ for management, operations, and customer service roles. Events aim to improve areas like leadership, decision making, and teamwork.
- Training is evaluated using methods like productivity measures, manager observations, and participant feedback. Documentation includes knowledge sharing assessments and customer observations.
- The
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.
This document provides information about planning and evaluating a training event for employees at Marks & Spencer. It discusses comparing different learning styles and theories that were used to design training. It also examines the training needs at different organizational levels and compares current training methods used at M&S, including advantages and disadvantages. A proposed group training event on problem solving and decision making is described. The document outlines an evaluation methodology using questionnaires, interviews, productivity measures, and manager observations to assess the training program and identify areas for improvement.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1) It compares different learning styles employees may have and explains how Marks & Spencer uses a combination of on-the-job and off-the-job training to develop skills in employees with different styles.
2) It explains the importance of the learning curve and knowledge transfer in helping employees adapt to changes at Marks & Spencer and continuously improve.
3) When planning training events, it's important to assess learning styles and theories to design effective training tailored to employee needs and the company's objectives.
The document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines how learning theories, styles, and government initiatives inform Marks & Spencer's training programs. It then covers several learning objectives: understanding learning theories and styles and their role in planning training; explaining the learning curve and knowledge transfer; evaluating a training event; and understanding government skills initiatives. For each objective, it provides details on Marks & Spencer's current training methods, how they assess needs at different levels, and how learning theory is applied. It concludes by emphasizing the importance of systematically planning, documenting, and analyzing training to effectively meet organizational goals.
Marks and Spencer is a large UK retailer with over 65,000 employees. It provides both on-the-job and off-the-job training to improve employee performance and adaptability. The document discusses learning theories like Kolb's model that identifies different learning styles like accommodating, converging, diverging, and assimilating. It explains how M&S follows a diverging style using real-world experience and group work. The learning curve and knowledge transfer are important for improving skills as employees gain experience. Assessing learning styles helps M&S design effective training to develop employees and gain a competitive advantage.
This document outlines a training event evaluation for Marks & Spencer employees. It discusses learning styles, theories, and the company's current training methods. The assigned person will implement a problem-solving training program to evaluate decision making. The event will introduce employees to a real problem, allow time for analysis and solutions, and have management evaluate the best solution. The training will be evaluated using a five-step methodology including need assessment, monitoring, program clarification, progress, and long-term impact. Feedback from trainers, trainees, and customer comments will also be used to document the program's effectiveness.
The document provides details about a human resource development assignment on Marks and Spencer. It discusses learning theories and styles, training needs at different levels, evaluation of training events, and government skills initiatives. Key points include:
1) Marks & Spencer analyzed learning patterns and theories to design HR strategies and training events to develop their 65,000 employees' skills amid organizational changes.
2) Training programs include performance appraisal, workshops, and attachments to help employees improve capabilities in a challenging work environment.
3) The government contributes to skills development to increase national output and quality of private sector organizations, introducing initiatives to provide successful training and improve working conditions.
This document provides an analysis of training programs at the retail company Marks & Spencer. It discusses learning styles and theories that influence training design. Marks & Spencer uses a variety of training methods tailored to different employee levels, including workshops, performance reviews, and attachments to managers. The document evaluates a sample training event involving management, employees, and external experts developing solutions. It also explores how evaluating training events can identify successes and areas for improvement.
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.
This document provides information about planning and evaluating a training event for employees at Marks & Spencer. It discusses comparing different learning styles and theories that were used to design training. It also examines the training needs at different organizational levels and compares current training methods used at M&S, including advantages and disadvantages. A proposed group training event on problem solving and decision making is described. The document outlines an evaluation methodology using questionnaires, interviews, productivity measures, and manager observations to assess the training program and identify areas for improvement.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1) It compares different learning styles employees may have and explains how Marks & Spencer uses a combination of on-the-job and off-the-job training to develop skills in employees with different styles.
2) It explains the importance of the learning curve and knowledge transfer in helping employees adapt to changes at Marks & Spencer and continuously improve.
3) When planning training events, it's important to assess learning styles and theories to design effective training tailored to employee needs and the company's objectives.
The document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines how learning theories, styles, and government initiatives inform Marks & Spencer's training programs. It then covers several learning objectives: understanding learning theories and styles and their role in planning training; explaining the learning curve and knowledge transfer; evaluating a training event; and understanding government skills initiatives. For each objective, it provides details on Marks & Spencer's current training methods, how they assess needs at different levels, and how learning theory is applied. It concludes by emphasizing the importance of systematically planning, documenting, and analyzing training to effectively meet organizational goals.
Marks and Spencer is a large UK retailer with over 65,000 employees. It provides both on-the-job and off-the-job training to improve employee performance and adaptability. The document discusses learning theories like Kolb's model that identifies different learning styles like accommodating, converging, diverging, and assimilating. It explains how M&S follows a diverging style using real-world experience and group work. The learning curve and knowledge transfer are important for improving skills as employees gain experience. Assessing learning styles helps M&S design effective training to develop employees and gain a competitive advantage.
This document outlines a training event evaluation for Marks & Spencer employees. It discusses learning styles, theories, and the company's current training methods. The assigned person will implement a problem-solving training program to evaluate decision making. The event will introduce employees to a real problem, allow time for analysis and solutions, and have management evaluate the best solution. The training will be evaluated using a five-step methodology including need assessment, monitoring, program clarification, progress, and long-term impact. Feedback from trainers, trainees, and customer comments will also be used to document the program's effectiveness.
The document provides details about a human resource development assignment on Marks and Spencer. It discusses learning theories and styles, training needs at different levels, evaluation of training events, and government skills initiatives. Key points include:
1) Marks & Spencer analyzed learning patterns and theories to design HR strategies and training events to develop their 65,000 employees' skills amid organizational changes.
2) Training programs include performance appraisal, workshops, and attachments to help employees improve capabilities in a challenging work environment.
3) The government contributes to skills development to increase national output and quality of private sector organizations, introducing initiatives to provide successful training and improve working conditions.
This document provides an analysis of training programs at the retail company Marks & Spencer. It discusses learning styles and theories that influence training design. Marks & Spencer uses a variety of training methods tailored to different employee levels, including workshops, performance reviews, and attachments to managers. The document evaluates a sample training event involving management, employees, and external experts developing solutions. It also explores how evaluating training events can identify successes and areas for improvement.
The document discusses human resource management and training at Marks & Spencer. It begins with an executive summary that outlines key learning objectives around understanding learning theories, evaluating training events, and government skills initiatives. It then provides details on Marks & Spencer's training methods, which follow a pragmatic learning style and focus on on-the-job and off-the-job training. Training needs and methods are compared for different employee levels. A systematic approach to training involving problem scenarios, discussion, and evaluation is also outlined. Methods for evaluating training events like the five-tiered approach are explained.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses different learning styles and theories that influence training design. It also examines the importance of the learning curve and knowledge transfer for developing skills to address changing workplace needs. Government initiatives to support skills development are also assessed. The training evaluation methodology, analysis of a specific event, and review of evaluation methods are documented. Overall the document aims to understand how Marks & Spencer utilizes training to enhance employee performance and adapt to challenges in the retail industry.
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.
This document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines the importance of human capital development for organizational success. It then covers several learning objectives related to understanding learning theories, styles and evaluating training events. Specific topics discussed include comparing different learning styles, explaining the learning curve and importance of transferring learning. The document also assesses current training methods used at Marks and Spencer and provides a systematic approach to planning training and development events.
This document provides details about a human resource management assignment on Marks and Spencer. It includes an executive summary and covers several learning outcomes related to understanding learning theories and styles, the learning curve, training needs at different levels, evaluating training events, and government skills initiatives. The assignment appears to analyze Marks and Spencer's training programs and evaluates the effectiveness of a specific event using documentation and feedback from customers, experts, and employees.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses various learning theories and styles that influence training design. It also examines the learning curve and importance of transferring knowledge between experienced and new employees. Different training needs for staff levels are compared, and advantages and disadvantages of current training methods are assessed. Steps for systematic training planning are outlined. The document evaluates a training event using various techniques and documents the methodology, analysis, and review of the success of the event.
This one tells you about the theories followed by the Human Resource Development people in order to tackle their problems. It contains number of theories, info about self learning, informal learning, learning curve, role of UK govt. etc.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1. It compares different learning styles and explains that Marks & Spencer emphasizes a pragmatic learning style focusing on on-the-job training.
2. It explains the role of learning curves in tracking employee performance improvements as experience increases. Transferring learning from experienced to new employees is also important.
3. When planning training events, considering learning theories and styles helps tailor the events to different employee needs and skills. Marks & Spencer uses different training programs based on employee expertise.
This document provides an analysis of training and development practices at Marks & Spencer. It discusses:
1. Different learning styles (activist, theorist, pragmatist, reflector) and how M&S follows a pragmatic style to help employees gain confidence through on-the-job training.
2. The importance of the learning curve and knowledge transfer for improving employee skills and career development as the company changes its strategies.
3. How assessing learning styles and theories contributes to planning effective training events by defining needs, learning types, and the most appropriate design to meet objectives.
Role of Learning Curve - by: Rahat KazmiRahat Kazmi
This lecture was prepared for BTEC Business Studies Level 4, but can also be useful for other business studies students, Sales Managers, Sales Team Leaders and Supervisors
This document discusses human resource management and training at Marks & Spencer. It covers several topics:
1. Learning types at M&S and how they categorize employees to tailor training.
2. The different types of training provided at various levels, including on-the-job and off-the-job.
3. How training is evaluated using methods like monitoring participation, assessing the program, and measuring employee improvement.
4. Recommendations for future training programs, such as role-playing activities to develop new skills.
5. Tools used to evaluate training programs, such as feedback from trainers, observation of employees, and measuring impacts on customer service and productivity.
The document reviews literature on different models for evaluating training program effectiveness. It discusses Kirkpatrick's four-level model of evaluation, which measures reaction, learning, behavior, and results. It also reviews several studies that applied aspects of Kirkpatrick's model to evaluate specific training programs.
The document summarizes best practices in training needs analysis, design, delivery, evaluation, and transfer in China. It discusses several models for conducting needs analysis, designing and delivering training, evaluating training impact, and enhancing transfer of learning to the workplace. Key factors that influence transfer are discussed, along with interventions like needs analysis, coaching, and supervisor/peer support.
The document discusses the research methodology for a study on training and development at MONDOVI PVT Ltd. It outlines the objectives of studying how training programs are conducted, getting employee opinions and feedback, and determining if training benefits the organization. A questionnaire and interviews were used to collect primary data from 50 employees. The research design is descriptive and involves collecting and analyzing data to understand and describe the characteristics of training programs. Secondary data was also obtained from company reports. The goal is to evaluate the effectiveness of training and provide suggestions for improvements.
The training and development presentation contains information about importance, objective and needs of training and development and challenges present in training and development. It contains several review of literature. It explains about Kirkpatrick's model, Kaufman's five level model, CIRO model, CI PD partnership model and k under model. The purpose and methodologies also explained.
The document discusses various topics related to training and development including definitions of key terms, models of the training process, different types of training methods, and techniques for evaluating training outcomes. It provides details on on-the-job training, apprenticeship training, informal learning, lectures, programmed learning, audiovisual tools, simulated training, and computer-based training. The document also covers management development, succession planning, and various off-the-job training techniques such as case studies, management games, seminars, and role playing.
Training & Development
Training v/s development
Training v/s Education
Systematic Approach to Training
Training Methods
Executive Development
Methods and Development of Management Development
Career and Succession Planning
Performance Appraisal & Compensation
Performance Appraisal
Concept of Performance Appraisal
The Performance Appraisal Process
Methods of performance Appraisal
Essential Characteristic of an Effective Appraisal System.
Compensation
Objectives of compensation Planning
Job Evaluation
Compensation Pay Structure in India
Wage and Salary Administration
Factors Influencing Compensation Levels
Executive Compensation
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
The document provides an overview of training and development. It defines training and discusses learning theories including social learning theory and Lewin's learning model. It also covers behavior modification models, characteristics of effective training practices, assessing training needs, and various training methods. Evaluation of training programs and factors affecting transfer of training are also summarized. Career development and stages are briefly discussed.
The document discusses human resource management and training at Marks & Spencer. It begins with an executive summary that outlines key learning objectives around understanding learning theories, evaluating training events, and government skills initiatives. It then provides details on Marks & Spencer's training methods, which follow a pragmatic learning style and focus on on-the-job and off-the-job training. Training needs and methods are compared for different employee levels. A systematic approach to training involving problem scenarios, discussion, and evaluation is also outlined. Methods for evaluating training events like the five-tiered approach are explained.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses different learning styles and theories that influence training design. It also examines the importance of the learning curve and knowledge transfer for developing skills to address changing workplace needs. Government initiatives to support skills development are also assessed. The training evaluation methodology, analysis of a specific event, and review of evaluation methods are documented. Overall the document aims to understand how Marks & Spencer utilizes training to enhance employee performance and adapt to challenges in the retail industry.
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.
This document discusses human resource development at Marks and Spencer. It begins with an executive summary that outlines the importance of human capital development for organizational success. It then covers several learning objectives related to understanding learning theories, styles and evaluating training events. Specific topics discussed include comparing different learning styles, explaining the learning curve and importance of transferring learning. The document also assesses current training methods used at Marks and Spencer and provides a systematic approach to planning training and development events.
This document provides details about a human resource management assignment on Marks and Spencer. It includes an executive summary and covers several learning outcomes related to understanding learning theories and styles, the learning curve, training needs at different levels, evaluating training events, and government skills initiatives. The assignment appears to analyze Marks and Spencer's training programs and evaluates the effectiveness of a specific event using documentation and feedback from customers, experts, and employees.
This document provides an analysis of human resource management and training practices at Marks & Spencer. It discusses various learning theories and styles that influence training design. It also examines the learning curve and importance of transferring knowledge between experienced and new employees. Different training needs for staff levels are compared, and advantages and disadvantages of current training methods are assessed. Steps for systematic training planning are outlined. The document evaluates a training event using various techniques and documents the methodology, analysis, and review of the success of the event.
This one tells you about the theories followed by the Human Resource Development people in order to tackle their problems. It contains number of theories, info about self learning, informal learning, learning curve, role of UK govt. etc.
This document discusses human resource development at Marks & Spencer. It covers several topics:
1. It compares different learning styles and explains that Marks & Spencer emphasizes a pragmatic learning style focusing on on-the-job training.
2. It explains the role of learning curves in tracking employee performance improvements as experience increases. Transferring learning from experienced to new employees is also important.
3. When planning training events, considering learning theories and styles helps tailor the events to different employee needs and skills. Marks & Spencer uses different training programs based on employee expertise.
This document provides an analysis of training and development practices at Marks & Spencer. It discusses:
1. Different learning styles (activist, theorist, pragmatist, reflector) and how M&S follows a pragmatic style to help employees gain confidence through on-the-job training.
2. The importance of the learning curve and knowledge transfer for improving employee skills and career development as the company changes its strategies.
3. How assessing learning styles and theories contributes to planning effective training events by defining needs, learning types, and the most appropriate design to meet objectives.
Role of Learning Curve - by: Rahat KazmiRahat Kazmi
This lecture was prepared for BTEC Business Studies Level 4, but can also be useful for other business studies students, Sales Managers, Sales Team Leaders and Supervisors
This document discusses human resource management and training at Marks & Spencer. It covers several topics:
1. Learning types at M&S and how they categorize employees to tailor training.
2. The different types of training provided at various levels, including on-the-job and off-the-job.
3. How training is evaluated using methods like monitoring participation, assessing the program, and measuring employee improvement.
4. Recommendations for future training programs, such as role-playing activities to develop new skills.
5. Tools used to evaluate training programs, such as feedback from trainers, observation of employees, and measuring impacts on customer service and productivity.
The document reviews literature on different models for evaluating training program effectiveness. It discusses Kirkpatrick's four-level model of evaluation, which measures reaction, learning, behavior, and results. It also reviews several studies that applied aspects of Kirkpatrick's model to evaluate specific training programs.
The document summarizes best practices in training needs analysis, design, delivery, evaluation, and transfer in China. It discusses several models for conducting needs analysis, designing and delivering training, evaluating training impact, and enhancing transfer of learning to the workplace. Key factors that influence transfer are discussed, along with interventions like needs analysis, coaching, and supervisor/peer support.
The document discusses the research methodology for a study on training and development at MONDOVI PVT Ltd. It outlines the objectives of studying how training programs are conducted, getting employee opinions and feedback, and determining if training benefits the organization. A questionnaire and interviews were used to collect primary data from 50 employees. The research design is descriptive and involves collecting and analyzing data to understand and describe the characteristics of training programs. Secondary data was also obtained from company reports. The goal is to evaluate the effectiveness of training and provide suggestions for improvements.
The training and development presentation contains information about importance, objective and needs of training and development and challenges present in training and development. It contains several review of literature. It explains about Kirkpatrick's model, Kaufman's five level model, CIRO model, CI PD partnership model and k under model. The purpose and methodologies also explained.
The document discusses various topics related to training and development including definitions of key terms, models of the training process, different types of training methods, and techniques for evaluating training outcomes. It provides details on on-the-job training, apprenticeship training, informal learning, lectures, programmed learning, audiovisual tools, simulated training, and computer-based training. The document also covers management development, succession planning, and various off-the-job training techniques such as case studies, management games, seminars, and role playing.
Training & Development
Training v/s development
Training v/s Education
Systematic Approach to Training
Training Methods
Executive Development
Methods and Development of Management Development
Career and Succession Planning
Performance Appraisal & Compensation
Performance Appraisal
Concept of Performance Appraisal
The Performance Appraisal Process
Methods of performance Appraisal
Essential Characteristic of an Effective Appraisal System.
Compensation
Objectives of compensation Planning
Job Evaluation
Compensation Pay Structure in India
Wage and Salary Administration
Factors Influencing Compensation Levels
Executive Compensation
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
The document provides an overview of training and development. It defines training and discusses learning theories including social learning theory and Lewin's learning model. It also covers behavior modification models, characteristics of effective training practices, assessing training needs, and various training methods. Evaluation of training programs and factors affecting transfer of training are also summarized. Career development and stages are briefly discussed.
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Training and development by Neeraj Bhandari (Surkhet,Nepal)Neeraj Bhandari
This document discusses training and development in organizations. It begins by defining training and development, noting that training is designed to provide employees with skills for their current jobs while development focuses on long-term learning beyond the present job. Several objectives of training are outlined, including imparting new knowledge and skills, improving performance, and fulfilling organizational goals. The document then details the typical process of training including needs analysis, program development, delivery, and evaluation. It concludes by describing various training methods such as classroom lectures, role playing, case studies, and apprenticeships.
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
This document provides information about a training and development project completed by 5 students. It includes an acknowledgement, index, and sections on the nature of training and development, inputs in training and development, importance of training, the training process, methods of training, and two case studies with an analysis. The key information presented includes definitions of training and development, the steps in the training process, and various methods used for training such as lectures, on-the-job training, case studies, and role playing.
Training need assessment in a 5star hoShamimansary
The document summarizes a case study on assessing training needs at the Westin Hotel in Dhaka, Bangladesh. It outlines the objectives to identify performance gaps, desired outcomes, and training areas. It describes conducting interviews and surveys to assess current performance and improvement opportunities. The analysis found most employees were younger with less experience, indicating a need for more training to develop their skills.
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
Change is constant and developing trust is critical to reducing employee resistance. Coaching aims to help employees maintain or improve performance through on-the-job guidance, while mentoring is a partnership for mutual growth between individuals with differing skills. Training involves demonstrating tasks to achieve knowledge and skills, while development refers to both personal and career skills attained through various opportunities. A systematic approach to training like the ADDIE model is important, involving assessment, design, implementation, and evaluation.
Change is constant and developing trust is critical to reducing employee resistance to change. Open communication, employee participation, consistent behavior, integrity, and concern for employees are important factors. Coaching aims to help employees maintain and improve performance through on-the-job guidance rather than instructions. Mentoring is a power-free partnership for mutual growth, usually between individuals with different experience levels. Training involves demonstrating tasks to achieve knowledge and skills, while development refers to both personal and career skills attained through various opportunities. A systematic approach to training is needed, following Goldstein's ADDIE model of assessment, design, implementation, and evaluation.
This document provides information on a coaching and mentoring training program. The program aims to help participants develop skills for being effective coaches and mentors to support others' personal and professional goals. The training will include lectures on relevant theory, case study discussions, simulations of coaching assignments, and evaluations of coaching strategies. Participants will receive materials on the topics covered and engage in activities applying the concepts, such as developing coaching strategies and giving feedback. The program is designed to transform participants' skills over the course of the training through a structured process focusing on individual growth and adaptation.
(1) The document outlines guidelines for developing a trainer's toolkit using the ADDIER instructional design model, which includes analysis, design, development, implementation, evaluation, and revision.
(2) It provides detailed checklists of items to include in the analysis, design, development, implementation, evaluation, and revision phases of creating a training program.
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Training & Development HRM by Neeraj Bhandari (Surkhet Nepal)Neeraj Bhandari
This document provides an overview of training and development. It discusses that training has a short-term focus to provide skills for present jobs, while development has a long-term focus on broader skills. It then describes various training objectives, processes, methods, and evaluation techniques. The key training methods discussed are classroom lectures, group discussions, simulations, role-playing, case studies, and management games.
A planned process to modify attitude , knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organization.
Training involves organized learning activities to improve individual performance through changes in knowledge, skills, and attitudes. It is important for meeting job requirements, updating skills, career development, and addressing deficiencies. Training helps improve quality, productivity, and organizational objectives.
There are several steps in the training process. First, performance problems are analyzed to identify the causes. Then, training needs are identified by analyzing the organization, jobs, and individuals. Objectives are prepared stating what learners will be able to do. Tests are developed based on the objectives to evaluate learning. Various instructional methods are selected and training is delivered. The transfer of learning back to the job is evaluated.
Autoglass has established itself as the leading provider of windshield repair and replacement services in Europe. It has over 92% of the market share and 500 branches across Europe. Autoglass focuses on customer satisfaction by providing high quality services at low prices. It maintains good relationships between customers and employees to ensure customers receive effective service. Autoglass is the current market leader and is expanding steadily. It is well positioned compared to other companies in the industry and is well equipped to address future challenges effectively.
The document provides an analysis of the Autoglass company and its business strategies.
[1] It outlines Autoglass's mission to satisfy customers, vision to provide the highest quality service, and core competency of repairing or replacing any moderately damaged glass.
[2] Key issues in strategic planning are analyzed, including Autoglass's competitive advantages of providing low-cost service and high customer satisfaction. Various strategic analysis tools are also applied.
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The document provides an executive summary and details of a business strategy assignment submitted for Autoglass Company. It discusses Autoglass' mission, vision, core competencies and strategic intent which is to be the market leader. It analyzes Autoglass' competitive advantages using Ansoff's Growth Model and identifies strategies of market penetration, product development, market development and diversification. It also defines top-down and bottom-up approaches for strategic planning, with Autoglass implementing top-down for product R&D. Autoglass aims to increase customer satisfaction and market share through efficient windshield replacement and repair services.
Autoglass is a leading company in the windshield repair and replacement industry. It has over 500 outlets across Europe and provides excellent customer service, with 92% of customers satisfied. Autoglass focuses on satisfying both customers and employees to provide high quality service. As the market leader, Autoglass is in a strong position but will need to address challenges to maintain its leadership.
Autoglass provides windshield repair and replacement services. It has established itself as the market leader through high quality service and customer satisfaction. Autoglass uses strategic planning techniques like Ansoff's model to penetrate existing markets and develop new products. It analyzes its competitive advantages and conducts organizational audits using SWOT and PESTLE analysis to understand opportunities and threats in the industry environment. Stakeholder analysis helps Autoglass understand different stakeholder groups to effectively engage them in strategic decision making.
Autoglass is a successful windshield replacement company that has expanded from a small family business to 500 branches across Europe. It focuses on customer satisfaction and aims to be the best in the industry. Autoglass has shown it is in a strong position to face competition and future challenges based on its strategic planning, which includes understanding its mission to satisfy customers, vision of excellent customer service, and core competency of repairing any glass. Part of Autoglass's strategic planning also involves analyzing its competitive advantages using Ansoff's Matrix and considering strategies like market penetration, product development, market development, and diversification to continue its growth.
This document discusses strategic planning at Autoglass, a company that provides windshield repair and replacement services. It begins by outlining Autoglass's mission, vision, core competencies, and strategic intent, which is to maintain its position as the market leader. It then examines some key issues in Autoglass's strategic planning, including using Ansoff's matrix to analyze growth options and balancing top-down and bottom-up approaches. Finally, it discusses techniques Autoglass can use for strategic planning, such as scenario planning, SWOT analysis, and balanced scorecard.
Autoglass is a leading provider of windshield repair and replacement services. It has 500 branches across Europe [SENTENCE 1]. An organizational audit of Autoglass found strengths in its low costs and safety standards, but weaknesses in promotion and advertising [SENTENCE 2]. Environmental analyses using PESTLE and Porter's Five Forces found that Autoglass is influenced by factors such as government policies, bargaining power of customers, and competitive rivalry in the industry [SENTENCE 3].
This document provides a strategic analysis of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, objectives and core competencies. It also reviews strategic planning issues such as competitive advantages and growth strategies. Environmental scanning tools like PESTLE and Porter's Five Forces are applied to analyze Autoglass' external business environment. Finally, the document proposes strategic options and evaluates Autoglass' resources and ability to implement new strategies.
Autoglass provides windshield repair and replacement services. It focuses on customer satisfaction and aims to be the market leader. Autoglass maintains a 92% customer satisfaction rate. It has become the top service provider in its industry through focusing on customer needs and providing affordable services. Looking ahead, Autoglass is well positioned in the industry and prepared to address future challenges productively.
The document appears to be a strategic analysis report for the company Autoglass. It begins with an introduction that discusses how Autoglass was formed through a merger in 1984 and has since become a leading provider of vehicle glass services in the UK by prioritizing customer satisfaction and business development. The report will analyze Autoglass's business strategies that have led to their success. It contains a table of contents outlining the various tasks and sections to be covered in the analysis.
The document provides an analysis of Autoglass's business strategy, including its mission, vision, objectives, and core competencies. It examines strategic planning techniques for Autoglass like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. The document also evaluates Autoglass's competitive advantages and provides recommendations for strategic growth using models like BCG matrix, PIMS, and SPACE. Overall, the document analyzes Autoglass's current strategy and provides suggestions to strengthen its market position.
Autoglass is a leading windshield repair and replacement company that aims to provide excellent customer service. It has over 500 branches across Europe and satisfies 92% of customers. The document discusses Autoglass' mission, vision, core competencies, and strategic intent. It also reviews strategic planning issues like competitive advantage, growth strategies, and strategic approaches like top-down and bottom-up planning. Autoglass' goal is to expand its business while maintaining high customer satisfaction.
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2. 2
Executive Summary iv
Task 1:Understand learning theories and learning styles 5
1.1 Learning Styles 5
1.2 Learning Curve 6
1.2.1 Significance of Knowledge Transfer 7
1.2.2 Impact of Learning Curve 7
1.3 Learning Style and Theories 7
1.3.1 Contributions of Learning styles and Theories 7
1.3.2 Relationship among Learning Style, Theory and Event 8
1.3.3 Contribution of Learning Theory and Event 8
Task 2:Be able to plan and design training and development 8
2.1 Training Needs at different level 9
2.2 Training Method 9
2.2.1 Analysing Current Training Method 9
2.2.2 Advantage and Disadvantage of Current Training Method 10
2.3Training Process and Development 10
2.3.1 Training and Development for a Group Training Event 10
2.3.2 Training Process of the Event 11
Task 3Be able to evaluate a training event 12
3.1 Training Event 12
3.1.1 Methodology of Evaluation 12
3.1.2 Process of Documentation of the Training Program 12
3.1.3 Documents Used for Evaluation 13
3.2 Training Event Analysis and Evaluation 13
3.3. Success of the Evaluation Method 14
Table of Content
3. 3
Task 4: Importance of Government-led Initiatives 14
4.1 Role of Govt. in Training and Development 14
4.2 Impact of Public and Private Sector’s Contemporary Movement 15
4.3 Contemporary Learning 16
4.3.1 Assessment of Contemporary Training Initiatives 16
4.3.2 Role of Contemporary Learning in M & S 16
References A
4. 4
Executive Summary
For 120 years Marks and spencer have been a huge retail store all over the UK. It maintains a
huge number of employees working for the firm around 65,000 in number. Presence of intense
competition led the company to develop core values and strategy which mainly focuses on the
improvement and standardizing of performance of the employees. To bring efficiency & more
customer fulfilment, the firm is arranging training programs to cope up with the individual need.
The HR managers also arrange workshop sessions by providing the employees a practical
experience on job context. The firm’s organizational structure has been made flat rather than tall
in order to cope up with new HR challenges created from environmental and competitive
changes and intensity. To gain the best output in management and operational level more
specific types of training events can be arranged complying with the learning theories and styles.
The UK government has put emphasize and great effort in the development of human assets.
Govt. conducts various training events as per the different training staff needs by the firms.
IV
5. 5
Task 1: Understand learning theories and learning styles
1. Learning styles
The intense competitions forces M & S to come out with new strategies to be more competitive.
This challenging environment emphasizes employees to be more skillful and qualified to give a
hard competition to its competitors and make a proper career path that bests suit them.
Different Learning Styles
Organizations choose various learning styles that best fit their employees. Peter Honey and Alan
Mumford suggested four stages of learning. They are-
Activist
Activists involve themselves fully and without bias in new experiences. They enjoy the "here and
now" and are happy to be dominated by immediate experiences. (Begin, J, 1992).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 they are open-minded, not sceptical, and this tends to make them
enthusiastic about anything new.
Reflector
They are thoughtful people who like to consider all possible angles and implications before
making a move. These people normally don’t participate 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. As they make own
points after a long and thorough analysis, the chances of deviation and problems in their
decisions are low. They enjoy observing other people and prefer to take a back seat in meetings
and discussions (Brewster C, 2000)
Theorist
6. 6
They attempt to fit everything together into a single jigsaw that encompasses "life, the universe
and everything". 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 tend to be detached,
analytical and dedicated to rational objectivity rather than anything subjective or ambiguous
Pragmatist
They are the sort of people who return from courses brimming with new ideas that they want to
try out. They like to get on with things, and act quickly and confidently on ideas that attract
them. They tend to be impatient with ruminating and open-ended discussion(Bauer, K, 2004).
M & S follows the pragmatist approaches of Honey and Mumford model to enhance the
efficiency and technical skills of their employees. M & S also uses some approaches like
performance coaching that helps employees improve their required skills necessary for
performing their job.
1.2 Learning curve:
As another working environment is created, learning curve progressions consistent with the new
learning necessities. Through the procedure of handy experience, learners can keep tabs on
qualities, aptitude changes and setting profession objectives. The changed centre structural
qualities have put employees in new tests and requirements. Through the diagram we can see that
when continuous experience is in progress, the learning and efficiency increases while time
required performing the job. Thus experience brings down the time increasing the expertise level
and more production. To keep pace with the progressions the employees required to experience
new learning curve to advance their specialized aptitudes and useful information. (Armstrong M,
1999). Performance evaluation, useful encounter, instructing and other preparing occasions
7. 7
orchestrated by M&S helped the employee enlarges their ability territory and make own
profession way.
1.2.1 Significance of knowledge transfer:
Administrators, supervisors impart new ideas and speculations about the changing work
situation, change criteria, standard and company's desire with the workforces. Line managers,
performance coaches discuss with the employees to share and transfer knowledge about the
performance, areas of improvement and firm’s requirement. Transfer of knowledge through off-
job trainings like workshops, workbooks is very helpful to the employees for the learning and
development of skills.Information exchange through the provision of workshops, workbooks is
exceptionally supportive for the advancement and learning. From the association's perspective,
information exchange is a critical apparatus for the performance advancement and
comprehension the business standards.
1.2.2 Impact of learning curve:
Knowledge transfer is that the transfer of implied and sensible data that's terribly useful in up
their competencies. The right utilization of learning curve and data distribution helps employees
to spot the performance gaps, build an additional sensible career path and deliver the goods
potency in production. (Rea D, 1972).Effective transfer of knowledge and use of 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.The success in achieving the core time unit
values provides a competitive advantage for M&S.
1.3 Learning Style and Theories
1.3.1 Contribution of learning styles and theories:
8. 8
Learning theories offer a theoretical and analytical framework for the event of learning events
per learning requirements.But which learning style will be used that depends on which way the
employees prefer the most and how fast the firm want the employees adapt the new condition.
So, before selecting and conducting training events for the employees the learning styles and
theories must be analysed and adjusted according to the firm expectations and desires. Learning
designs observe the designs that followed by people and therefore the ability of staff in new
operating condition.
1.3.2Relationship among learning style, theory, event:
As employees control qualities of distinctive learning styles to diverse degrees; a mix of various
learning styles is needed for an adequate yield. Learning hypotheses characterizes the diverse
learning purpose of perspectives and methods of insight where learning styles characterizes the
fitting methods for disseminating information and preparing systems to distinctive people. 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 and development necessities.The learning occasions are the reasonable
suggestion of the learning hypotheses advanced as per the distinctive learning styles.
1.3.3Contribution of learning theory and event:
M&S developed and followed learning theories and design to effectively design learning events
and processes. To arrange and style applicable learning event the preference and learning
varieties of people required to be targeted.Learning style and theories used by Marks and
Spencer is focused on the most effective result can be obtained through learning events. How
each and every employee reacts to an event reflects how successful an event is. To plan and
design such an event the firm must focus on the best learning option prioritized by the
employees. Every individual prefer and accustomed to different learning patterns and ways.
Task- 2 Be able to plan and design training and development
9. 9
2.1 Training needs at different level:
For completely different structure levels and positions M&S must style different coaching
events. The coaching desires at management, operational and client level for the managers and
employees area unit given below
Management Customer Operational
Helps to understand job
needs and its
responsibilities.
Supervisors provide feedback
and suggestions for
improvements.
Bring efficiency through
practical learning.
Involvement in different
roles and positions to
understand job context,
widen career opportunities.
Provide practical experiences,
feedback on customer services.
Give courage and motivation
for performance improvement.
.
To find out performance
skill requirements, gap.
Provide learning materials and
effective customer management
tools.
Provide guidelines and
corrective measures on
performance
2.2 Training Method
2.2.1 Analysing current training method:
M&S plans diverse preparing occasions for the workforces. They provide counselling helping
the workers so they can make wonderful career. Performance appraisal is given and it is
identifying their performance level & improvement areas. Role playing helps them to understand
the responsibility and capability in new role and context. Their off-the-job training facilities like
workshop, workbook are designed to develop skills, practical knowledge and efficiency. The
administration furnishes advising for the profession advancement. Performance examination
serves to enhance performance consistent with standard performance level. Connection under
10. 10
segment directors helps to comprehend work setting, performance necessities and criticalness.
Workshops furnish the employees a device for expanding their gainfulness level.
2.2.2 Advantage & Disadvantage of current training methods:
Training techniques Advantages Disadvantages
Role-playing Employees can understand
job requirements and its
responsibilities.
Employees might be reluctant
to change their work area and
role.
Workshop Provide practical learning
tools and experiences. It
Increases productivity and
workers’ skills.
Inactive participation of the
participants.
Unskilled, ineffective trainers.
Attachment to manager Understand managerial role,
responsibilities and
significance.
Helps to find out skills
required for the role.
Irrelevant attachment may
confuse and discourage
workers.
Performance coaching Provide corrective measures
on performance.
Inaccurate and inefficient
guiding may cause negative
improvement in performance.
Performance evaluation Identifies the improvement
areas.
Provide motivation to the
employees.
Underperforming
workersbecome demotivated.
Performance may drop due to
inappropriate assessment.
2.3 Training Process and Development
2.3.1 Training and development for a group training event:
11. 11
To increase the ability in dynamic work surroundings and skills development a lot of sensible
learning approaches are often introduced. The coaching events are a sensible downside analysis
and determination session. A final assessment will be done by the entire team where the
management and other employees will also evaluate the selected solutions. It’s a continuous
process and employees will be welcomed to come up with any new organizational problem
scenario regarding customer service improvement, production efficiency, employee relation,
motivation, effective management. This training event will energize the employees to take part in
decision making and increase the ability to provide more realistic analysis and solution. The
session is conducted by external trainers at the operating premise. The value of the event won’t
be too high as a result of the session is command at the operating zone and therefore the time
consumed is balanced as to not hamper this output. Managers also will observe the workers
throughout the session to find the matter areas and enhancements.
2.3.2Training process of the event:
Employees from completely different operational levels are going to be invited. They’ll be
introduced with the trainers and correct guideline, support and timeframe are going to be given.
The trainers can offer explicit job connected assignments and tasks with a given timeframe.
Employees can begin operating per the given guideline and perform the tasks for the most
effective potential results, solutions and findings. The initial findings and analysis of the
participants are going to be criticized and solved by the trainers for a stronger performance
output. The staff can a lot of begin competitive their tasks with a more improved methodology
and concepts at intervals the timeframe their findings, output, performance, choices and
understanding are going to be evaluated and stratified by the trainers. Then they will be told to
form a group of 3 members analysing and the solution within a specified time period. This
finding will be disseminated among the managers and they will let them know which area they
need to improve. Again time will be provided to re-shape the findings and the final submission
will be judged and examined by the whole team. Managers can observe the complete activities
and method to search out the structure issues, relations, potentialities and scientific discipline.
They’ll then realize applicable answer to employees positioning and realize the other educational
program needed.
12. 12
Task- 3 Be able to evaluate a training event
3.1 Training Event
3.1.1 Evaluation methodology:
Assessment is the system of evaluating the objective arranged activities, discovering the results
and the change zones of the course. The approach ought to be proper which could be
accommodating for the fitting assessment of the preparation occasion. It might help to re-plan
the movement arrange and preparing session for an improved and sought yield. The framework
evaluates a program in five levels and compares the actual outcome with the expected outcome
of the program. The purpose that the program aimed at 5 different stages has met the need or not
is assessed in five tiered approach. The suitable qualitative strategy for assessment that might be
utilized is an arrangement of inquiries which need to be replied:
Aim of the program: What is the organizational necessity of the training program? Why
the firm need a training program?
Aim of the employees: What they need from the training facility? What skills they need
to improve and develop? Why the employees need the training event?
Design of the event: What will be the process and content? How the program will fulfil
both organizational and employee demand?
Observation: Did the program make a positive output? If not, what are the areas to be
improved or changed?
3.1.2 Process of documentation of the training:
Documentation could be a descriptive method of documenting the happenings of the event. It
will embrace many things and discussion went on throughout the coaching session. The process
of documenting the training event can be like-
Productivity measure: The chance in the overall output and performance of the
employees can be observed as a view to measure their productivity
13. 13
Observation by line managers: Line Managers can provide the findings in the overall
performance of the participants and their lacking during this particular event.
Knowledge sharing: The knowledge sharing conducted during this event will be judged
by the interview at the end of this session
Customer observation: The success of the event can be measured also as the
performance of the employees related to the customer service.
3.1.3 Documents used for evaluation:
For an appropriate evaluation of the training event the following documents can be very helpful:
a. Asking questions: In order to get the real picture following question can be asked to be
answered. How well did the program go? How enjoyable the session was? Did most of
the participants were active in the session? What areas could be better? How was the
performance and improvement?
b. Asking the appropriate persons: For the clear analysis and picture of the experience of
the people who are engaged with the program needed to be considered. Participants,
trainers, managers, customers, observers are the major parties involved in the training.
c. Characteristics of individuals: For a better information about the respondents, certain
basic information can be obtained to make it sure that the questions were asked to a
different group of people (Age, sex, religion or race).
d. Descriptive lessons: A final report on the findings and analysis can be presented to the
participants and management to disclose the outcome of the event. A discussion might
take place about the impact and validity of the training session
3.2 Training event analysis and evaluation:
The training event created a positive impact on each worker and structure aspect. Employees did
with success share their findings and lacking. Managers discovered the ability speed, quality and
therefore the strength areas of people for appropriate positions. Trainers provided adequate
guideline for a far better technique for finding issues. In the discussion session management team
14. 14
and the participants had long discussion session which resulted in a more feasible and logical
conclusion. The actual benefit was that during solving the problem and discussion employees
found out what was necessary to be improved in their customer service.
The sensible exercise and task provided the workers with learning expertise and exploring
completely different responsibilities and challenges.
3.3 Success of the evaluation method:
The methodology used for the assessment of the event was quite useful. The technique helped to
analyse the findings and opinions of the connected parties. Any modification and necessary
changes within the coaching event may be created with the assistance of the analysis technique
employed in assessing the event.The system examined all kind of benefits like expected and
actual to sort out the diversion and feasibility of the training event. 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 became easy figuring out
deciding the continuation of the procss 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- 4 Understand government-led skills development initiatives
4.1Government Role in training and development:
With the expanding essentialness of human asset advancement in associations, the United
Kingdom government has begun to assume an enormous part around there. They start distinctive
training occasions which support the private and open firms in advancing own human assets.
(John W, 2009) They have presented a self-guided learning procedure which is otherwise called
15. 15
deep rooted learning method.Marks and Spencer is a giant retailer firm in UK; so UK govt.
should concern about the internal development of the firm’s performance. To do so they have to
take the responsibility to take the performance to a standard level. 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. 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.
4.2Impact of public & private sector’s competency movement:
Government, employees, administrators, coaches, mentors all impart their learning and
encounters which improve the information profundity and competency advancement. All the
gatherings are helping tremendously in an exertion to make fruitful and positive development of
competency and learning. Firms have a tendency to enhance their administration quality,
performance, benefit, enrolment in choice making and group heading quality. A significant plane
organization in UK ‘Virgin Atlantic’ has a tendency to furnish the best quality client
administrations. 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. Movement of competencies and skills are essential part of
learning and effective and improved performance. Higher success rate of the never-ending
process of learning and competency movement in the faster development in activities and
productivity has influenced all the firms to introduce the pattern in their own workplaces. For
this they enhanced their belief system and work environment society for the employees, directors
and clients. They take criticism about the employees' client administration to figure out issues
and institutionalize the administration(Budhwar P, 2000). Open segment is additionally
attempting to overhaul their human asset arrangements and corporate society as to continue
improving their work force with the help various sorts of training office.
16. 16
4.3 Contemporary Learning
4.3.1. Assessment of contemporary training programme:
To addition a constant and consistent advancement in the quite aggressive circumstance, the
training procedure was very viable. The learning framework is common sense pointing at speedy
acclimatization and advancement in essential expertise and competency zone.The training is
vocational and aimed at quick learning on different areas of a business. Marks and Spencer is a
leading retailer firm possessing a high impact on 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 satisfaction and
loyalty.Having an understanding on the present scenario and future prospect UK govt. designs
different qualitative training programs for different firms. This contemporary training facility is
quicker process of development in the vulnerable working atmosphere.
4.3.2 Function of contemporary learning in M&S:
For M&s the cotemporary training framework is extremely accommodating for the further
advancement and advancement of human assets and their competencies. The training is
evaluated concentrating the expectation of customers, competitive position, market condition,
and future prospect and adaptability factors. The friendly environment aids the workforces to feel
more importance and find out organizational flaws. 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. Faster adaptability is possible with
the active participation and effective implementation of contemporary learning events as per the
firm’s structure and employees require. The workforces at M&s can acclimate to changing
working environment all the more quickly; update the performance according to the prerequisite
through contemporary learning procedure (Boxall, P.F, 1992). The learning additionally served
to achieve the client desire, focused point of interest position and expanded qualities.
17. 17
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A