Need For Constant Learning And Professional Development

TASK 1

P1 Determination of Professional Knowledge, Skills and Behaviours Required by HR Professionals

Professional Skills refers to those which are required by individuals to perform their duties well at workplace and achieve career objectives. Knowledge is considered as the information or facts that a person acquire through education and experience. Behavior refers to the way in which an individual behaves with others or in a specific situation. Professional skills, knowledge and behavior are all very essential for a human resource managers in performing their duties.  They have the responsibility to perform several functions in order to effectively deal with various situations and control operations efficiently. In  Whirlpool, for managing and running functions smoothly, manager requires combination of skills and knowledge. This assists in resolving issues that are faced by manpower at the time of production process (Darcy et. al., 2014). Some skills, knowledge and behaviors required by human resource professional of Whirlpool are defined below:

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Professional skills:

Employee relations: Successful business organisations thrive on secure relationship between employer and employee, as well as the professionals or managers who support those relations. So, it is very essential for human resource administrator of Whirlpool to be able to determine and resolve concerns of manpower, as it helps them in developing satisfying work environment. This skill helps manager maintain good employer-employee relations, which in turn results in higher productivity for company.

Organising people: It refers to the skill that assists human resource professionals in managing employees within organizations. contribution of manpower is very high in growth and success of every business enterprise. So, HR professional of Whirlpool require to have good organising skills as it helps them in managing skilled and knowledgeable manpower within firm. It helps them in assessing capabilities of workforce and improving their performance by administering them proper training programme (Thorpe, 2016).

Knowledge:

Government laws and regulations: As a human resource professional, it is very essential to have proper knowledge regarding legislation and regulations made by government. It helps them in framing appropriate human resource policies for the firm that assist in motivating and satisfying employees. Sound knowledge of different legislation helps the manager of Whirlpool in eliminating legal issues and maintaining a strong image of the firm in the market.

Communication and media: Knowledge regarding communication and media helps the human resource manager provide appropriate information to prospective candidates regarding vacant job positions within the firm. So, Whirlpool's HR professionals require to have proper knowledge related to media and communication, as it helps them convey information regarding job vacancies to interested people in an effective way.

Behaviour:

Decisive thinker: It shows the ability to examine and understand data or information quickly. Being decisive in the process of thinking is the key to being a good business partner. In Whirlpool, this behaviour of human resource professionals assists them in using knowledge, insights, and information in a structured way to determine options and make defendable decisions (Robbins and O'Gorman, 2015).

Collaborative: It means to work inclusively and effectively with people inside and outside the firm. Development, change, learning, and diversity are all important drivers in human resources. These are best achieved by the collaborative behaviour of human resource professionals at Whirlpool. This can only be attained when collaboration is at the base of policymaking and practice.

Above discussed are the knowledge, skills, and behaviors that HR professionals at Whirlpool should possess to attain better results and excellent performance.

P2 Analysis of Completed Personal Skills Audit and Professional Development Plan

personal skill audit is the best way for a person to determine his/her strengths. It is very useful for individuals to keep themselves on career track, primarily entrepreneurs and ambitious managers. The process of skill audit assists in measuring and recording individual's or team's abilities. It includes complete assessment of strong and weak points of a person that further assists in improving his or her performance (Rienties and Kinchin,   2014). Some capabilities that must be required in human resource professional of Whirlpool include decision-making, time management ability, communication and conflict-resolving skills, etc. According to the needed skills in performing job responsibility, a personal audit plan is developed that assists in identifying strengths and weaknesses. My personal skill audit plan is defined below:

Personal Skill Audit Plan

(Negative variance in above-mentioned table depicts my strengths and positive one shows weaknesses.)

As per the personal skills audit plan, the identified strengths and weaknesses are defined below:

Professional development plan:

It is a plan that documents the goals, needed competencies, skill development, and objectives that an employee needs to achieve to support career development and continuous improvement (Oliver, Foot, and Humphries, 2014). My professional development plan as a human resource professional is defined below:

Professional Development Plan

TASK 2

P3 Difference Between Organisational and Individual Learning, Training and Development

Learning is a continuous process of getting new knowledge regarding different areas. It is an activity of acquiring knowledge or skill by practicing, studying or experiencing something (North and Kumta, 2018). This is a long-term process which is very essential for every individual to acquire, as it assists in improving their understanding or knowledge related to distinct areas and also helps in their performance. Learning is categorised into 2 parts: Individual or organizational learning.

Individual learning: It refers to the capability to develop knowledge by individual reflection regarding external sources and stimuli and by personal re-elaboration of person's experience and knowledge in light of synergy with others and environment. In this learning, human resource manager of Whirlpool is required to identify weaknesses and strengths of their manpower in order to organise learning events accordingly.

Organizational learning: is the process of developing, retaining and passing knowledge to other individuals or within an organisation. As the firm gains experience, it improves over time. This is the most effective way that can be utilized by Whirlpool in effectively communicating its policies and procedures and attaining desired results. This process is used by manager to execute innovative and unique way of learning that contribute towards success of firm (Moxen and Strachan,   2017).

Differences between individual and organisational learning:

Training and development:

It is one of the crucial functions of human resource management that assists in improving the performance of manpower as well as firms. Training and development programs provide an opportunity to the manpower of Whirlpool in terms of improving their knowledge and developing skills that assist in their personal and professional career growth. It plays a vital role in improving the performance and productivity of individuals and organizations as well (Macdonald, Burke, and Stewart, 2017).

Difference between training and development:

P4: Need for Constant Learning and Professional Development to Drive Sustainable Business Performance

Continuous learning:

It is an ability of constantly enhancing knowledge, skills and competencies so that work can be performed in more effective manner. It enables an individual to adapt to changing environment. Continuous learning ability assists Whirlpool's manpower in updating about technologies that may be used in operations of firm  (Hawkins,  2017).

Professional development:

This process helps in increasing abilities of manpower by proving them training and learning programs. It assists in improving morale of employees by giving them opportunity to develop their skills related to job.

Continuous learning and professional development are both essential for workforce of Whirlpool in order to attain business objectives. Its significance in driving sustainable business performance is defined below:

Enhance performance: The concept of professional development and continuous learning is essential in improving performance of an organization as well as its employees. It helps manager of Whirlpool develop skills and knowledge of manpower, which in turn results in improving productivity of company. By conducting appropriate learning programs, additional skills can  be provided to  employees so that they can attain goals of company in more effective manner.

Encourage problem solving: By providing opportunity to employees to enhance their  skills and knowledge, manager can enable their manpower to effectively deal with challenging situations. Continuous learning allows individuals to improve their skills  and increase abilities so that any issues that may arise in business operations can be resolved effectively and drives sustainable performance of company (Flin and O'Connor, 2017).

Higher employee retention: Professional development and continuous learning sessions help individuals improve their skills and abilities. This will help in improving motivation of manpower and increase their satisfaction level as it provides them an opportunity of their career growth. It assists manager of Whirlpool in retaining their employees within the organization for long term, that drives sustainable business performance.

TASK 3

P5 Contribution of HPW to Employee Engagement and Gaining Competitive Advantage Within a Particular Organisational Situation

High Performance Working refers to an approach of managing enterprises that is intended to encourage effective commitment and engagement of manpower towards accomplishing high performance level. This is defined as the practice that have been delineated to enhance organisational capacity to attract, select, develop and retain the workers with high performance. In competitive business surroundings, high-performance working has become extremely essential as a main source of gaining market advantage. Abilities of human resource management are significant for attracting, selecting, retaining, developing, coordinating and motivating work force within organizations (Ellinger and Ellinger, 2014).

(Source: High Performance Work System, 2018)

 HPW is defined as an organisation's culture where free flow of communication exist  and there is transparency and trust for all. It primarily focuses on alteration of traditional hierarchical structure of business concern to flatter structure that enables staff members to share thoughts, opinions, ideas and issues or problems, as they are treated as valuable asset of company. Factors like innovation and productivity are used by Whirlpool in its business practices and operations so that high competitive advantage can be gained in market. The team of Whirlpool is measured on five core dimensions, which are critical for exceeding team performance. These includes transparent communication, mutual respect and solidarity, shared accountability for results, constructive conflict and commitment to firm's extraordinary goals and vision. Along with this, some HPW practices are there which need to be followed by Whirlpool's manager. These practices are defined below:

Selective hiring of staff:  A prolonged procedure of hiring is followed by manager of  Whirlpool. For selecting and hiring skilled candidate among large talent pool, various efforts are  are made by managers (Eaton, Roberts  and Turner, 2015). Their recruitment is done on the basis of knowledge, academic qualifications, competencies and their interpersonal skills. It is crucial for human resource professional of Whirlpool to select those prospective candidate who are adequately skilled to perform his/her duties effectively as well  as contribute to sustainability and  growth of company.

Conflict resolution team: For managing issues effectively which may arise at workplace, a conflict resolution team is formed by a human resource professional of Whirlpool. This team is responsible for listening issues that are confronted by staff members at the time of performing their duties. They also gives suitable solutions to problems in order to resolve it effectively. This will help manager decline possibilities of conflict between team members.

Shared commitment of employees in firm's vision: Employee's involvement in process of decision-making assists the company in intensifying its productivity and ensuring accomplishment of goals and objectives within a specified time frame. By considering this reality, administrator of Whirlpool engages its employees in process of taking decision and in deciding its vision and mission as well. This assists enterprise in determining every single aspect that contributes in its betterment. It helps manager create an environment of teamwork and develop trust between staff members  (Darcy et. al., 2014). Employee engagement is necessary as it assists in motivating employees and encourage them to work towards accomplishment of set vision and objective of Whirlpool.

Flexible job statements: Whirlpool's manager needs to emphasize on developing a  culture that promotes transparency within firm so that effective communication can take place in the organization. This facilitates them in getting a clear idea regarding what they require to done for attaining desired outcomes. If duties are assigned according to the employee's capabilities, then it becomes easy for manager to accomplish needed results effectively and efficiently. Hence, company is required to maintain flexible work surroundings so that it allows manpower to work effectively and  accomplish set objectives within specified time.

TASK 4

P6 Evaluation of Different Approaches to Performance Management

Performance Management is defined as the activity by which administrators and manpower works collectively to plan, oversee and review manpower's work objectives and  their total contribution to firm (Performance Management, 2018). It helps administrators of Whirlpool in setting aims and objectives, evaluating progress and gives continuous feedback to staff members to ensure their career goals mitigation. For measuring manpower's performance, different approaches are there that can be applied by manager of Whirlpool for measuring employee performance. These approaches are defined below:

Result Approach: Outcomes are considered as the principal basis on which Whirlpool measures performance of its employees. Their results are fall in 2 categories: one is the balanced scorecard, and other is Productivity measures. Outcomes of performance can be treated by enterprise either based on performance quality or quantity of production.

Attribute Approach: Performance of manpower is measured by Whirlpool on the basis of a definite criteria in this approach. It includes teamwork, innovative and decisive thinking, communication, and critical thinking. A graphic rating scale is utilized to measure employee's performance against set criteria. Each individual is given a rating of 1 to 5 on a scale (Baxter et. al., 2016).

Quality approach: This approach mainly focuses on increasing the satisfaction level of clients by enhancing services and destructing errors on a constant basis. In this, Whirlpool can take feedback on a regular basis regarding personal as well as professional traits of manpower from customers, administrators, and peers to resolve performance errors.

CONCLUSION

As per the above-mentioned report, it has been concluded that individual and team development is an essential aspect that contributes to the growth and sustainability of the company. So, a human resource manager requires to focus on employee's development. Professional skills and knowledge are highly required in performing operations effectively. Training and development play a vital part in enhancing the performance of manpower as well as organisation. 

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REFERENCES

Baxter, R., and et. al., 2016. What methods are used to apply positive deviance within healthcare organisations? A systematic review. BMJ Qual Saf. 25(3). pp. 190-201.

Brett, J., and et. al., 2014. A systematic review of the impact of patient and public involvement on service users, researchers, and communities. The Patient-Patient-Centered Outcomes Research. 7(4). pp. 387-395.

Darcy, S., and et. al., 2014. More than a sport and volunteer organisation: Investigating social capital development in a sporting organisation. Sport Management Review. 17(4). pp. 395-406.

Eaton, S., Roberts, S., and Turner, B., 2015. Delivering person-centered care in long-term conditions. Bmj. 350. p.h381.

Ellinger, A. E., and Ellinger, A. D., 2014. Leveraging human resource development expertise to improve supply chain managers' skills and competencies. European Journal of Training and Development. 38(1/2). pp. 118-135.

Flin, R., and O'Connor, P., 2017. Safety at the sharp end: a guide to non-technical skills. CRC Press.

Hawkins, P., 2017. Leadership team coaching: developing collective transformational leadership. Kogan Page Publishers.

Macdonald, I., Burke, C., and Stewart, K., 2017. Systems leadership: Creating positive organisations. Routledge.

Manuti, A., and et. al., 2015. Formal and informal learning in the workplace: a research review. International journal of training and development. 19(1). pp. 1-17.

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