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Human Resource Management of Marks & Spencer

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Date:

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Table Of Content Page No.Executive Summary 02Task-1 1.1 LEARNING STYLES: 03

1.2 LEARNING CURVE: 04

1.3 CONTRIBUTION OF LEARNING STYLES AND THEORIES: 05

Task-2 2.1 TRAINING NEEDS AT DIFFERENT LEVEL: 06

2.2ANALYSING CURRENT TRAINING METHOD: 06

2.3 TRAINING AND DEVELOPMENT PLAN FOR GROUP TRAINING 08

Task-3 3.1 METHODOLOGY OF EVALUATIONS: 09

3.2 ANALYSIS AND EVALUATION OF THE TRAINING EVENT: 10

3.3 SUCCESS OF THE EVALUATION METHOD: 10

Task-4 4.1 ROLE OF GOVT. IN TRAINING AND DEVELOPMENT: 11

4.2 IMPACT OF COMPETENCY MOVEMENT IN PUBLIC & PRIVATE SECTOR: 11

4.3 ASSESSMENT OF CONTEMPORARY TRAINING INITIATIVES: 11

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Executive Summary

In the economic market of UK Marks &Spencer is one of the largest retailers available

with a working capacity of around 65,000 employees who are trained well and made

responsible in their respective fields of duty. The core strategy of Marks & Spencer is to

work with their employees and train to be wholesome and confident in the market so as to

improve their performance in the competitive market. The main objective of the firm is to

maintain a satisfied customer base so as to keep a hold on the market so in order to bring

the employees to correlation they provide training to the employees to enhance their skill

set and understand customer behavior with natural instinct. Marks & Spencer is one of the

companies whose training program of the employees includes both on-job and off-job

training thus allowing the employees to adapt easily to the working conditions and to be

able to show them their whole potential they have in store and not mess everything up due

to pressure and nervousness. The organization structure of Marks & Spencer is not a tree

but rather flattened so as to give the employees more room to work and have direct

contact with the decision making representatives of the organization so the employees can

proliferate in their respective fields of work.

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Task-1 Learning Applications

1.1 Learning Styles

The development of new business strategy and techniques were compiled by M&S due to

the rising competition of the present market and also taking into consideration the

challenging environmental factor for the development and growth of the employees (Gilly

2002). The learning curve was established by M&S for the training program of the

employees to bring about change and development within their ranks.

Different learning styles: Theoretically there are different types of learning styles that can

be adopted by the organizations for their management procedure (Gilly 2002). But the

learning style of Honey & Mumford has been taken into consideration by M&S and

developed to suit their purpose and it is discussed below.

Reflector: In this learning style the people do not take hasty decisions they collect and

analyze the data provided and go for the slow but logical decisions that are available if the

scenario presents itself. The people who go for this learning styles speaks less but listens

more to build their platform, so they don’t really take initiatives but are considered

opportunists. Reflectors typically don’t take enterprises, search for opportunities. They sit

back, collect data, analyses, think about it thoroughly and then make a logical decision.

These people normally don’t take part actively in discussion only listen to others to make

own points.

Pragmatists: In this learning style people are confident and they are capable of taking new

challenges and improve their skills based on the challenges provided to them. They are

naturally practical in their nature and born leaders to be precise who can wiggle out of

any situation with flying colors. Pragmatists are applied in nature and try to take any

opportunity that comes. They love to take challenges and make decision by growing

confident through learning and experience. They are ready to take new responsibility and

build up skills accordingly.

Theorist: This learning curve disseminates the need for theory and always tries to play by

the book (Gilly 2002). The first and foremost function of the function is to think logically

and find a suitable theory to suit the need of the scenario. They are the perfectionists of

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the corporate world. Theorist staffs are the sticklers who always prioritize logics and

theories before making a decision. They are severe to analytical and level-headedness of

any task or objective to be done. Their choices are not from their experience or previous

learning. They make examination and based on their balanced findings on the current

situation, they come to a conclusion.

Activist: This learning styles calls for the simultaneous change of environment of

environment to bring about wide range of experience within a short time span. Activist

employees involve themselves in new experiences as a continuous change in activities.

They just move from one experience to another within a short time span. In rapidly

changing situations and experience requirements these learners can engage themselves in

altering and wider responsibilities. But activists might be able to work in different

responsibilities and tasks but they are less adept in any specific area of skill and

competency.

Learning style followed:

The learning style followed by M&S is a part of their training scheme for the employees

to adjust their business strategy. The pragmatist style is a challenging and strenuous style

providing the employees with much room for improvement and development of

confidence. The progress of the employees is monitored by the organization and a

performance review of their work is compiled to help them to improve their lackeys and

grow the confidence to take in new and unknown challenges by them. This can only be

made possible through the on-job and off-job training techniques adopted by the

organization where on-job gives the real insight into the working environment and of-job

training teaches us how to do the it effectively and that it is efficient in the way that it is

done.

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1.2 Learning Curve

The comparison of the learning experience with the development processes a continuous

process to bring about efficiency and effectiveness taking into consideration numerous

factors of the environment this is known as the learning curve. To perform a task not only

expertise is required but also the will to learn is also required because if a non-

preordained scenario takes place the personnel needs to adapt, learn and survive which

helps to acquire new skills and values with a determined career objective. The business

strategy and the training program of the employees of M&S are absolutely based on the

theory presented. For the theory to be competent the organization provides its employees

with the suitable work environment and experience and draws up their performance

review to boost their technical skills in the fields that they lack. The learning curve is the

unceasing upgrading process which is gained through experience. To bring efficiency and

perfection gradually to a new task environment learning curve is very significant to be

followed. Through construction experience in performing a task, learning curve helps the

employees to focus on unindustrialized new skills, adding values and set career path. As

M & S set new business strategies and new core values, the employees faced new

challenges in the changing atmosphere.

Significance of knowledge transfer:

The organizations draws up the training and the rehabilitation of the employees which is

then put into effect by the operational managers and the performance coach who

administers the overall protocol. They are the one who shares and advises the employees

of their performance review and helps them to overcome various objectives that are set as

targets. The transfer of knowledge is can be conducted through off job training such as

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workshops, seminars and conferences; these gives the employees theoretical but not

practical knowledge of the skill and the way to achieve company directives

Effect of learning curve:

The transfer of knowledge theoretically is totally a one sided communication but for the

greater good of the organization it is required for the communication to be two sided

(Martin 2001). If an employee only has the knowledge of the theory but knows not how

to apply it then they cannot survive in a harsh environment. For effective communication

or the transfer of knowledge and the proper use of the learning curve the employees need

to learn but they must be put into situations that helps them to apply what knowledge they

gained to get good results from it. Relocating of knowledge is not just the announcement;

it’s the sharing of tacit and practical knowledge that will help the employees to build their

skills. If this process is commendably used it will always produce personalities with great

receptive and analytical power.

1.3 Learning styles, theories and events

Contribution of learning styles and theories: There are many theories which can fitinto all

the conceptual framework of the organization which can easily be recognized by the

employees. But it is a difficult task to execute any framework without knowing the

desires of the organization so if the objective can be determined clearly the employees

can easily adapt to new environments.

Relationship among learning styles, theory, event: In an event there are numerous theories

and these can be indulged into numerous learning styles(Henry 2005). But for theory a

single learning style cannot be used because a number of different styles combine

together for one theory which is more effective and efficient.

Contribution of learning theory and events: M&S needs to design an event that will be

based on the theory but will be responsive from the employees to make the event more

interesting. The performance of the employees will be determined by how they react to

the situation and how well they perform their task(Martin 2001). The triumph of the event

depends on the reaction of the employees.

Task-2 Designing the training and development

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2.1 Training needs at different level

An organization has many layers of operation of which each and every layer is controlled

and conducted in a different and unique way. The management of different levels in the

M&S environment is discussed below:

Management level: The core components of this level is practical skill building, team

work and decision making capability. This component can be arranged through

workshops and off-the-job training where there will be development of skill and it can be

evaluated.

Customer Service level: In this level the employees are trained to understand customer

demands and sort them effectively and build good customer relationship (Rajesh 2000).

Operation level: In this level the performance of the employees are reviewed by the line

managers and the production is efficiently boosted

2.2 Analyzing current training method

For the training of its employees Marks & Spencer provides different training facilities.

Counseling is provided to help the employees build successful career path(Rajesh 2000).

Working in different environment and roles helps to understand the responsibility and

capability which is assisted by performance review. The off-the-job training facilities like

workshop, workbook are designed to develop skills and efficiency.

2.2.2 Advantage & Disadvantage of current training methods:

Training methods Advantage Dis-advantage

Performance

appraisal

Reviews the employee’s

performance of skills and

competencies. Employees can

then identify what skills are

required.

Demotivates the under-

performing employees. May

demotivate the under-

performing employees because

of the feeling of disgrace.

Role playing Helps the employee to be

successful in a management or

different roles.

Reluctance indifferent roles

might result in performance

squalor.

Discussion Discussion with the managers can A positive and supporting role

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result in skill and career

development.

from the manager side is

important otherwise employee

won’t be able to develop a plan.

Induction Program gives the new employees

an overview of the firm, role and

corporate culture at M&S. it helps

employees to clearly understand

his/her role and objective of the

firm.

The statements made by the

firm may differ from the actual

scenario that will create a

negative impression later.

Performance

coaching

Assess employee’s performance

and specify the areas of

improvement.

The assessment needs to be un-

biased and accurate otherwise it

can create negative result in the

employee’s development

process.

2.3Training and development for a group training event

In this event the employees will be introduced with a real environment scenario in which

they will be asked to take active part. In this session the senior management of the

organization will also be present to evaluate the employees based on their merit. The

employees will be asked to present the facts that are given in the case and analyze those

facts and give a presentation. Then this presentation will be evaluated and all the groups

will take active part in it. Then the case will be returned and a final assessment by by

group will be made before the committee by redeeming their mistakes during the facts

analysis. This training event will enhance the decision making and effective management

protocols of the personnel and mold them into true professionals in their respective fields.

Problem scenario introduced Q&A session Come up with findings &

discussion

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Training process of the event

During the initial phase of the training program the trainees will be introduced to the

management team and then they will be presented with a scenario. In the next step is the

question and answer session of the training program in which the trainees will be asked to

clear their doubts and their understanding of the scenario will be asked for and proper

instruction for the scenario will be provided(Symon 2010). Then they will be asked to

study the scenario and be asked to form groups and working under a specific time frame

will be asked to submit their findings as a group. After evaluation by the management

they will be again asked to resubmit their proposal and their areas of improvement will be

pointed out to them for improvement. After the submission of the proposal again it will be

evaluated and the best solution will be selected and the team will be asked to present it.

Solution to the problem in team

Scrutinized and re-submission of solutions

Best solution after discussion and Q&A

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Task-3 Evaluation of the training event

3.1 Evaluation methodology

The evaluation of an event is very crucial to the management of an organization and it is

based on factors that are complicated. This evaluation is done by the top management

taking into consideration the success, effectiveness, benefits and cost of the event staged.

The ‘Five tiered approach’ defined by Jacob, F can be used to evaluate the staged event.

1. Need assessment: This point out the exact need that if the event if it is viable or

not

2. Monitoring and accountability: In this part the participants are taken into

consideration and what they have benefited from the event.

3. Program clarification: It states the evaluation at different need level to answer

how more effective the event could be made.

4. Progress: Here the progress of the participant is measured.

5. Program impact: It’s an experimental approach that evaluates the long-term

impact of the training program.

Process of documentation of the training program: Each and every training program

needs to be documented for the assessment of the employees.

1. Feedback: The feedback about the program is collected from all the participants

and the organizers

2. Observation: The program is carefully observed to discard any loopholes found

in it that was missed during the planning procedure.

3. Customer relation: The customer opinions are taken to see that if the training

program that is invoked is fruitful. The positive and negative values about the

organization are measured through this.

Documents used for evaluation: For the assessment of the training some core factors

needed to be considered. Based on these factors the training program was evaluated how

much effective it was.

i. Quality improvement: Whether the quality of product is improved or not is

assessed.

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ii. Customer service: whether customer service is improved or met the core value

of the company.

iii. Production efficiency: This training focuses on bringing efficiency and

motivation in work place. The change in productivity is measured in the

evaluation process.

iv. Change in sales: How much change positive or negative is made through the

training program is calculated to identify the effect of the training program.

3.2 Analysis of the training event:

The event that was staged was considered a success due to the active participation of all

those present in the event. The scenario that was given to the trainees involved customer

problems. There long discussions were held between the groups and the management and

many useful topics surfaced due to the discussions and the solutions to these problems

were rooted and the organization benefited from it. These flaws in the customer service

were considered and improvement was inevitable. I will accomplish problem solving

training program which will be essentially result in taking part in conclusion making. In

this event employees will be given a truthful problem and they will be asked to make

applicable analysis and possible solutions. A final valuation will be done by the entire

team where the administration and other workers will also evaluate the selected

explanations.

3.3 Success of the evaluation method

The process that had been used for the evaluation of the event was the ‘Five tiered

Approach’. This approach calculated the expected and actual benefit along with the cost

benefit analysis ratio. Basing on these assumptions the fate of the event was decided if it

was perfect or needed room for improvement. In my training program when I invite a

group of staff I will at 1st introduce each and every one with the management team. Then

they will be sumptuously making known to with the actual problem scenario to be solved.

Then there will be a Q&A session for the staffs and make sure that they have clearly

understood the scenario. Personalities will be given proper guidelines and next day they

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will be told to come up with the related factors, conclusions and a discussion session

among themselves will be held.

Task-4 Importance of Government Initiatives

4.1 Role of government in training and development

The role of the UK government in the private sector is very noteworthy. Many training

and development programs are arranged by the government which is presided over by

experts helping the participants to achieve competency in their relative fields and

maintain a certain standard of performance. M&S is one of the leading retailers of the UK

so the government should look into their training program and take measures to improve

it internally to boost the economy. Lifelong knowledge is the self-motivated learning by

the employees. Govt. participation in training can aid the employees to detection

knowledge from the working environment. Moreover the firms might not be able to invest

in high amount and design the needed working out facilities. In these cases the firms are

promoted through the Govt. involvement and support in their HR development. In turn

the economy industries are prosperous more quickly and gaining HR efficiency and

customary output quality. This helps to create an advantageous situation for the firms in

the highly inexpensive market. If the government takes matter into their hands then the

standard will rise paving a way for the workforces to learn more through conceivable

sources and make an immediate impact.

4.2 Competency movement in the public and private sector:

Competency movement has made other firms concerned about the performance gap

between firms where private firms are investing highly to gain competitive advantage.

The firms don’t want competency in employee performance meaning poor service

quality, inefficient production, low motivation etc. Deloitte a private consulting and

auditing firm makes huge investment in training their employees. They provide a steeper

learning curve to develop their expertise quickly. The learning is never-ending and

qualification is provided to grow their confidence level. As growth in private firm’s

performance has an impact on the economy, the public bodies have also improved

themselves to lift up their performance. Public companies in UK like ‘East Coast Trains’

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are making continuous effort to improve the performance and service quality at a standard

level.

4.3 Contemporary training of M&S:

Contemporary training is mainly vocational training provided for the small and medium

firms. This method has been adopted by M&S to train their employees helping the

employees to learn easily and quickly. The training is evaluated concentrating the

expectation of customers, competitive position, market condition, and future prospect and

adaptability factors. M&S has industrialized and transformed their core values and to

make it efficacious they need specific training amenities for their employees. This

cotemporary training will aid the employees to hurriedly adapt to the altering

environment.

Conclusion:

This case has already mentioned the effective and efficient workforce management and

the perfect execution of the employee training program. As M and S is a principal

merchant firm retaining a high impact on the UK economy. The administration brings

dissimilar facilities for a faster recital adjustment of workers. These helped the firm to

stay and fight in the highly inexpensive market gaining more customer consummation and

trustworthiness. The friendly environment aids the workforces to feel more importance

and find out organizational flaws. For different learning requirements and development

necessities, the firm needs to identify more critical areas and organizational problems for

effective implication of theories and practices. The employees can be at their best

presentation level if management affords full support to them and toward their

organizational structure and work environment.

References:

Gilly, J., (2002). Principles of Human resource management New York: Basic books

[online] collected from-http://nhokanson.wordpress.com/2007/02/01/definitions-

of-human-resources-human-resource-management-and-their-relation-to-human-

resource-development/

Henry Y. (2005) Business strategy and performance: the role of human resource

management control, Personnel Review, Vol. 34 Issue 3, pp.294-309

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Martin T. (2001) the effects of linkage between business and human resource

management strategies, Personnel Review, Vol. 30 Issue 2, pp.132-151

Rajesh P. (2000) Evaluating levels of strategic integration and devolvement of human

resource management in the UK, Personnel Review, Vol. 29 Issue 2, pp.141-157

Symon, A. 2010, 10 HR tips for entrepreneur [online], Available from: http://info.shine.com/Career-Advice-Articles/Shine-Experts/10-HR-tips-for-entrepreneurs/3788/Aty18.aspxJacobs, F. (1988). The five-tiered approach to evaluation: Context and implementation . Evaluating family programs (pp. 37-68).