SOLUTION AT Australian Expert Writers
Task 1: Learning Outcome 1&2
=Determine appropriate and professional knowledge, skills and behaviours that are required by HR professionals.
=Analyse a completed personal skills audit to identify appropriate knowledge, skills and behaviours and develop a professional development plan for a given job role.
= Provide a detailed professional skills audit and professional development plan that demonstrates evidence of personal reflection and evaluation.
= Analyse the differences between organisational and individual learning, training and development.
= Analyse the need for continuous learning and professional development to drive sustainable business performance
= Apply learning cycle theories to critically analyse the importance of implementing continuous Professional development.
= Produce a detailed and coherent professional development plan that appropriately sets out learning goals and training in relation to the learning cycle to achieve sustainable business performance objectives.
Continuing professional development (CPD):
What does this mean?
How do we engage in CPD?
How and why should CPD be recorded and evaluated?
Frameworks for CPD:
As a means to structure CPD activities and to provide opportunities for reflection and evaluation.
Consider this as a philosophy and a concept. Using reflective learning to gain a deeper and objective insight into levels of performance in comparison to levels of expectation.
Feedback for learning:
Using feedback as part of the learning cycle where feedback informs reflection which in turn informs action
Supporting organisational and individual learning:
Learning should be focused on strategic and tactical goals and informed by, for example, GAP analysis or a skills evaluation. Consider how learning is determined and implemented.
The learning organisation:
The use of formal and informal learning across an organisation to develop individual, team and organisational skill sets.
Training or development:
Training as a one-off event or series of activities is different to development which has a more protracted timescale and builds on the skills and knowledge gained during training. Should organisations focus on training, development or both?
The learning cycle:
Recognising that learning is continuous through the use of learning cycle theories developed by Kolb, Honey and Mumford and Lewin. Barriers to learning:
Recognising the various environmental, physical, psychological and cognitive barriers and how to overcome them.
You need to create a development portfolio which shows your ‘own’ learning progress and acquisition of key skills. The portfolio should include evidence for the planning and monitoring of progress towards the achievement of personal and professional objectives. You are preparing to apply for a position for the external Learning and Development Consultant of an organisation of your choice- Wren Kitchens, Barnardos, other UK based company.
Please refer to the following advertisements for job positions in the following organisations and use one of them or something similar:
Students are to produce a portfolio must contain the following documents:
***Job Advert, Skills Audit, Development Plan and a Development Record… you CV can also be included to back your progression***
Determine appropriate and professional knowledge, skills and behaviours that are required by HR professionals.
Analyse a completed personal skills audit to identify appropriate knowledge, skills and behaviours and develop a professional development plan for the external Learning and Development Consultant.
Analyse the differences between organisational and individual learning, training and development.
Analyse the need for continuous learning and professional development to drive sustainable business performance
Apply learning cycle theories to analyse the importance of implementing continuous professional development.
–Produce a detailed and coherent professional development plan that appropriately sets out learning goals and training in relation to the learning cycle to achieve sustainable business performance objectives
Submission Format: The submission is in the form of a portfolio. This should be written in a concise, formal business style using 1.5 spacing and font size 12. All work must be supported with research and referenced using the Harvard referencing system.
The recommended word limit is 2,500-2,700 words
Task 2: Learning Outcome 3&4
= Demonstrate understanding of how HPW contributes to employee engagement and competitive advantage within a specific organisational situation.
= Analyse the benefits of applying HPW with justifications to a specific organisational situation.
= Evaluate different approaches to performance management (e.g. collaborative working), and demonstrate with specific examples how they can
support high performance culture and commitment.
= Critically evaluate the different approaches and make judgements on how effective they can be to support high performance culture and commitment.
= Provide valid synthesis of knowledge and information resulting in appropriate judgements on how HPW and mechanisms used to support HPW lead to improved employee engagement, commitment and competitive advantage.
High-performance working (HPW):
As a concept, philosophy and approach to developing and supporting strategy development, competitive advantage and improving employee relations.
What characterises a HPW organisation (HPWO)?
How is this beneficial to employees and the employer?
What barriers may exist to HPW?
High-performance HRM practice:
How are the two related?
Which informs which?
What impact does the desire to achieve HPW impact of HR practices?
HPW and external stakeholders:
How will HPW be perceived and viewed by internal and external stakeholders?
Partnerships in a HPWO:
Consider who will be able to support HPW in an organisation?
The use of HPW champions to act as catalysts.
How do you sell the concept of HPW to those who will be facilitating this?
Performance management (PM):
As a concept and a process.
What constitutes effective PM?
How does effective PM inform learning and development at the organisational, team and individual level?
Differences in PM systems.
How this can be both a facilitator and barrier to effective PM. The use of internal collaboration to deliver effective PM. Transformation process:
Use PM to transform organisations. How this is achieved would depend on factors such as scale and size of the organisation, its geographic dispersal and competing challenges. The latter could be the requirement to remain strong in the market, to make a profit or to meet customer expectations during a period of transformation.
The developmental approach to PM:
Separating development from evaluation where the developmental approach considers stages in development and how these are achieved through the setting of criteria, the imposition of systems and an incremental approach to achieving developmental aims.
You have now been recruited as an external Learning and Development Consultant of an organisation you have selected for task 1. The Director of Human Resources of this organisation requires you to produce an individual report which must address the following question:
‘To what extent does the organisation effectively utilise learning and development to support individuals and teams to help it to operate high-performance working (HPW) in a high- performance culture?’
You are required to demonstrate the use of critical thinking to support a conclusion that justifies your arguments. The report should cover the following:
– Demonstrate understanding of how HPW contributes to employee engagement and competitive advantage within a specific organisational situation.
Analyze the benefits of applying HPW with justifications to a specific organisational situation.
Evaluate different approaches to performance management (e.g. collaborative working), and demonstrate with specific examples how they can support high- performance culture and commitment.
Critically evaluate the different approaches and make judgments on how effective they can be to support high- performance culture and commitment.
Provide valid synthesis of knowledge and information resulting in appropriate judgments on how HPW and mechanisms used to support HPW lead to improved employee engagement, commitment and competitive advantage.
FRIEDMAN, A. L. (2012) Continuing Professional Development: Lifelong Learning of Millions.
MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: A Practitioner’s Guide for OD and HR. London: Kogan Page.
STEWART, J. and ROGERS, P. (2012) Developing People and Organisations. London: CIPD.
European Journal of Training and Development International Journal of Training and Development Organisation Development Journal
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