LO1. Identify the employee knowledge, set of skills and behaviours required by HR professionals.
LO2. Explain various factors to be considered when implementing and analysing inclusive learning and development to drive sustainable business performance.
LO3. Develop knowledge and understanding to the ways in which high-performance working (HPW) gain the employee engagement and competitive advantage.
LO4. Identify the ways in which performance management, collaborative working and effective communication can support high-performance culture and commitment.
Business growth resultant into higher productivity and enhanced competitiveness and plays critical importance to the global economic recovery and future prosperity in general. Hence, the British Department for Business, Innovation and Skills currently published a report in which a considerable body of evidence represents that wider adoption of High Performance Work Practices (HPWPs) would improve a firm’s performance and contribute to growth.
Employees observed higher job satisfaction, motivation, involvement, commitment and greater opportunities for innovation and new ideas with such working conditions, environments and systems.
The system consists a coherent bundle of high performance work practices including Continuing Professional Development (CPD) which is the means by which professionals coordinates and enhance their knowledge and capabilities. The CPD initiative aims at encouraging people and organisations with the skills and knowledge to boost performance, as well as motivate change and unlock potential.
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The Whirlpool HPW Case:
Due to “company crisis” scenario which was observed in 2011, the North America Regional Staff of Whirlpool who are responsible for implementing organizational and strategic changes to sustain the company embarked upon a major restructuring.
The members was aware that the restructuring resultant into well-informed, timely decision-making, efficient, effective and cross-functional collaboration if the business was to move forward since the organisation was increasingly depends upon its members for innovation and productivity, and that simply being “effective” was not always enough.
The survey in Whirlpool observed that its team in the North America Region (NAR) on five core areas critical for exceptional team performance. These areas include; Shared Commitment to the Company Vision and Extraordinary Goals, Shared Accountability for Results, Transparent Communication, Constructive Conflict, Mutual Respect and Solidarity. With a clear understanding of what needed to be sustain with the restructuring, the NAR Staff became one of the first teams to ever engage in the HPT assessment process and to implement the necessary changes to ensure HPW.
The findings shoes that the Whirlpool employees in the course of a one-day team development session agreed to observed the following changes to improve team functioning:
- The complex and too-often unproductive weekly team meeting was streamlined by focusing on resolving the most urgent operational issues affecting the business.
- Any NAR staff member who had specific individual needs to address with the president or other team members did so outside of the team meeting, thereby avoiding personal conversations at the weekly staff meeting.
- Special off-site meetings were arranged so the NAR Staff could thoughtfully and creatively address strategic issues.
Also, these team-level changes, Whirlpool Staff made individual commitments to align their individual conduct and behaviour with the newly developed expectations of the team. Those who previously indulge in relative isolation agreed to engage with one another before taking certain actions and to self-improve their skills. What was implicitly playing out below the surface was openly put on the table in a fair but explicit way. This would help team members to engage in transparent communication and embrace personal ownership for the team’s performance.”
A second administration of the HPT showed the following:-
- Establish organisational commitment and long term goals.
- Communication with the team members and involving them into decision making process to encourage them towards goal.
- Team members shows an enterprise perspective even when executing our individual priorities.
4.Shared Accountability for Results
- Transparent Communication
Being a HR consultant for Whirlpool, it is required of you to make a report at the annual Confederation of British Industry workshop showing the ways in which performance management, collaborative working and effective communication can contribute high-performance culture and commitment.
Use appropriate sources to support the various principles, concepts and theories that will ensure effective training and development practices while addressing all the Los.
Consider the following:
- Conduct a mini-research to determine the appropriate and professional knowledge, skills and behaviours that are required by HR professionals in an organisation with special reference to the case study at Whirlpool.
- Examine a required personal skills audit to develop appropriate knowledge, skills and behaviours and develop a professional development plan for a given job role with special reference to the case study at Whirlpool.
- Evaluate the distinction between organisational and individual learning, training and development with reference to the case study at Whirlpool.
- Identify the need for continuous learning and professional development to drive sustainable business performance with reference to the case study at Whirlpool.
- Represent understanding of how HPW contributes to employee engagement and competitive advantage within the organisational situation.
- Analyse different approaches to performance management (e.g. collaborative working), and demonstrate with specific example in context to Whirlpool.
Addresses all the P1, P2, P3, P4, P5, & P6 to critically evaluate the content of the project.
|LO1. Identify the employee knowledge, set of skills and behaviours required by HR professionals.||LO1 & 2 D1 Provide 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 LO3 & 4 D2 Produce relevant 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.|
|P1. Explain appropriate and professional knowledge, skills and behaviours that are required by HR professionals||M1. Produce a detailed professional skills audit that demonstrates evidence of personal reflection and evaluation.|
|P2. Identify different personal skills audit to identify appropriate knowledge, skills and behaviours and develop a professional development plan for a given job role|
|LO2. Explain various factors to be considered when implementing and analysing inclusive learning and development to drive sustainable business performance.|
|P3 Evaluate the differences between organisational and individual learning, training and development||M2 Develop learning cycle theories to analyse the importance of implementing continuous professional development.|
|P4 Explain the need for continuous learning and professional development to drive sustainable business performance|
|LO3. Develop knowledge and understanding to the ways in which high-performance working (HPW) gain the employee engagement and competitive advantage.|
|LO4. Identify the ways in which performance management, collaborative working and effective communication can support high-performance culture and commitment.||M3 Evaluate the advantages of HPW with the help of relevant organisational example.|
|P6 Analyse different approaches to performance management (e.g. collaborative working), and demonstrate with specific examples how they can support high-performance culture and commitment||M4 Critically examine the different approaches and make own views on how effective they can be to help high-performance culture and commitment.|