Developing Individuals, Team and Organisation on Vodafone

TASK 1

P1. Determine Appropriate and Professional Knowledge, Skills, and behaviors that are required by HR professionals

The HR professional is the person who deals with various employees working in the organization. At Vodafone, many employees are working to attain organizational goals and objectives. Hence, there is a requirement to interact and analyze their mindset. So positive results can be achieved. HR must have professional knowledge, skills, and behavior which assist in providing confidence to employees. This improves the working performance of Vodafone. HR is the person who has some skills or knowledge that helps to perform operational activities effectively. As many employees in Vodafone have different mindsets, these skills and knowledge help to create synchronization in activities (Belbin, 2012).

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HR professionals are responsible for performing entertainment activities among the workforce. With this, there are positive relations among workers, and they are ready to work in a team. This improves the overall performance of Vodafone.

Skills of HR Professionals

Active listening: For the HR manager of Vodafone, it is important to listen properly to employee's grievances, queries, etc. This helps to understand queries and hence corrective actions can be taken. When HR manager listens carefully, then they can easily solve queries, and this makes good and long-term relations with Vodafone.

Negotiation: Employees don't have to be ready to work according to managers. There are some differences among employees and managers of Vodafone. To deal with this situation, HR professionals have to negotiate with workers.

Knowledge of HR Professionals

Law and government: There is a requirement for laws and regulations to perform business operations effectively and efficiently (Bolden, 2016). There are different norms for employees, such as the Equal Act, so it is the responsibility of the HR professional of Vodafone to take care of it, and in case of alteration, organizational policies have to be considered.

Education and Training: Education and training are important aspects of the overall performance of Vodafone. To improve the performance of workers, it is important to polish the performance of employees with the training program. Vodafone is an organization that deals in the telecommunications sector, where technological changes are frequently taking place. Hence it is the responsibility of the HR manager.

Behavior Professionals

Collaborative: there are many departments in Vodafone, such as operations, marketing, sales, research, etc. So it is the responsibility of HR personnel to create collaboration among them. This can be done with the help of some entertainment activities among employees.

Purpose-oriented: There is some purpose for which the organization is working. HR managers of Vodafone must be focused on such a purpose and accordingly take action. When actions are taken according to goals, then targets are achieved effectively (Duffield and Whitty, 2015).

P2. Analyze a Completed Personal Skills Audit to Identify Appropriate Knowledge, Skills, and Behaviors and Develop a Professional Development Plan

A personal skill audit is the process of analyzing the skills of an individual. The aim of making a skill audit plan is to analyze the difference between skills possessed by employees and requirements according to the workplace. There are various requirements for a job of HR professionals, which are described below:

• The HR Professional of Vodafone must lead the organization and integrate activities for its long-term success.
• Effective communication is another requirement to effectively communicate to customers as well as employees, which would help in solving conflicts effectively.
• Professionals must be an integral support to the company in hiring and training employees that could contribute to its success in the long run.

With such extensive requirements, I need to enhance my communication, decision-making, and leadership skills to match the requirements of the job. I possess effective decision-making and conflict-resolution skills that would fulfill the requirement of enhanced communication in the company and hiring effective employees. My leadership skills are satisfactory, which would help in leading the organization towards success and integration of activities. To measure it more effectively and effectively perform the duties of HR Professional in Vodafone, a skill audit plan has been effectively made by me, which is presented below:

Skill audit plan of HR professional (Out of 10)

The above skill audit plan shows some strengths and weaknesses. Figures show positive numbers are weaknesses, while figures show negative figures are strengths. According to this skill audit plan, decision-making and conflict resolution are strong because other ratings are higher as compared to self-assessment. While in IT skills and presentation skills others'' rating is less as compared to self-assessment. Hence these are weaknesses.

Professional Development Plan

The professional development plan is the way through which an individual takes action to deal with weak skills. In the PDP plan, there are various steps through which targets are finalized and techniques are identified with the help of which knowledge can be enhanced.

TASK 2

P3: Analyze the Differences Between Organizational and Individual Learning, Training and Development

Meaning of Individual Learning

Individual learning means improving the knowledge of a person by current market trends. This helps to have a positive impact on performance at work. When an individual has good knowledge, then they can appropriately perform business operations (Fagerholm et. al., 2015).

Meaning of Organizational Learning

Organizational learning means the creation of new ideas, which helps to improve the performance of the organization. Organizational learning consists of three elements: perceive, act, and reflect. Organizational learning is the means through which a person can learn, reflect, and act according to market trends.

Difference Between Individual and Organizational Learning

Meaning of Training

Training means actions performed to develop a particular skill in an individual. This is the way through which an individual can correctly perform operations. This is the act of improving the knowledge and skills of the individual. In the case of Vodafone, there are different approaches through which employees can be trained. As there are many technological changes taking place in the environment, they are compatible with the market (Holden et. al., 2012).

Meaning of Development

Development means the use of a systematic and technical approach that helps to attain goals and objectives. Development means the gradual growth of current knowledge that is relevant to the external market. Development programs are one when something new has arisen in technology. There are various technologies used in Vodafone for operating business; hence, with the help of a development program, advances and alterations in current techniques can be learned.

Difference Between Training and Development

P4: Analyze the Need for Continuous Learning and Professional Development to Drive Sustainable Business Performance

Meaning of Continuous Learning

Continuous learning means actions improving knowledge regularly. This is important for the association because regular polishing of knowledge of employees helps to have a positive impact on the performance of Vodafone (Mahembe and Engelbrecht, 2013).

Meaning of Professional Development

Professional development means training employees through training to provide professional skills. This helps to perform business operations in a more ethical and significant manner. Professional development helps to develop the morale of workers, and hence they perform operations to give high quality to Vodafone.

In Vodafone, there is a requirement for continuous learning and professional development, which helps to keep employees satisfied and improves their performance. As employees have knowledge related to the current market, this has a positive impact on the growth and development of Vodafone. They can sustain the industry for the long term. The requirements of professional development and continuous development for Vodafone are as follows:

Lifelong Learning: With the help of continuous learning and professional development, employees get a chance to learn for all their lives. As there are many technological changes that are taking place in the market. So with the help of professional development, employees of Vodafone know relevant changes, and this provides sustainability to business (Payne and Calton, 2017).

The writer also writes on developing individuals, teams, and organizations on Whirlpool.

Relevant Information: These days, changes are taking place at a rapid speed. So managers of Vodafone can enhance knowledge with the help of continuous learning. This helps to maintain knowledge of workers as per current trends. Vodafone is a company that applies innovation in business operations. This makes long-term relations with employees and maintains customer satisfaction. This ultimately provides sustainable growth to business organizations.

Develop Confidence: When employees have appropriate knowledge related to the current scenario, then they are confident to present themselves. Confidence in individuals can be developed with the help of professional development, which helps them to perform operations effectively and efficiently. When employees face challenges associated with business operations, then the sustainability of Vodafone also increases.

New Ideas: There are different business operations in organizations. As per changes in market trends, with the help of continuous learning, it is easy to grab new opportunities present in the market. With the help of professional development, new ideas are used to perform business operations. Vodafone has many services for customers. With the help of continuous learning and professional development, new and trendy services are provided. This maintains resistance to Vodafone in the industry (Salas and Rosen, 2013).

TASK 3

P5. Demonstrate an Understanding of How HPW contributes to Employee Engagement and Competitive Advantage

High-performance work means improving the performance of employees through systematically performing operations. This helps to improve the quality and productivity of the organization. High-performance work differs in the form of functions, incentives, etc. High-performance work focuses on transparency, open communication, and trust in the workplace. of the organization, which operates in different parts of the country, so they have a flatter organizational structure through which high-performance work can be achieved.

Accountability: high-performance work focuses on creating transparency in operations. When employees of Vodafone are aware of their roles and responsibilities, then this helps to fix accountability for them. This has a positive impact on the performance of work. Employees are liable for their job roles; hence, they try to achieve perfection in their work and achieve an edge over competitors (Truss et. al., 2013).

Mutual Respect: At work, employees do not work for monetary benefits. They want respect also. High-performance work has emphasized working and creating good and ethical behavior at the workplace. This gives positive and long-term relations with employees because workers are satisfied at Vodafone. When employees are satisfied, then they meet the grievances of customers; this provides a competitive advantage in the industry.

Transparent Communication: Vodafone is a company that operates all over the world. So they have different working styles. With the help of high-performance working, there is transparent communication, which helps to understand the working style. With transparent communication, operations are performed ethically, and this achieves a competitive advantage for Vodafone.

Knowledge Updating: With the help of sessions of professional development, the knowledge of employees gets updated. Vodafone must focus on providing knowledge to employees through a high-performing working style to increase employee engagement with Vodafone. When some training is provided to employees, then it is necessary to ask workers to perform it. This promotes employment engagement and motivates them to get the best. This helps to achieve a competitive advantage for Vodafone in the industry (Wellin, 2016).

TASK 4

P6: Evaluate Different Approaches to Performance Management

Performance management is a management technique to provide feedback and document folders related to the performance of an employee. This is the way through which communication occurs between managers of Vodafone and employees related to achieving business operations effectively and efficiently. This is the process in which managers analyze the performance of subordinates and provide them with a view of their performance. In Vodafone, different departments are working to attain goals and objectives.

For instance, sales managers have a target of pitching sales of 500 pounds within a specified time limit. After completion of time, top-level managers analyze performance. At this time, there are possibilities of positive as well as negative results. In case managers can attain 500£ sales, then this is positive. If this target is not able to be achieved, then this is negative. This process is known as performance management (West and et. al., 2014).

It is the responsibility of the managers of Vodafone to motivate employees to give their best. Some approaches have to be considered by managers of Vodafone in performance management. According to..... some factors such as working environment, compensation, bonuses, technology, etc. affect the performance of workers.

Comparative Approach: In this approach, ranking is provided to employees. This ranking creates a bridge between the highest and lowest performers. Techniques used under this approach are paired comparison, graphical representation, etc. With the help of training, the graph of performance can be improved, and this improves the performance of Vodafone (Aubry et. al., 2012).

Attribute Approach: As per this approach, there are different parameters such as teamwork, problem-solving ability, creativity, judgment, etc. to judge the performance of employees. Managers of Vodafone use a graphical rating scale or mixed rating scale to get results. In a graphical rating scale, 1 to 5 is the rating that is used by managers to rate performance.

Behavioral Approach: This is the oldest approach for the measurement of performance. In this technique, there is use of the BARS technique. According to this technique, there are five to ten measures that are common for the workforce. Based on performance, employees are ranked. This approach is most reliable because it is reliable and accurate for judging performance (Belbin, 2012).

Result Approach: This is the approach that focuses on the result or outcome. There are different job responsibilities for employees. According to its result, workers are being judged. According to this approach, four elements have to be considered. They are financial, customers, operations, and growth.

Quality Approach: According to this approach, the quality of products and services is considered. This approach is more focused on the Kaizen approach, in which the quality of products and services and fewer defects have to be considered. This aims at continuous improvement (Bolden, 2016).

Collaborative Approach: This is the approach that is based on a mixture of all approaches. This approach aims at performance measures through different approaches. This is effective and significant for improving the overall performance of Vodafone.

Conclusion

From the above discussion, it is clear that HR managers must have some skills, knowledge, and behavior, such as negotiation and knowledge about laws and management, which creates good relations with employees. Personal skill audit and professional development plan are two approaches that are significant and effective for improving weaker areas. Individual learning, training, and development have a direct link with organizational development. Professional development and continuous learning are effective for the sustainable growth of the business. Lifelong learning relevant information, etc. can be achieved with the help of high-performance work and helps in achieving competitive advantage. Employee engagement helps to make good relations with employees and improves overall performance. Performance management is a technique that is significant for analyzing results from the performance of individuals.

References

Books and Journals

• Aubry, M. and et. al., 2012. Organizational project management as a function within the organization. International Journal of Managing Projects in Business. 5(2). pp. 180-194.
• Belbin, R. M., 2012. Team roles at work. Routledge.
• Bolden, R., 2016. Leadership, management, and organizational development. In Gower's Handbook of Leadership and Management Development (pp. 143-158). Routledge.
• Duffield, S., and Whitty, S. J. (2015. Developing a systemic lessons-learned knowledge model for organizational learning through projects. International journal of project management. 33(2). pp. 311-324.
• Fagerholm, F. and et. al., 2015. Performance Alignment Work: How software developers experience the continuous adaptation of team performance in Lean and Agile environments. Information and Software Technology. 64. pp. 132-147.
• Holden, L., and et. al., 2012. Validation of the research capacity and culture (RCC) tool: measuring RCC at individual, team, and organization levels. Australian Journal of Primary Health. 18(1). pp. 62-67.
• Mahembe, B., and Engelbrecht, A. S. (2013). The relationship between servant leadership, affective team commitment, and team effectiveness. SA Journal of Human Resource Management. 11(1). pp. 1-10.
• Payne, S. L., and Calton, J. M., 2017. Towards a managerial practice of stakeholder engagement: Developing multi-stakeholder learning dialogues. In Unfolding stakeholder thinking (pp. 121-135). Routledge.
• Salas, E., and Rosen, M. A., 2013. Building high-reliability teams: progress and some reflections on teamwork training. BMJ Qual Saf. 22(5). pp. 369-373.
• Truss, C., and et. al., 2013. Employee engagement, organizational performance, and individual well-being: exploring the evidence, developing the theory.
• Wellin, M., 2016. Managing the psychological contract: using the personal deal to increase business performance. Routledge.
• West, M. A. and et. al., 2014. Developing collective leadership for health care. London: King's Fund.

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