Learning and Development

HUMAN RESOURCE assignement – Learning & Development

The components of
the report are:
a) Learning and
Development Report (50%)
b) Training
Intervention Report (50%)
Word count: Each part should be 2300 words
long (10% below or above the limit is acceptable).

Part 1 – Learning and Development Report
Introduction
Your introduction
should begin with a clear statement of purpose. You also need to provide a
theoretical context for your report, stressing in the process the importance of
the area you have chosen to examine as a core competence and a necessary
precondition for long-term organisational effectiveness and success.
A Critical Overview of the Area – academic and
practice-based
You will begin with
a critical overview of the subject area drawing on relevant literature and
examples and case studies to illustrate the trends and issues facing HR
practitioners and managers and the most common academic and professional
approaches to this area of HR practice.
Then you will
provide a critical overview of the organisations current practice to include
the organisation’s current internal and external context, any changes or
challenges they are dealing with (internally or externally) and the key
strategy and policy approach and any other issues that are pertinent to the
subject area. Your overview should be written with reference to appropriate
academic sources.
Diagnosing the Issues
What are the issues
that your organisation is facing. You may wish to conduct some key expert
interviews in the organisation in order to uncover the detail around the
practice-based issue you have chosen. You may want to use an academic model or
framework or a piece of academic research or commentary to compare/contrast or
structure your discussion of the issues facing the organisation. You need to
identify your organisations current practice and compare it to
academic/professional knowledge in the area and draw out any strengths or
weaknesses or gaps. Once you have identified and justified a range of relevant
theory and research that will help you understand the issue, explain what the
main practice-based issues are and why these need to be resolved.
Conclusions
In this section, you
should distil the key issues arising from the body of your report. You need to
make sure that your conclusions are consistent with the arguments you will have
put forward in the preceding discussion. Justify and explain the key findings
that you need to take forward and act upon. Conclude as to how this might
inform your future practice and lead to new understanding about practice.
Recommendations for Planning and Implementing any
Change
Drawing on the above
analysis you will frame your recommendations as to how management should plan
and implement the proposed changes. You need to ensure that these have
operational significance and result in changes to practice. You can also
critically reflect on the significance of your recommendations, underlining why
they are worthy of management’s attention. This section should flow smoothly
from the conclusions.
List of References
You need to adhere
closely to the APA Referencing Style both in the body of the report and in the
reference list. Importantly, you need to draw on a good range of books,
academic journal articles and, if relevant, credible online sources to show
evidence of wider reading and engagement with the module materials.
Appendices
Should be numbered
and used judiciously to include information that supports the main discussion.
These should not be used as a dumping ground for ‘excess’ information that
could not be included in the body of the report, which would otherwise denote
an inability to write in concise terms and respect the prescribed word limit.

Part 2 – Training Intervention Report

You are the
Leadership Development Manager of one of the country’s leading MNCs supplying a
diverse range of electronic, analytical and computational products and
services. It has always been characterized by high innovation and quality, and
for its positive values related to managing its people.

A combination of
significant external pressures makes it paramount that the company managers
have to become more strategic in their culture and abilities, capable of
responding to the macro issues the company is facing, both as individuals and
as members of a company-wide management community. The managers come mainly
from a technical background, and fewer than 40 per cent have any formal
business education. The majority are male. Most have worked for years in an
extremely successful company where costs received little emphasis. They are
also used to the autonomy and local cultures of the company’s functional
structure.

Key markets are
declining due to the global recession, significant investment in new technology
is required and there is competition from small companies and low-cost foreign
competitors. Due to rising costs, the company needs to restructure. It needs a strategic
focus not only on short-term survival, but also so that it will be well
positioned to seize opportunities and grow in a post-recession business
environment. The managers must now quickly learn new attitudes and become much
more entrepreneurial in their abilities and outlook. They need to enhance their
competencies to be more adaptive, mobile, and to function in the international
context. They will need to develop greater insight about their personal and
professional development and the competencies they need in a changing career
context.

Working with a
national business school whose reputation for high quality, effective business
programmes is excellent, you now have to design a company-wide leadership
development programme aimed at senior middle managers, aged 30-40, with ten
years or more of service in the company, a technical background and education,
and responsible for 20-50 people. Promotion prospects are decreasing, so it is
important that this programme is not seen as a promotion ticket, but as a way
of improving managerial competence in current roles.

Key criteria for the programme are:
1. It
must be business-focused, cost-effective, have the involvement of senior
management, and reflect corporate issues.
2. It
must have a national focus.
3. It
must be capable of being delivered by each of the company’s regional training
teams, and within their resources.
4. It
must emphasise manager’s responsibility for self-development, and stimulate
them to a real commitment in this respect.
5. Teamwork
must be a key feature, so that participants learn from and support each other
in the learning processes.
6. The
programme must focus on making the target population more effective in their
current role.

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