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Table of ContentsINTRODUCTION .............................................................................................................................. 3TASK 1............................................................................................................................................... 31.1 Concept of learning curve...................................................................................31.2 Comparison of different learning styles................................................. 41.3 Assessment of designing induction programme........................................4

TASK 2 .............................................................................................................................................52.1 Comparison of training needs at different level of Green &Co. ............................................................................................................................................... 52.2 Advantages and disadvantage of training methods..............................62.3 Training and development plan for the staff at variouslevels...........................................................................................................................................7

TASK 3............................................................................................................................................... 83.1 Evaluation of induction training programme..........................................83.2 Assessment of the success of the evaluation........................................83.3 Review of the induction training programme..........................................9

TASK 4............................................................................................................................................... 94.1 Government's objective for apprenticeship.............................................94.2 Assessment based on competency.....................................................................101.3 Government objectives for the apprenticeship and its benefitto Green & Co. in recruitment.................................................................................10

CONCLUSION................................................................................................................................... 11References................................................................................................................................... 12

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INTRODUCTIONHuman resource development is a vast area which consists of training

and development programmes provided by the organisations to theiremployees for enhancing their skills, abilities and knowledge. Companies applythe process regarding the human resource development at the time of hiringmake employees better than before (Bratton and Gold, 2012).

In the present study, Green and Company is taken into consideration.This file consists of learning theories, learning style as well as plans fordesigning training and development programmes. Along with this, presentstudy also consists of the evaluation of training events and the role ofgovernment in lifetime development. At the end, study is concluded with thehelp of key findings and appropriate measures.

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TASK 1

1.1 Concept of learning curve

Green and Company is facing various challenges in its workingenvironment. It needs to conduct training and development programs fordeveloping the skills and abilities of its employees. Learning plays an importantrole in improving the performance of employees and new candidates. Theinduction program of Green and Co. helps employees in understanding theexpectations of company from them. Mission, vision and goals of the companyare explained by the induction programmes which later motivate employees toimprove themselves and learn new things. It is a step by step process forimproving the skills and abilities of employees (Chen and Huang, 2009).By learning curve, employees can able to monitor changes in themselves. This

Illustration 1: Learning curve(Source: Chapters of a whole event, 2013)

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curve helps them in identifying that whether the applied changes are beneficialfor the employee or not.

Employees improve themselves by learning working styles, policies,procedures and employee's rights of the company. Through this learning curve,employees can bring improvement in their performance and working efficiency.Transfer of information from the induction programmes encourages employeesand new joinees to contribute in the success and growth of Green and Co. Thislearning results to create various opportunities for the employees and givesnew direction to their career (Khan and Sheikh, 2012). The horizontal axis ofcurve represents the experience of employees with respect to the time andvertical axis of curve shows the learning or proficiency of employees and newcandidates.

1.2 Comparison of different learning stylesThe induction programmes of Green and Co. is conducted only for two

days. In these two days, firm wants to cover all the factors such as history,mission, vision, goals and objectives. Along with this, company also wants toexplain ethics, morale as well as values of the working environment to thecandidates (Knowles, Holton III and Swanson, 2014). By using appropriatelearning style, company can enhance the skills, abilities and knowledge ofemployees effectively and efficiently. Various styles which firm can be used areexplained below.

VARK model: This model is one of the popular models used byorganisations for understanding learning styles of individuals. This modelhas four elements i.e. visual, auditory, reading or writing and kinaesthetic.In this style, company can use videos, presentations, reports, audio and

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many more for explaining things to new employees (mé, 2011).Kolb Learning style: In this style, individual learns new things by doingexperiments, various researches, observations along with collectingvarious information. This style has four parts I.e concrete experience,reflective experience, abstract experience and active experimentation.Green and Co. can visit their new employees to its various departmentsfor understanding them about the operations and other things effectively(Reed, 2001).

v

Myers-Briggs Learning style: This model consists of four stages i.e.extroversion versus introversion, sensing versus intuition, thinking versusfeeling and judging versus perceptive. Firm can apply this learning stylefor explaining things as per the thinking, perception and feelings of newworkers (Learning Style, Play, and On-line Interactive, 2007).

1.3 Assessment of designing induction programmeUse of various learning style can improve the induction programmes of

Green & Co. Selection of learning style depends upon the company and itsenvironment. If, it uses VARK model for explaining the working environment offirm then it becomes easy for new employees to know company and other




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elements such as its history, policies, procedures, techniques, employee'srights, health and safety regulations, etc. By using this style, new workers canable to understand the market position of firm along with its market reputation(Budhwar and Sparrow, 2002). These all information help them in enhancingtheir skills, abilities and knowledge as per the requirement of enterprise.

By proper guidance and monitoring, new staff try to face new challengesand risks which later helps them in increasing their confidence and motivationlevel. With the help of proper observation at the time of visiting, new workerscan understand the working of company. These all information help newcandidates to improve the skills of themselves and to perform well forachieving the goals and objectives of Green & Co (Bratton and Gold, 2012).

With the use of different styles, Green & Co. can provide all theinformation to the new workers for influencing them in order to do quality work.This induction event results to create a learning habit among the new workerswhich is a good thing for them. By using appropriate learning style, firm canable to learn new things to the new candidates in an effective and appropriatemanner (Johnson, 2001).

TASK 2

2.1 Comparison of training needs at different level of Green & Co.Training and development plays an important role in developing the skills,

abilities and knowledge of employees regarding the particular work. There arevarious kinds of training such as e-learning, classroom training, case study, roleplays, coaching and many more which organisations can use for theiremployee's improvement and enhancement (Burr and Pearne, 2013).

According to the given case, Green & Co. is providing training to their

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employees of three categories i.e. graduate trainees, new line managers andexperienced existing managers. The purpose of this training program is todevelop the skills and abilities of employees and to increase their careeropportunities. Training needs of each category is differ from other so firm needsto identify training needs effectively and then implement appropriate trainingmethod.Comparison of training needs at different level is as follows.

Graduate Trainees: Training needs of graduate trainees is to build theirconfidence and improve their skills by using practical ways such as roleplays, case studies, etc. in order to improve their decision making skills ,risk handling skills (Cassidy, 2006).New Line Managers: Training needs of line managers is to developtheir technical skills, production and sales skills regarding the quality ofshoes, proper utilization of resources, requirement of new machines anddevices, etc.Experienced Existing managers: Training needs of existing managersis related to motivate them, observation of the performance of the otherworkers, team management, time management, relationshipmanagement, risk management, etc for their development (Chatzoglou,2008).

2.2 Advantages and disadvantage of training methodsGreen & Co. is using various training methods for fulfilling the training

needs of employees. This training programme can provide various benefits tothe organisation and its workers as well. If we talk about the advantages of

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business then firm can improve its quality of shoes, increase its market position,earns high revenue, improve its working environment, time management andcan introduce new machines for improving the performance and quality (Dann,2012). Along with the firm, workers can also get benefits from this trainingprogram as it results to enhance their skills, capabilities and information. Thistraining program can improves the performance of workers and bring lots ofconfidence in them.

For taking advantages of training programmes, Green & Co. can use onthe job and off the job training. Each type of training have its own advantagesand disadvantages which are explained below.On the job trainingAdvantages:

It give more emphasis to motivate trained for improving their skills andperformance.It is an informal type of trainingIt's more focus is on the jobless expenses (Deckop, 2006).

Disadvantages:

It is not organised in appropriate manner.There are risks of accidents or some other hazardousCandidates does not get practical knowledge related to their trainingwork.

Off the Job TrainingAdvantages:

It provides practical knowledge to the employeesIt makes employees to face the challenges of real world (Guest, 2001)

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Disadvantages:

It is a formal trainingIt is more expensive than on the job trainingCandidates motivate less in this training as compare to the on the jobtraining (Hughes, 2002).

2.3 Training and development plan for the staff at various levelsGreen & Co. needs to plan their training and development programmes

for achievig the planed objectives. It is providing training to new graduatetrainees, new line manager and experienced managers. The steps which are tobe followed by firm for planning their training and development program are asfollows.

Identification of the needs: The first step of Green & Co. is to identifythe needs of training at the various levels. Higher authorities can identifyneeds by conducting meetings, discussions with the employees, etc(Johnson, 2001).

Setting of training objectives: After identifying the training needs,next step is to set objectives for the training programme. Theseobjectives should be related to the three categories of employees so that




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they can improve themselves. The main objective can be development ofvarious skills such as technical skills, communication skills, timemanagement skills, etc.

Selection of appropriate learning and training method: In this step.Green & Co. needs to select the appropriate learning style and trainingmethod for developing the 3 categories of workers. By using properlearning style, firm can able to convey its message appropriately andeffectively to the employees (Reed, 2001).

Preparation of Plan: After collecting all the above information, Green &Co. needs to prepare plan for their training programme. This plan shouldhave information related to the training venue, professionals and expertswho are conducting sessions, tools and techniques required for thetraining and other equipments .

Plan Implementation: In this step, the whole plan is beingimplemented by the company for its two days training programme for the3 categories of workers.

Evaluation and controlling: The evaluation of the training programmeresults firm to notice the improvement in the performance of theemployees and also helps in controlling various mistakes and problems(Knowles, Holton III and Swanson, 2014).

TASK 3

3.1 Evaluation of induction training programmeIn order to evaluate the effectiveness of the training programmes few

techniques have been used. They are as followed.

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Questionnaire- This method requires the manger to create aquestionnaire based on the training event. The employee will have toprovide a feedback, of the training program. Both positive and negativepoint can be added to the questionnaire (Burr and Pearne, 2013). This

helps the manger to evaluate effectiveness of each training programmeson individual basis. As one to one interaction id done while questioning abetter feedback can be generated from the employees.Cost benefit analysis- This technique helps in evaluating the costadvantage generated from the training programmes to the employees.The manger can access as to what monetary benefit was received by theemployees through training and development programme. Thistechnique is also helpful in identifying the feasibility of the trainingprogramme (Chatzoglou, 2008). As the manger can compare between

different training programmes, he/she can analyse as to which one isbest among the others.Quality circle- This circle is a group of employees receiving the sametraining and development for their respective job. These employees in agroup provide feedback and suggestion to improve the training anddevelopment programme for the Green and Company (Bratton and Gold,2012). Workers or employees implement various suggestion to the Greenand Company in order to improve their performance.

3.2 Assessment of the success of the evaluationIn order to assess the success of the evaluation technique following

method is used.

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Formative Assessment- This assessment is done throughout the trainingand development programme (mé, 2011). The manager tries to seekfeedback from the employees in between the training program. Quizzes,test and oral question are asked in order to identify the successfulness ofthe training program. The main aim is to identify whether the employeesare able to achieve learning from the training or not.Summative assessment- This assessment is carried out at the end of thetraining and development programme. As they are evaluative theysummarize the learning from the training programme. The employee isasked as to what he/she learned from the training and how he/she maybenefit from it. In many cases, grades are allotted to the employees whoperformed well in the training programme (Cassidy, 2006). Through

this the manager identifies as to which employees successfullycompleted the training programme and who failed to the same.Formal and Informal assessment- Formal assessment is done with thehelp of a written document. The manger asks the employees questionand interrogates him/her about his/her experience of the trainingprogram. On the basis of that manage identify the performance of theemployees (Khan and Sheikh, 2012). By doing formal assessment themanger is able to find out the loopholes that occurred in the program. Ininformal assessment the employee is casually asked about the trainingprogram. This may done during breaks or without any officially notice.

3.3 Review of the induction training programmeReview is an evaluation of the training programme. It is done to evaluate

the effectiveness of the training towards Green and Company and its

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employees. The manger will have to review each step of the trainingprogramme in order to identify whether there is a loophole in the programmeor not. The manger has carefully identified the needs that have to fulfilledduring the training programs (Chatzoglou, 2008). As the training program's

objective was to groom the skills of the employees it played a vital role inassessing those needs. While setting training objective of Green and Companymust be very precise and accurate. The training programme has been effectivein providing proper time management strategies to the employee. Theemployees felt motivated after the training programme. Ass they were guidedto improve their performance, the employees morale were boosted. Use oftraining method helped the employees in learning and development. Thetraining programme enhanced their ability to learn about various new skills andtechniques to increase work performance. Implementation of the trainingprogramme helped Green and Company in achieving its goals and objectives.Training embarked the importance of learning which groomed the selfdevelopment of the employees. They were more aware about their jobresponsibilities towards Green and Company (Chen and Huang, 2009). Trainingprogram was effective in identifying the strengths and weakness of theemployees. The employees themselves could review their ability towardscertain job description.

TASK 4

4.1 Government's objective for apprenticeshipThe government of United Kingdom is helping the apprenticeship in

getting appropriate jobs. Governments objectives is a followed.Traineeship programme have been formulated by the government. This

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programme aims at providing guidance to the apprenticeship about theirexpertise and skills (Knowles, Holton III and Swanson, 2014). Theapprentices are guided and moulded in these programs and they arementored so that they can receive employment.Financial assistance is also provided to the apprenticeship who are notable to receive employment opportunity (Dann, 2012). By providing

them with monetary assistance the government is able to serve thefinancial needs of the individuals. This financial assistance is providedthem until they receive an appropriate job.

Training and development programmes are conducted by thegovernment officials in order to train the individuals so that they canimprove their abilities (Chapters of a whole event, 2013). These trainingare done by the industry experts which inspires the individuals to workbetter and increase their performance.

4.2 Assessment based on competencyCompetency based assessment is used for creating applicable standard

of competences regarding to the employees. In this process, experts andprofessionals work with the trainees for collecting the information related to the




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competences. It is not about measuring the skills and abilities of candidates butit is about making training programme more successful and better. Green & Co.is facing various problems such as early retirements, lack of proper skills inyounger employees, narrow range of knowledge regarding the work and manymore. For solving these issues, firm needs to decide some standards fordeveloping employees effectively (Bratton and Gold, 2012).

Performance of the firm will decrease if its employees leave theorganisation and due to this, it is important to use competency based approach.By this approach, firm can appreciate and motivate new members and existingemployees for improving themselves along with their performance (Trainingand study at work: your rights., 2015). Appreciation of workers leads them tobring positive changes in them as per the requirement of their work. Time totime evaluation can also help firm in knowing the participation of workers intraining programme. This evaluation also helps in finding that training isachieving the objectives or not. It can also helps in controlling and handlingthe mistakes or error occur during the training programme. By using all thesefactors, firm can able to achieve the expected objectives (Cassidy, 2006).

1.3 Government objectives for the apprenticeship and its benefit to Green & Co.in recruitmentIn apprenticeship programmes government selects some of the

companies for appointing intelligent, talented and skilled persons. Various rolesare played by the government while conducting apprenticeship programmeswhich includes funding, validation qualification, providing schools, etc(Government Knowledge Training., 2015). The objectives of government behindthis programme are explained below.

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Proper employee engagement.For bridging the gap between the industry and labour market.Providing people various opportunities to improve their living standard(Guest, 2001).To find the talented, skilled and intelligent people from various sectors.To take talent among the public.

Green & Co. takes various benefits from the apprenticeship programme ofgovernment which are explained below.

Company gets skilled, talented and well trained employeesCompany does not need to invest its money for providing training to theemployees.New workers helps in taking innovative and creative decisions duringwork processesThis helps in maintaining and improving the quality of employees whichresults to increase in the ratio of retention (Khan and Sheikh, 2012).

CONCLUSIONFrom this study it is concluded that, human resource development plays

crucial role in developing the skills, abilities and knowledge of the employees, Itis important to provide training time to time for enhancing the knowledge asper the need of market and latest trends. Learning curve also helps inidentifying the learning needs of the workers. By the help iof it, employees canmonitor their performance according to the time. Green & Co. is facing variousissues and challenges regarding the employees. For resolving these issues it isimportant to design induction programme along with the training and

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development programme. Off the job and On the job training methods areappropriate for improving and developing the new and existing employees.Government apprenticeship programmes also helps firm in improving theirquality of employees.




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REFERENCESBooks and JournalsBratton, J. and Gold, J., 2012. Human resource management: theory and

practice. Palgrave Macmillan.Budhwar, P. and Sparrow, P., 2002. An Integrative Framework for Determining

Cross-national Human Resource Management Practices. Human ResourceManagement Review, 12: 377–403.

Burr,W. and Pearne, N., 2013. Human resource development -Learning curvetheory and innovation. 39(4).

Cassidy, S., 2006. Learning style and student self-assessment skill. Education +Training. 48(2/3). pp.170 – 177.

Chatzoglou, D. P., 2008. Enhancing performance through best HRM practices,organizational learning and knowledge management: A conceptualframework. European Business Review. 20(3). pp. 185–207.

Chen, C. J. and Huang, J. W., 2009. Strategic human resource practices andinnovation performance—The mediating role of knowledge managementcapacity. Journal of Business Research. 62(1). pp. 104-114.

Dann, R., 2012. Promoting Assessment as Learning: Improving the LearningProcess. Routledge.

Deckop, R. J., 2006. Human Resource Management Ethics. IAP.




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