Unit_4.docx

Develop teams and individuals

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Question 1.1
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It is necessary to systematically identify and implement learning and development needs in line with organisational requirements. To do this a training needs analysis would be conducted. Explain what a TNA is, how it would be conducted, who would be involved and how it would be used.

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Question 1.2

1.2.a

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A learning plan that meets individual and group training and development needs will be collaboratively developed, agreed to and implemented. Draw on your own experience and that of others, plus independent research, to determine why prospective learners should be consulted about the type of learning to be delivered and the structure of the learning process.

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1.2.b

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What are the likely repercussions if employees are not consulted and involved in the design, development and targeting of training or learning opportunities?

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Question 1.3
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What advantages are there when an individual self-evaluates their competence and identifies what is needed to learn, grow and improve knowledge and skills?

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Question 1.4

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How does collecting regular feedback on the performance of team members, from relevant sources assist managers in identifying the learning needs of individuals and teams?

Question 2.1

2.1.a

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Explain how trainers can identify career pathways and competency standards relevant to the industry and why it is necessary for them to do this.

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2.1.b

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Why is it important to clearly identify learning and development program goals and objectives?

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Question 2.2

2.2.a

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Why is it beneficial to identify learning styles?

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2.2.b

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Why is it necessary to consider, when designing a program, the physical resources that might be needed? Use examples where appropriate.

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Question 2.3

2.3.a

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Describe three facilitation techniques that will encourage team development and improvement.

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2.3.b

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List six reasons why it is beneficial for management to provide workplace learning, coaching or mentoring opportunities.

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Question 2.4

2.4.a

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Effective training will incorporate a range of activities and support materials appropriate to the achievement of identified competencies. Explain what this means.

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2.4.b

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Choose a topic around which you could create a development opportunity. For example:
a. A procedure that you need team members to follow.
b. A piece of information that you have to convey.
c. A skill that a team member needs to use.
Complete these steps:
· define the goal of the learning opportunity by completing this statement (use bullets if there is more than one goal): At the end of this learning opportunity participants will…
· describe what you will cover—the learning/ training content
· describe the learners (eg age, experience, education level, industry in which they work)
· describe the methodology, activity or development opportunity that you will use—why you have chosen that methodology, activity or development opportunity
You need to create a range of activities. What activities would you create? Explain how and why these are relevant and useful.
What materials could be used to support the learning? Describe them or provide examples.

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2.4.c

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Explain what action learning sets are and how they work. Provide two examples of how action learning sets could be used. What are the advantages of action learning sets when compared with other learning facilitation methods?

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Question 2.5
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Managers and supervisors must approve the resources and timelines required for learning activities in accordance with organisational requirements. Explain why this is necessary.

Question 3.1

3.1.a

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The operations manager is planning to send all employees across the nine different stores to a two-day course on customer service. The aim is to develop a customer centric culture across the organisation as well as provide instruction on exactly how to interact successfully with customers.
How can the operations manager gather feedback to measure the effectiveness of the training at all four of Kirkpatrick’s levels to improve future learning programs? Describe some tools and techniques that could be used.

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3.1.b

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List six ways in which feedback collected from individuals and teams at the conclusion of a training program can be used.

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Question 3.2
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Why is it necessary to assess and record the outcomes and performance of individuals/ teams as a result of training? Give four reasons.

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Question 3.3
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Learning plans might need to be modified to improve the efficiency and effectiveness of learning and the circumstances under which it might occur. Explain what this means. Give examples, where relevant.

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Question 3.4
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Create a learning and development register that could be used to record training history and employee competency. What details should it contain? Who should manage it? Who should have access to it? Are there other ways that learning and development outcomes should also be recorded?
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Performance Task

Task 1.a
Demonstrate the following task:

Task 1.a

Produce a report on three facilitation techniques that will encourage team development and improvement. In your report, please include specific examples on how you can apply these in the workplace.
(300–400 words)

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Task 1.b
Demonstrate the following task:

Task 1.b

There is no performance task in this section. Please move along to Topic 2.

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Task 1.c
Demonstrate the following task:

Task 1.c

There is no performance task in this section. Please move along to Topic 2.

ask 2.a
Demonstrate the following task:

Task 2.a

Show two (2) specific supporting examples on how participation of staff in training and learning opportunities could contribute to the development of organisational policies, plans and procedures for developing teams.
For example, devise a feedback form and attach it as an example of what you would send to groups who undertake training.  Areas to cover in your feedback form can include:
· Open and Closed questions
· Scale rating
· Star rating
· Areas of excellence
· Areas of improvements
· Overall experience

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Task 2.b
Demonstrate the following task:

Task 2.b

There is no performance task in this section. Please move along to Topic 3.

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Task 2.c
Demonstrate the following task:

Task 2.c

There is no performance task in this section. Please move along to Topic 3.

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Task 2.d

Demonstrate the following task:

Task 2.d

There is no performance task in this section. Please move along to Topic 3.

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Task 3.a
Demonstrate the following task:

Task 3.a

Produce an email for your manager that highlights how trainers can identify career pathways and competency standards relevant to the industry.  Include why it is necessary for them to do this. (100 words)
Please remember to include your subject, recipients, welcome introduction, content, any follow up and close.
 

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Task 3.b

Demonstrate the following task:

Task 3.b

You have been recently been appointed as a Section Manager at Organics Supermarket. Your Store Manager has asked you to facilitate a KSA: Knowledge, Skills and Abilities Assessment on your team of 5 Customer Service staff. You do not have any experience facilitating a KSA and need to prepare a 2min discussion. 
Conduct some research on the below items.
· What is a KSA?
· How is it used?
· What are the KSA requirements?
· How can a KSA be applied within the workplace?
· Benefits of a KSA?
· Action items from a KSA?
Now that you have a full understanding on the topic, record yourself simulating that you are discussing the requirements of a KSA with your employees. This recording should take no longer than 5min.

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Project A
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1

Scenario:

Peach Phones is a large electronics company producing smart phones, tablet computers, game consoles and other devices in a highly competitive market. Peach’s customers include online and bricks-and-mortar retailers of computer equipment. You work in a learning and development role at Peach Phones. Peach Phones has a commitment to employee learning and development, and your role has a high profile and high expectations attached to it.

Task 1

Tom works in production in the semiconductor division of Peach Phones. He has been in this role for over a year.  Tom’s latest performance review shows the following:
· His knowledge of production processes is good
· His production rates are good
· His health and safety awareness needs improving – he doesn’t always identify potential hazards when he should
· His ability to respond to equipment problems is poor – he doesn’t always recognise when things go wrong and, when they do, he tends to just ring an engineer and then wait for them to come and solve the problem when there are other productive tasks which he could complete in the meantime.
Draft three (3) possible learning goals for Tom.

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Task 2

What might be an appropriate learning delivery method in each of the following scenarios at Peach Phones?
a. Audrey has a learning objective to improve her knowledge of admin procedures within the LCD division. She works part time. There is no budget for this training. She prefers to learn at her own pace.
b. Rajesh has a learning objective to increase his confidence when delivering sales presentations to clients. He has previously attended a course which gave him some basic techniques. He is a lively character who gets bored easily. He needs practice more than anything.
c. Noo has a learning objective to competently operate a specialised piece of equipment in the GUI division. No-one else in the company has this expertise. There is a limited budget available for her training. She likes to understand the theory behind the way things work.

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Task 3

Detailed knowledge of the products that Peach Phones produces has traditionally not been a high priority for the learning and development staff such as yourself. Yet you have encountered several situations where this would have been extremely useful, for example in helping you explain the relevance of training to participants. What opportunities might you have at Peach Phones to develop your product knowledge? Give at least three (3) specific examples of opportunities.

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Task 4

a. What resources may be required to support the achievement of Noo’s learning objectives (see Task 2)?
b. What factors could influence the time lines in connection with Noo’s development activities?

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5

Task 5

Scenario:
The Peach Phones’ employees Chris, Sue and Tran, have participated in a learning event delivered by an external training consultant. It was a half-day session on the topic of difficult conversations with customers and suppliers. All three felt that the session wasn’t long enough, as there wasn’t enough time to practice the new skills. They also thought that the group size of 24 was too big for a session of this nature. They didn’t like the training venue – it was awkward to reach using public transport and it was very grubby and hot. They felt the trainer was excellent – very knowledgeable and professional.  However, Chris felt that the trainer made them feel foolish during an activity.
a. What actions might you take as a result of this feedback?
b. What improvements could you recommend for similar training sessions in the future as a result of the feedback from your team members in the previous question?
c. Discuss at least three methods that you could use to assess the performance of Chris, Sue and Tran after their training in difficult conversations. (50-80 words)

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Task 6

This is an audio-visual task which requires you to create and submit for assessment an audio file.
Instructions:
With regard to the scenario described in Task 5.a above, record a conversation you have with the trainer, whose name is Peter. You need to convey to Peter both the positive and negative feedback provided by the participants in the session. Your goals are to reassure him that you want to keep using his services, and to convince him that some changes need to be made for next time. The recording will be of your voice alone.
There is no requred duration for the conversation, but 2-3 minutes is suggested.

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Project B

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Brian Ellis, aged 57, has been driving for a taxi company for 14 years. He considers that he is a competent driver.
He has not been involved in any major accidents and believes that his trip times reflect efficiency and good driving skills.
However, the company recently conducted a client satisfaction survey. The results of the survey showed that the clients who responded felt uncomfortable with the speed and potential danger of Brian’s driving. Brian is unlikely to accept his driving skills need to be changed and he needs to learn new skills. How would you, as a manager, deal with a situation like this?
Although Brian is a long-term employee, the survey demonstrates a poor level of customer service skill. How would you approach this problem and what learning and development activities and materials could you possibly recommend? As his manager, how will you support Brian to make the necessary changes?
Also consider aspects of business operations, such as:
· anti-discrimination legislation
· ethical principles
· codes of practice
· health and safety
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