Question
Activity 1
Produce a written response in which you:
Identify examples of metrics used to inform and measure L&D
Evaluate a range of primary and secondary L&D data sources
Activity 2
Undertake research in an area of L&D and write a business report for stakeholders.
Within your report you should:
Provide a short rationale for the area investigated
Explain how you collected and analysed the data, justifying the approach adopted
Draw conclusions and make recommendations based on the findings
Summarise the limitations of your research
Solution/Answer
Table of Contents Activity 1 3 1.1 Examples of Key Metrics used to Inform and Measure L&D 3 1.2 Primary and Secondary Learning and Development Data Sources 4 Activity 2: Written Report: Research on Training and Development Strategies in Improving Employee Performance 4 2.1 Selected Title 4 2.2 Research Aims 4 2.3 Research Objectives 5 2.4 Primary Stakeholders 5 3.0 Review of Literature 5 4.0 Research Methodology 8 4.1 Quantitative Methods 8 4.2 Qualitative Study Approaches 10 4.3 Ethical Issues in Research 11 5.0 Findings Presentation 11 5.1 Research Interviews 11 5.2 Research Questionnaire Surveys Findings 11 6.0 Conclusions and Recommendations 14 References 15 Appendices 15 Appendix 1 15 Appendix 2 : Interview Questions 18 Demographics 18 Qualitative Questions 18 Activity 1 1.1 Examples of Key Metrics used to Inform and Measure L&D As a common practice in the modern business environment operations, the aspect of employee capability development is significantly being considered as a consequence of their evolving nature. This is affirmed by Heimeriks and Duysters (2007), a study that has pointed out that entities are increasingly sourcing for fresh skills which are anchored on the need of transition of multiple and intense competition. Due to the time constraints, budget and intent issues in the HR landscape, any failure to justify on the valued addition of learning and development to business directly influence the practice (Hsu & Fang, 2009). Taking into account the selected topic in the current study, the metrics would include the following; Table 1: Types of Metrics and Description Source: Summarised by the Author The identified criteria followed in the process of classification of the metrics are the quantitative, qualitative, prognosis and an input-process-output oriented approach (McCusker & Gunaydin, 2015). In regard to the quantitative approach, this is inclusive of the sourcing process of statistical data in an independent fashion. This is contrary to the qualitative which involve the use of diverse opinions, ideas of the participants targeted. Further, the prognosis approach is inclusive of the adoption of already existing data in deducing their applicability level in entity operations. For example, considering the market labor data trends or the employee’s reward program effectiveness, the prognosis approach could be adopted. In the end, the input-process-output tend to delve on an overall approach with resources integrated with the process with ultimate leverage on end results. The final results in this process are applicable in recommending for best future practices to harness an organization market dominance and profitability. 1.2 Primary and Secondary Learning and Development Data Sources The use of primary sources is more applicable in identifying evidence in support or contrary to the content of a specific hypothesis of model critical in a specific investigation (Morgan & Rasinski, 2012). Similarly, this can be employed to defend different set assumptions adopted to underpin a specific research component. In the available studies, they majorly leverage on the primary sources and experimental research which are critical to justify distinct methods and available questions of research. An appropriate instance of the primary data is the questionnaires information that tends to focus on the training and development effectiveness and how the best practice can be identified using interviews in the training and development. Contrary to the primary sources, secondary sources are applied in sourcing for direct evidence for a particular model or content set in a study (Reddy & Agrawal, 2012). The usefulness and criticality is their success to identify and establish a research context, the different concepts adopted and applicable theories. Activity 2: Written Report: Research on Training and Development Strategies in Improving Employee Performance 2.1 Selected Title An Evaluation of Training and Development Strategies in Harnessing Employee Performance. A case Study of the UK Banking Sector 2.2 Research Aims The aim of the current research is to investigate the effectiveness of the training and development practices in context of harnessing employee’s performance in the UK banking industry with multiple workers 2.3 Research Objectives • A review of available literature on training and development strategies • Identifying and reviewing the available training and development approaches used in UK banking industry • Making recommendations on training and development approaches applicable in the UAE Banking industry • Reviewing the extent of performance on harnessing the most appropriate training and development approaches in the UK banking industry 2.4 Primary Stakeholders The stakeholders could be categorised primarily on those influenced by the process and those who influence the process. For instance, the trainers, participants of their programs and managers included in holistic operations are considered. These are the stakeholders ensuring placement of the conditions of learning and job application. In this study, the key stakeholders of interest are as follows; Table 2: Key Stakeholders Source: Summarised by the Author 3.0 Review of Literature The concept of training and development are critically integrated into modern study. Distinct academicians have in a common agreement pointed that training and development activities are characterised by positive influence on the performance of an entity both financially and leveraging on competitive advantage (Aguinis & Kraiger, 2009, Surroca et al., 2010, Marimuthu et al., 2009). This is equally evidenced by Surroca et al. (2010) study that has pointed out on an entity involved in training and capacity development of their human resources ends up leveraging on an enhanced competitive advantage contrary to other existing players in an industry. This is informed by the fact that extensively engaged workers who are equally motivated in their roles improve entire performance, loyalty and availability of workers. Additionally, Aguinis and Kraiger (2009) study have pointed ouT……………………………
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