17

AN

ASSIGNMENT ON

HUMAN RESOURCE MANAGEMENT

OF

MARKS AND SPENCER

SUBMITTED BY:

NAME:

ID:

SUBMITTED TO:

DATE OF SUBMISSION:

17

Table of Content:

Executive summary iii

LO-1 Understand learning theories and learning styles 4

1.1 Compare different learning styles 4

1.2 Explain the role of the learning curve and the importance of transferring learning

to the workplace in Marks and Spencer

5

1.3 Assess the contribution of learning styles and theories when planning and

designing a learning event for the Company

7

LO-2 Be able to plan and design training and development 8

2.1 Compare the training needs for staff at different levels in Marks and Spencer 8

2.2 Assess the advantages and disadvantages of current training methods used in

the organisation

8

2.3 Use a systematic approach to plan training and development for a group

training event

10

LO-3 Be able to evaluate a training event 11

3.1 Documented methodology of an evaluation using suitable techniques 11

3.2 Analysis (and evaluation) of the training event 13

3.3 A review of the success of the evaluation methods used 13

LO-4 Understand government-led skills development initiatives 14

4.1 Explain the role of government in training, development and lifelong learning 14

4.2 Explain how the development of the competency movement has impacted on the

public and private sectors

14

4.3 Assess how contemporary training initiatives introduced by the UK government

contribute to human resources development for an organisation such as Marks and

Spencer

15

Conclusion 16

References 17

17

Executive Summary

M&S a giant retail shop in UK operates through a numerous number of working people. To

control and develop efficiency and competency of more than 65,000 workers they run various

HR activities, programs and strategies. Their new organizational value and structure have created

challenges and needs for the workforces to perform in the new environment. The management

examined and detected different learning styles and theories to design appropriate training and

development programs. They provide performance appraisal, guidance, and role playing

opportunities which aid the employees in developing their performance, finding lacking,

understanding new responsibility context, focusing on realistic career objective and improve

other necessary capabilities. They offer both on-the-job and off-the-job training facilities to make

their employees more capable and skilled in their performance and quickly adapt in the changing

environment. They have flattened their organizational structure creating scope of responsibility

and opportunity for the employees. I offered a training event idea which can be more helpful in

achieving the objectives. Government led initiatives in human resource development can play a

vital part in training the M&S employees contributing more in the economy as a result.

iv

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Task 1: Understanding Different Learning Styles

1. Learning styles

Learning style refers an individual’s habitual pattern of learning and processing information in

learning atmosphere. Because of acute competition, M & S had to advance new business

strategies and values. This alteration ambiance brought immense claiming to the employees.

Advisers try to actualize a career aisle for themselves through the acquirements ambit of the

training and development action of M & S.

Different Learning Styles:

There exist totally different learning designs to be followed by a corporationlooking onthatvogue

fits the simplest for a personal. Honey & Mumford (1986) mentionedfourkinds of learning

styles- activist, theorist, pragmatist and reflector.

Activist

Activists like to be involved in new knowledge and are passionate about new ideas. They relish

doing things and tend to proceed first and address the significances after. They are improbable to

arrange for the learning know-how or reconsider their discovering after. (Delery, J.E, 1998)

Activist discovers best when they are hurled in deep end with a tough task, chairing meetings

and leading considerations. People who are activist always trend to be active in work rather than

remaining idle. They like to innovate new areas and aspects to make the process more efficient.

Theorist

Theorists prefer to adapt and integrate observations into complicated and logically sound

theories. They assume issues through step- by-step. They have a tendency to be perfectionists

who prefer to match things into a rational theme (Purcell J, 2003). These kinds of people always

try to think or organize the whole work before starting the main process. They analyse the

situation and find out the problem, then they try to solve the problem logically.

17

Pragmatist

Pragmatists square measure desperate to attempt things out. They like ideas which will be

applied to their job. They have an inclination to be impatient with prolonged discussions and

square measure sensible and all the way down to earth. Pragmatist learns best once there's a link

between topic and job. New ideas are the main concern of these kinds of people which supports

them to sort out various kind of problematic situation.

Reflector

Reflectors like to aggregate data, analysis and anticipate anxiously afore advancing to any

conclusions. Reflectors apprentice best if reviewing what has happened and cerebration about

what they accept abstruse and bearing analyses and letters accomplishing tasks after bound

deadlines. (Debrah, Y, 2001) They apprentice beneath if getting befuddled in at the abysmal end

and accomplishing things with no time to prepare. They are actually not so active in terms of

work rather they like to watch people how they perform, and then they just try to reflect the

whole process just like others. Sometimes they like to add their own judgements and procedures

to make the process effective and easier.

M & S follows pragmatic learning vogue to assist staff get additional confidence in taking

additional challenges and responsibilities. They maintain ability profile to seek outgo into that

space staff has to be compelled to improve them. Performance review helps them assess their

progress and set career path. The on-the job coaching strategies of M & S like attachment to a

manager, performance employment helps worker to attain sensible learning to boost needed

technical ability and business competencies. The off-the-job coaching programs offer learning to

boost potency and create effective call.

17

1.2 Learning curve:

Learning curve is that the experiential method and stages of learning. This is often a graphical

presentation accustomed show the training history and stages. As a replacement operating

surroundings is developed, the training curve changes per the new learning necessities. Through

the method of sensible expertise, learners will target strengths, talent enhancements and setting

career goals. The modified core structural values have placed the workers in new challenges and

desires. To stay pace with the changes the workers required to travel through new learning curve

to develop their technical skills and sensible information.(Guest D.E, 1987)Performance

appraisal, sensible expertise, work and different coaching events organized by M&S helped the

workers to widen their capability space and establish own career path.

1.2.1 Significance of knowledge transfer:

Supervisors, managers share new ideas and a theory regarding the ever-changing work situation,

improvement criteria, customary and firm’s expectation with the workforces. Information

transfer through the applying of workshops, workbooks is incredibly useful for the event and

learning. From the firm’s purpose of read, information transfer is a vital tool for the performance

development and understanding the business principles. Without this the employee would not be

able to cope up different sorts of problematic situation. Knowledge transfer is a key to teach or

train the employees to make them skilled and effective so that they can perform well in future.

1.2.2 Impact of learning curve:

Learning exchange is the exchange of implied and functional information that is exceptionally

accommodating in enhancing their abilities. The best possible usage of learning curve and

learning appropriation helps the specialists to distinguish the performance crevices, construct a

more common sense vocation way and attain effectiveness in preparation. The victory in

attaining the centre HR qualities furnishes a focused point of interest for M&s.

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1.3 Learning Style and Theories

1.3.1 Contribution of learning styles and theories:

Learning theories give a hypothetical and scientific skeleton for the advancement of learning

occasions consistent with learning necessities. Learning styles identify the styles that

accompanied by people and the adjustability of employees in new working condition.

1.3.2Relationship among learning style, theory, event:

As employees possess characteristics totally different learning designs to different extents; a mix

of multiple learning designs is needed for a good output. Learning theories defines totally

different learning purpose of views and philosophies wherever learning designs defines the

acceptable ways that of distributing data and coaching programs to different people (Dessler C,

2006).The educational events area unit the sensible implication of the educational theories

developed in step with the various learning designs.

1.3.3Contribution of learning theory and event:

M&S improved and emulated learning hypotheses and styles to viably plan learning occasions

and methodologies. To arrange and outline a fitting learning occasion the inclination and

learning styles of people required to be cantered.

Task- 2 Planning and designing training and development

2.1 Training needs at different level:

For the distinctive organizational levels and positions M&s should plan diverse preparing

occasions. The preparation needs at administration, operational and client level for the directors

and workers are given below

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Management Operational Customer

Involvement in different

roles and positions to

understand job context,

widen career opportunities.

Give courage and motivation

for performance improvement.

Supervisors provide feedback

and suggestions for

improvements.

It helps to understand job

responsibilities.

Bring efficiency through

practical learning.

Provide practical experiences,

feedback on customer services.

To find out performance

skill requirements, gap.

Provide guidelines and

corrective measures on

performance

Provide effective customer

management tools and learning

materials.

2.2 Training Method

2.2.1 Analysing current training method:

M&S styles totally different coaching events for the workforces. The management gives

substance for the career development. Performance appraisal helps to boost performance in

keeping with normal performance level. Attachment below section managers aids them to grasp

job context, performance needs and significance. Workshops give the staff a tool for increasing

their productivity level.

2.2.2 Advantage & Disadvantage of current training methods:

Training techniques Advantages Disadvantages

Role-playing Staffs can understand

different job requirements

and responsibilities.

Workers might be reluctant to

change their work area and

role.

Performance coaching Provide corrective measures Inaccurate and inefficient

guiding may cause negative

17

on performance.

Courage and motivation for

making decisions.

improvement in performance.

Performance evaluation Identifies improvement areas.

Provide motivation to the

workers.

Underperforming staffs get

demotivated.

Performance may drop due to

inappropriate assessment.

Attachment to manager Understand management

role, responsibilities and

significance.

Irrelevant attachment may

confuse and discourage

workers.

2.3 Training Process and Development

2.3.1 Training and development for a group training event:

To increase the ability in ever-changing work surroundings and skills development a additional

sensible learning approach will be introduced. The coaching events are going to be a sensible

drawback analysis and resolution session. The session is going to be conducted by external

trainers at the operating premise. the value of the event won’t be too high as a result of the

session are going to be command at the operating zone and therefore the time consumed are

going to be balanced as to not hamper this output. Managers will observe the workers throughout

the session to find the matter areas and improvements.

2.3.2Training process of the event:

They will be presented with the coaches and fitting guideline, help and timeline will be given.

Specialists will begin working consistent with the given guideline and perform the undertakings

for the best conceivable outcomes, results and discoveries. The beginning discoveries and

17

dissection of the members will be censured and understood by the coaches for an improved

performance yield. The laborers will again begin contending their errands with a more enhanced

system and thoughts. Inside the timeline their discoveries, yield, performance, choices and

comprehension will be assessed and stacked up by the coaches. Chiefs will watch the entire

exercises and methodology to figure out the organizational issues, relations, possibilities and

brain science.

Task- 3 Evaluation of a Training Event:

3.1 Training Event

3.1.1 Evaluation methodology:

Evaluation is that the technique of assessing the goal headed actions, finding the outcomes and

therefore the improvement areas of the course. The methodology ought to be acceptable which

may be useful for the acceptable analysis of the coaching event. It might facilitate to re-design

the action-plan and coaching session for a more robust and desired output. The acceptable

qualitative methodology of analysis that may be used could be a series of queries which require

to be answered:

Motive of the program: Why the firm requires a training program? What is the

organizational necessity of the training program?

Design of the event: How the program will fulfil both organizational and employee

demand? What will be the process and content?

Motive of the employees: Why the employees need the training event? What they need

from the training facility? What skills they need to improve and develop?

17

Outcomes: 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 change in the overall performance of the employees in their

regular tasks seen as a measure of performance. This process is regular based worki

process through which the efforts given by the employees are observed to see that how

much the training provided to them has worked or not. Their performances have

be compared with the standard to find the lacking and how much they have departure

from the expected result. It will alos help to evaluate whether the training process is up to

the mark or not and what sorts of further actions have to be taken to accelerate the rate of

success in training process. This way is mostly practised through all the organisations and

well known process to evaluate and accomplish the process of documentation.

Knowledge sharing: What kind of knowledge sharing has been occurred among the

employees can be judged by the interview and discussion with the employees. Throuh

discussion judges can accumulate the knowledge that belong to the employee and they

have to speak them of their own accord and in this way they will be able to know the core

knowledge and ideas of the employees. It will help them to have clear view of the current

condition of the employees and it will also make clear to them that how much the

employee have learnt through y woll also understand the lacking the training. Through

this they will be able to make the raining process more efficient in future so that the

training pro will be free from lackings.

Customer observation: Employees performances are often related with customers. How

the employees are performing the customer service is often take into account. Because

customers are the main key to measure the performance as a whole, so from their

response it can be anticipated that how much effective the services provided by the

employees are. In order to achieve customer satisfaction employees will have to perform

17

in accordance with the need of customers. It is similar the way in which they are put in

different and difficult situations, then it has to be observed that how they can overcome

these difficulties. This way will surely evaluate their performance.

Observation by line managers: The actions of the participants and their tasks are often

observed by the line managers. Because they are responsible of their employees who

work under them and they are their mentors actually as well as they will have to work

with those employees, so they will better understand how to evaluate their performance.

Line managers have to measure or evaluate the result of work provided to the employees

to see that whether they have performed according to the process which has been

expected to perform the work.

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: To get a clear picture of the opinion and experience a few questions

can be asked to the participants or audiences so that the conscious view of them can come

out through these questions. Because it has been a established process through worldwide

that asking questions regarding the work which has been given to perform is the most

suitable and perfect way to bring out the output or results of performance that has been

accomplished.

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.

Without asking the appropriate person the whole process can not be successful as

expected. To whom the question s are going to be asked has to be verified whether the

person is suitable to answer those kind of questions or liable or responsible about those

sorts of works regarding the questions.

17

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). Because without asking questions

to different sorts of people the judgement or decision will be biased and the actual result

or output will not come out and the main goal will not be achieved.

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. Because without doing

this the main process will face problem to achieve the success which has been targeted or

fixed to gain.

3.2 Training event analysis and evaluation:

Employees finished effectively impart their discoveries and needing. Administrators watched the

flexibility rate, quality and the quality zones of people for suitable positions. Coaches gave

satisfactory guideline for an improved method for tackling issues. The reasonable practice and

undertaking furnished the employees with learning knowledge and investigating distinctive

obligations and tests.

3.3 Success of the evaluation method:

The strategy utilized for the appraisal of the occasion was very accommodating. The system

served to break down the discoveries and conclusions of the identified gatherings. Further

change and vital changes in the training occasion might be made with the assistance of the

assessment technique utilized as a part of evaluating the occasion.

Task- 4 Importance of Government-led initiatives:

4.1Government Role in training and development:

With the increasing significance of human resource development in organizations, the UK

government has begun to play an enormous role during this space. They initiate completely

17

different coaching events that assist the non-public and public companies in developing own

human resources. (Ghoshal, S., 1998). As big firms like M&S square measure nice contributors

to the UK economy, Govt. is functioning for a more robust output, potency and a lot of valued

performance of the staff. They need introduced a self-reliant learning method that is additionally

referred to as long learning technique. Through this system staff gets to be told from the

operating atmosphere through sensible coaching events and experiences.

4.2Impact of public & private sector’s competency movement:

Government, employees, managers, trainers, coaches all share their data and experiences that

enrich the data depth and competence development. All the parties’are causative vastly in a shot

to create eminent and positive movement of competence and data. Corporations tend to boost

their service quality, performance, productivity, registration in higher cognitive process and team

leading quality (Storey J., 2000). A significant plane company in United Kingdom ‘Virgin

Atlantic’ tend to supply the simplest quality client services. For this they improved their ideology

and geographic point culture for the staff, managers and customers. They take feedback

regarding the employees’ client service to search out issues and standardize the service. Most of

the organizations currently maintain friendly and co-operative operating surroundings for the

staff. Public sector is additionally attempting to revamp their human resource policies and

company culture on keep developing their personnel with the assistance varied varieties of

coaching facility.

4.3 Contemporary Learning

4.3.1. Assessment of contemporary training programme:

The training method was initiated by UK government to achieve a nonstop and steady

development within the extremely competitive scenario; the coaching method was quite

effective. The training system is sensible aiming at fast adaptation and development in necessary

ability and ability space (Salaman G., 2000).. The govt. conjointly designed qualitative learning

techniques for the workforces to develop their technical skills needed by the structure.

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4.3.2 Function of contemporary learning in M&S:

For M&S the cotemporary training system is incredibly useful for the more development and

progress of human resources and their capabilities. The workforces at M&S will adapt to ever-

changing operating setting additional fleetly, upgrade the performance as per the need through

modern learning technique. The training additionally helped to achieve the client expectation,

competitive advantage position and redoubled values.

17

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