I

An

Assignment on

Human Resource Management

Of

Marks and Spencer

Submitted by:

Name:

Id:

Submitted to:

Date of Submission:

II

Table of Content:

Executive summary iii

Task- 1 Learning Types 4

1.1 Sorting of leaning types 41.2 Performed learning methods in M & S 51.3 Learning Curve 51.4 Effect of Learning curve 6Task- 2 Training and Mentoring 7

2.1 Categorising training at different level 72.2 Present training method 82.3 Positive and negative aspects of current training methods 82.4 Training Recommendation 92.5 Training course of action 9Task- 3 Training and development 93.1 Methods of evaluation 93.2 Estimation of coaching and mentoring interventions 103.3 Scheming evaluation programmes 103.4 Papers used for assessment 113.5 Identifying the progress of assessment 11Task- 4 Government facilities 114.1 Govt. role in training 114.2 Impact of competency movement in public & private sector 12

Referrences

Executive Summary

III

Marks and Spencer is a famous and renowned company in UK. They have been performing

and fulfilling customer needs with their 361 retail stores since 1884. They have around 65000

employees around all the retail stores. Because of competition and surviving in market they

had to face undesirable circumstances. To get rid of this problem they impart training and

coaching among their employees so that the employees can adapt with different work needed

in crisis. They provide various kinds of training such as on-the-job and off-the job training.

This helps the employee to enhance their ability and skills. An idea has been created here

which is going to mention an idle of training process as well as the initiatives of the

government to help and enhance facilities of training and learning. 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. The organization construction of Marks &

Spencer is not a tree but rather trodden so as to give the employees more room to work and

have direct communication with the decision making legislatures of the organization so the

employees can burgeon in their respective fields of work.

4

Task-1

Learning Types

1. Leaning Types: Due to excessive competition, M & S had to develop new business

strategies and ideas for the competitive era. This changing environment brought immense

challenge to the employees. People learn in their individual ways. According to individual’s

taste they can be classified in different categories so that the training process can be highly

effective.

1.1 Sorting of learning types: Honey & Mumford (1986) has identified 4 different learning

types- theorist, activist, reflector and pragmatist.

Activists: Activists are likely to be without biasness in new experiences. Their

philosophy is: "I'll try anything once". They tend to act first and consider the consequences

afterwards. Their days are filled with activity. They tackle problems by brainstorming. As

soon as the excitement from one activity has died down, they are busy looking for the next.

They are gregarious people constantly involving them-selves with others but, in so doing,

they seek to centre all activity on themselves.

Pragmatists: Pragmatists tends to try out new ideas, theories and techniques to see if

they work in practice. They view problems and difficulties as a "challenge". Their philosophy

is: "As long as it works, that's fine." - although they may also be keen to experiment to find

better ways to do things. They positively search out new ideas and take the first opportunity

to experiment with applications. They tend to be impatient with ruminating and open-ended

discussion. They are essentially practical, down-to-earth people who like solving problems

(often through trial and error). 

Theorists: Theorists think through problems in a logical, step-by-step fashion. They

assimilate disparate facts into coherent, holistic theories. ".  They tend to be detached,

analytical and dedicated to rational objectivity rather than anything subjective or ambiguous.

They may rigidly reject anything that does not fit in with their own particular mind-set.

They tend to be perfectionists who do not rest easy until things are tidy and fit into a rational

scheme. They like to analyse and synthesise. They are keen on asking questions and

challenging assumptions. Their philosophy is: "If it's logical then it's good."

5

Reflectors: Reflectors collect data, both first-hand and from others, and prefer to

think about it thoroughly before coming to any conclusion. They tend to adopt a low

profile and have a slightly distant, tolerant unruffled air about them. Their philosophy is to

be cautious. They are thoughtful people who like to consider all possible angles and

implications before making a move. .  They tend to postpone reaching definite conclusions

for as long as possible. They enjoy observing other people and prefer to take a back seat in

meetings and discussions. They listen to others before making their own points

1.2 Performed learning methods in M&S: M & S always try to identify the abilities

to be developed in employees. They provide performance coaching to impart practical

knowledge among employees. They conducted various kinds of learning methods such as on-

the-job and off-the job training methods. In on-the-job training managers are employed in

different posts to increase their potentiality. Employees are to also take part in off-the-job

training which enhance their knowledge and experience. Both help the employees to be

confident and courageous and perform well. The efficient and effective training can only

ensure the ultimate success of the organization as M&S is also following. The learning style

followed by M&S is a part of their training scheme for the employees to adjust their business

strategy. The pragmatist style is a challenging and strenuous style providing the employees

with much room for improvement and development of confidence.

1.3 Learning curve: The learning curve, also referred to as the productivity

experience curve, represents the improvement in an employee's production or work output as

he learns the steps involved in each task (Huang 2001). As the learning curve takes effect in

your retail employees, you can expect to see a nicer-looking, more organized display of

merchandise, fewer mistakes made due to lack of experience and an increase in sales. All of

these things add up to a more productive business with employees who feel confident in the

job they're doing.

Learning curves are important in a variety of business applications, especially manufacturing.

The learning curve theory is a relationship between unit production time and the cumulative

number of units produced. As individuals or organizations collectively repeat a particular

6

process, they gain skill or efficiency from their experience and production time

improvements result.

The learning curve theory is based on three assumptions: (1) the amount of time required to

complete a given task or unit of a product will be less each time the task is undertaken, (2) the

unit time will decrease at a decreasing rate, and (3) the reduction in time will follow a

predictable pattern. This is often referred to as "practice makes perfect."

The employees of M&C had to face challenge because of new change in strategies and

requirements. To develop skills and business competencies they cope up to bring growth in

learning curve. (Gilly et al. 2002).

1.4 Effect of learning curve: Knowledge transferring isn’t mere communication; it’s

the distribution of implicit and practical knowledge that helps workers to improve their

abilities (Bergenhenegouwen 1996). Transferring knowledge effectively and using learning

curve facilitated the employees in identifying performance level in technical expertise and

proficiency, being able to establish a realistic career objective, participating in making more

effective decision and gaining productivity. These improvement areas in learning and skills

resulted in a competitive advantage situation for M & S. Through learning curve we can

easily find out the flaws and effective measures to solve and move towards the targeted goal

with more skilled and efficient employees.

7

Task- 2

Training and Mentoring

2.1 Categorising training at different level: Marks and Spencer needs diverse

training styles at different level of its action. It has created a family-friendly working

environment for the staffs. M&S conserves a helpful working situation to feel their

employees as a part of whole. The all three management level , customer level and most

importantly operational level training makes the employees more efficient and the trigger of

ultimate success can be pulled from all around. Role playing helps them to recognize 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

management always search for better and better-quality learning tools for their personnel that

would be more appropriate for their firm and their detached.

Cust

omer

Lev

el

Problem solving, effective customer service

Man

agem

ent L

evel

Performance improvment, planning career objective

Ope

ratio

n Le

vel

Performance evaluation

8

2.2 Present training method: The management of M and S always search for better and

upgraded learning tools for their employees that would be more appropriate for their firm and

their objective. Marks & Spencer stimulate the employees to build effective career objective

(Liao 2005). They evaluate their actual performance level and suggested how much

development is required. Role playing benefits them to recognize the responsibility and skill

in new position and context (Gilly et al. 2002). Off-the-job training events like workshop,

workbook facility are planned to improve efficiency and skills. This training event will

energize the employees to take part in decision making and increase the ability to provide

more realistic analysis and solution.

2.3 Positive and negative aspects of current training methods:

Training methods Positive aspects Negative aspects

Performance

appraisal

Get motivation for better performance.

Helps the employees to find out their

progress in skills and competencies.

Employees can then identify what they

skills they required to meet the standard.

Employees facing problem in

improvement are demotivated.

May demotivate the under-

performing employees because

of the feeling of disgrace.

Induction Provides a description on the firm,

objectives, culture and expectations.

Help to understand the role and

responsibility criteria.

Deviation between the actual

scenario and, management

statement might result in

negative responses and high

turnover.

Role playing Recognize responsibilities and skills for

different role. Aids the employee to find

out what it takes to be successful in a

management or different role

Staffs who don’t want change

in duties, criteria are

demotivated and performance

degrades.

Discussion Helps employees to build career plan,

understand new challenges.

Help manager to design specific training

programme as per requirement.

Supporting role from the

management needed otherwise

employee won’t be able to

develop plan.

9

Workshops Provide learning materials, experiences to

increase competency and value. Are held

to provide the employees with learning

materials to practice and get an idea

about their skill and performance

requirements

It consumes more cost and

success depends on the

participants how well they can

receive the message.

Performance

coaching

Evaluate performance, identify

development areas and provide courage

for decision making.

Biased or inaccurate coaching

may result in negative

development and judgement.

2.4 Training recommendation: I will try to arrange a training which will be based on

assessment the ability of taking correct decision in different circumstances. It will not be

regarding their own sectors rather responsibilities and duties of other sectors will be given to

them to be accomplished. In this way it can be acknowledged that how much efficient they

are for other sectors. They will be competent to cope up with different circumstances and

carrying out responsibilities in distress. They need motivation to be participated. (Liao

2005). This training experience will invigorate the employees to take part in decision making

and increase the ability to provide more genuine analysis and resolution. So if needed the

extra motivational events can be arranged for the betterment of the firm.

2.5 Training course of action: Experts and management will conduct the whole training

programme. It should be arranged in a comfortable place where the employees can take part

easily without any subterfuge (Budhwar 2000). Different organization roles of different

sectors will be distributed to the employees of other sectors. Experts will assist them to

perform the tasks. Experts and management will try to identify scope of responsibility.

Experts will try to improve the skills of the employees. To motivate and inspire the

employees’ appraisal and reward will be provided. This outcome will be circulated amongst

the management and they will let them recognize which area they must expand. Again time

will be delivered to re-shape the discoveries and the final compliance will be adjudged and

inspected by the entire team. Through argument and Q&A session managers will decide

10

which resolution was most appropriate and will be commenced. These every steps really

bears the ultimate importance and the successful execution of the all these steps can make the

goal fulfil and can make an effective human resource for the future.

Task- 3

Training and development

3.1 Methods of evaluations: For the evaluation of the result of the training event I used

different methodology (Gilly et al. 2002). To find out the efficiency and effectiveness of the

event and how successful the training program was I will assess various factors, costs and

benefits ratio to decide the continuity and changes of the program. I used a framework to

evaluate the program in five steps which provide analysis on the program. The program is

judged at 5 different criteria to find out whether it has met the need or not. This ‘Five tiered

approach’ defined by Jacobs. F. (1988). The agenda appraises a program in five stages and

equates the actual output with the projected outcome of the program.

1. Need evaluation : It helps to define the problem. It ensures the necessity of the

training.

2. Monitoring the participation: It helps to select the targeted participants and what

facility should be provided and how much they are participating can be known.

3. Program interpretation: It’s the review at different level to know how the program

can be more effective.

4. Improvement: Identifies the development of the participant- how much the

participants are improving?

5. Program effect: The consequences of the training event in the long-term can be

identified through this process.

3.2 Estimation of coaching and mentoring interventions: Coaching and mentoring are

been used as tools of learning and development (Bloch, 1995, and Leedham, 2005) however

they are also some of the interventions that are the least likely to be evaluated (Industrial

11

Society, 1998 and Leedham, 2005). This position does not appear to have changed as in the

CIPD (2008) survey only 8% of L&D respondents evaluate the effectiveness of coaching

through a formal evaluation process. Whilst some exceptions exist such as Paige (2002) it

remains evident that there is little empirical evidence in this area. Response from the

instructor and trainers will be taken after each training event ends to know what they think

about the plug-in. Carefully observe the happenings and partaking of the employees and

effects of internal and external factors on the training event. How excellently employees

apply their learning in customer service. Through the training event employees get to learn

different factors in the organization environment including customer service through problem

cracking and argument.

3.3 Scheming evaluation programmes: The assessment method used to measure the

program is a combination of quantitative and qualitative methods. I applied three approaches

to detect the gap at various levels of the event.

i. Trainer criticism: Criticism from the trainer through direct conversation will

bevery helpful to evaluate the pros and cons of the program designing to make

necessary corrections.

ii. Observation: Cautiously observe the accomplishments and involvement of the

participants and influence of other factors on their activities and the training event.

iii. Customer feedback: How workers were able to use the learning from the training

in customer service is evaluated. By participating in the training session

employees learned various elements in the structural atmosphere including

customer service. Customer feedback through questioner, complaint box service,

appraisal facility will show if there was any progressive change in the customer

service.

3.4 Papers used for assessment: To assess the training session different factors are analysed

and considered. Results of these factors justified how the training event was assessed and the

effectiveness of the event.

i. Quality: Whether the service and product quality is standardized or not is

evaluated.

ii. Customer service: To know how customer service is developed and attains the

customer valuation of the company.

12

iii. Production effectiveness: The event aims at bringing effectiveness and

enthusiasm in performance. The productivity is assessed in the evaluation

procedure.

iv. Increment in sales: Positive or negative impact on the productivity of the training

event is analysed to detect the success of the event.

3.5 Identifying the progress of assessment: Through the five steps derivation can be

detected. The Five tiered assessment technique was very beneficial to assess the achievement

of the event in real life work setting. The system appraised the expected advantage and actual

profit to sort out the alteration and probability of the training event. Throughout the

assessment procedure employees, managers provided their problems and life-threatening

activities of the training event that affected unpleasantly in their development process. Thus it

was easy to figure it out the cost-benefit ratio to decide on whether it will continue or not 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. More logical and

analytical improvement was made in order to receive a better output and result in

performance.

Finally it can be identified whether the assessment was successive or not. Additional

requirements also can be guessed through this way.

Task- 4

Government Facilities

4.1 Govt. role in training: As business firms play a vital role in the economy of the country

The UK government contributes in training and developing the staffs of private companies

(Farquharson&Baum 2002). Training programs are run to improve the abilities of employees

and reach the performance standard. M&S is also a most popular brand so Gov. provides all

kinds of facilities to impart training. Lifelong learning system is encouraged by the Govt. and

firms to encourage the employees to learn through self-motivation. The UK government own

13

a noteworthy role in the training and improvement of the employees of private companies.

Govt. position training programs through skilled trainer to make sure the employees can

develop and reach at least a smallest standard of performance. M and S is a giant vendor firm

in UK; so UK govt. should concern about the internal development of the firm’s

performance. To do so they need to take the accountability to take the presentation to a

standard level. Enduring learning is the self-motivated learning by the employees. Govt.

participation in training can aid the staffs to detection knowledge from the working

environment.

4.2 Impact of competency movement in public & private sector: Movement skill and

competency has forced other private and public firms to take performance gap into account

for improvement. Private companies are concentrating and developing this sector to enhance

the competencies which will ultimately bring competitive advantage. The firms are working

on improving incompetency and inefficiency in performance like poor service quality,

inefficient production, low motivation etc. which is a competitive disadvantage. A private

consulting organization named Deloitte gives a huge effort in training and development of

their employees. They maintain a faster learning curve to develop and match their skill and

ability quickly. The learning is a continuous process and recognition is given to grow the

confidence. The overall employees’ skill and performance possess a greater influence on

industry and the economy; the public firms are also improving their manpower to gear up

their performance. For example ‘East Coast Trains ‘and many others are continuously

working on improving the skills, service quality and performances.

4.3 Assessment of contemporary training launched by UK government that influenced

the HRD such an organization like M&S:

Assessment of training: The training is occupational and designed at quick learning on

different areas of a business. Consuming an empathetic on the contemporary situation

and forthcoming panorama UK govt. strategies different qualitative training programs

for different firms. This fashionable training facility is quicker process of expansion

in the defenceless working troposphere. As the economy is pretentious by the

performances of the employees in all firms, the Govt. has been putting further

14

possible effort in conniving the best learning options to the firms as per the type of

learning needs.

Role of contemporary learning: For Marks and Spencer training initiatives are very

necessary for further development and in advance reasonable advantage. M&S has

industrialized and different their core values and to make it successful they need

definite training facilities for their workforces. This cotemporary training will aid the

employees to quickly adapt to the changing environment. The training is appraised

concentrating the expectation of customers, competitive position, market condition,

and future viewpoint and adaptability factors. Sooner adaptableness is possible with

the active involvement and effective employment of contemporary knowledge events

as per the firm’s structure and employees require.

Conclusion: M&S really strives hard for the excellence by making effective and efficient

workforce through some needed and beneficial training program. It is one of the companies

whose training program of the employees includes both on-job and off-job training thus

allowing the employees to adapt easily to the working conditions and to be able to show them

their whole potential they have in store and not mess everything up due to pressure and

nervousness Marks and Spencer is a foremost vendor firm holding a high effect on the UK

economy. The management bring different services for a faster performance adjustment of

workers. These helped the firm to stay and fight in the highly competitive market gaining

more customer contentment and loyalty. The friendly environment helps the personnel 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

difficulties for effective application of theories and ideologies. The workforces can be at their

best recital level if management provide full support to them and to their organizational

structure and work environment. Thus the ultimate goal can be achieved by the execution of

all these plans and uphold the image of the company M&S more brightly.

15

References:

Farquharson L. and Baum T. (2002) Enacting organisational change programmes: a centre

stage role for HRM?, International Journal of Contemporary Hospitality Management,

Vol. 14 Issue 5, pp.243-250

Liao Y. (2005) Business strategy and performance: the role of human resource management

control, Personnel Review, Vol. 34 Issue 3, pp.294-309

Gilly, J., Eggland, S.&Gilly, A. (2002). Principles of Human resource management New

York: Basic books [online] collected

from-http://nhokanson.wordpress.com/2007/02/01/definitions-of-human-resources-

human-resource-management-and-their-relation-to-human-resource-development/

Budhwar P. (2000) Evaluating levels of strategic integration and devolvement of human

resource management in the UK, Personnel Review, Vol. 29 Issue 2, pp.141-157

Huang T. (2001) the effects of linkage between business and human resource management

strategies, Personnel Review, Vol. 30 Issue 2, pp.132-151