BHM351 Learning and Talent Development Assignment Sample
Here’s the best sample on BHM351 Learning and Talent Development Assignment, written by the expert.
Introduction
The present study is going to analyse the Learning and Talent Development (L&TD) process in British Telecom PLC (BT). The first part of the study will be developed based on the analysis of talent management theories and concepts such as Human Capital Theory, and Integrated Talent Management Model. Apart from these essential issues and implications of L&TD is going to be discussed in this part of the study. The second part of the study will consist of the feasibility of training interventions. Besides, four different stages of the learning process will be analysed and then studied. Moreover, the study will include the relevance of theories on training intervention.
Part One: Individual Essay
Theories and concepts of talent management (Knowledge of theory key concepts)
Human Capital Theory
Human Capital Theory is one of the most important theories in the business world which can be aligned with learning and development practices in BT. Training is often regarded as an investment for businesses that involves benefits and costs. As cited by Gillies (2017), a company is required to invest in the training development of employees in order to enhance the performance of a company. The cost and benefits of the training process can be understood with the help of financial criteria such as internal rate of return and the present value of companies. There are two types of human capital in the labour market which do not have any distortion or imperfections.
The first type of human capital can be transferred to other organizations that encourage workers to obtain the benefits and cover costs of training. The second type of human capital cannot be transferred to other companies, which allow the workers and employees to share the benefits and costs of training. As discussed by LeCounte, Prieto & Phipps (2017), the theory of human capitals is developed based on the neoclassical theories of education, labour market and economic development. It is crucial for BT to get the best benefits of the training and development process. Human Capital Theory assumes that human resource is one of the most productive components of the business. Hence, highly trained staff of BT will be more productive than other employees of the organization.
Key components of talent management
The anticipation of required human capital in order to meet the organizational goals is considered as talent management. In order to ensure the leading age, it is important for BT to implement the talent management process strategically. There are seven most essential components of talent management that consist of employee planning, talent acquisition and retention, performance management, learning process, compensations, career development and succession planning, respectively. The strategic concepts or components are required to be used by BT in order to align talent management processes with business strategy. It can be used as a simple performance management system to provide metrics to employees for business development (Krishnan & Scullion, 2017).
Use of literature and evidence
Integrated talent management model (ITM)
The ITM model illustrates the six most essential components of talent management practices that are required performance management. The first component of the model is workforce planning. The needs of talent are forecasted by companies. The second component of the model is talent acquisition which is focused on attracting and hiring talent that can meet the organizational needs (Al Barwani, 2019). Performance management is the third component of the model which illustrates how businesses set goals and manage the performance of employees accordingly. The fourth component of the model is learning and development that will help to emphasize the requirement of personal development of employees for enhancing their competence and skills in BT.
Succession management is the fifth component of the model which is focused on identification, development and transition of individual roles and responsibilities. The final stage of the model is engagement and retention which ensures the employee satisfaction to retain them for a longer time (Ibrahim & Zayed, 2018). The learning and development process of BT is developed based on a yearly interaction between employees and managers. The company has provided 40 hours training to the employees based on their needs primarily through British Telecom Academy (BT PLC, 2018).
Talent acquisition model
The main focus of the talent acquisition model is to identify the best way of finding, hiring and retaining skilled and experienced employees for organizational benefits. According to Ruggs et al. (2016), a company is required to develop an effective strategy of talent acquisition focusing on practices such as hiring, training, and appraising. Some of the most essential aspects associated with the talent acquisition process are strategy, recruitment, segmentation, outsourcing, branding and compliance. The process of talent acquisition of BT can be seen in its approach to attracting new talents. BT has recruited around 460 graduates globally, and the company has got a place in Times list of hundred graduate employers. Moreover, based on the aim of the UK government, the company has hired more than 2100 apprentices (BT PLC, 2018).
Issues and implication of L&D practices
One of the biggest issues that BT may face is personalization training. Most of the employees nowadays seek for job experiences that provide training programs for personal development. As cited by Vandewiele et al. (2017), employees of the present world expect from organizations to have customized learning experience from where they can acquire new knowledge and skills. It can be challenging for BT to create personalized learning pathways in order to cater to the learning preferences of employees.
Automation of training is becoming extremely important in the learning and talent development practices. As per Feng & Graetz (2018), employees are willing to accept the process of training which is based on technology automation. The main challenge which is associated with automation in BT Group is the need to embed automation features into the learning experience of employees.
Lack of engagement would be extremely challenging for BT which can be detrimental for talent acquisition. The emerging trend of learning and development is becoming prevalent based on surface learning and change management (Barua et al. 2018). The department of corporate training of BT is needed to identify creative ideas to address the paradox of workers who want to learn but do not get enough opportunity.
Executive Summary
The aim of conducting this report is to provide assistance to the BT Group in the development of human resource management. Therefore, a detailed training cycle has been provided in this report which is a four-stage cycle. Apart from that, a detailed discussion regarding the impacts of different training and development theories has been discussed through this assignment.
Part Two: Individual Report
Strategic fit and feasibility of training intervention
BT Group is a telecommunication company based in the UK and they are currently facing certain barriers in their organizations (BT.com, 2020). These need to be resolved with the training and development planning for the employees. As the market competition is increasing, the development program will be highly needed by the employees of the BT group. The requirement of the L&TD programs in the BT group is mentioned below:
- The technology is rapidly growing and with this growth, the professional development of the employees is also required. Currently, 5G technologies are available in the market and thus to compete with other companies all the employees should be trained with this latest technology in BT group (Mentz-Coetzee, M., Stroebel, A., & Swanepoel, 2020).
- The market dynamics have been changed as most of the marketing is depending on the online medium. The training and development program is necessary for their marketing team such that they can develop an online marketing strategy for BT group. As discussed by Rathore (2017), the training and talent management program will provide training on social media marketing, online search engine marketing and other ways such that the employees can develop the suitable method for the organization.
- The management group of BT group requires a more strategic approach from the management team. The management team should be trained with strategic changes and effective approaches to handling the employees. This training to the management employees should include employee relationship building strategies, employee retention strategy and others for their development of the organization.
- New employees need proper training to understand the working dynamic of this company. According to Kapur (2019), this training module will help them to learn their daily activities, team management techniques and other aspects for their daily performance. A training period of 2 months should be mandatory for this training module for the new employees of BT group.
- The overall development of the organization will help employees to implement innovative approaches to solve the daily work issues in the company. These innovative approaches will help them in staying in the competitive market of the telecommunication industry. Besides, it will act as a motivation factor for the employees as this program is a direct professional development program for them.
This program will be strategically fit as it will help in changing the dynamics of the company for future development. The investment in these programs will be a development investment as it will help in generating more revenue to the company. The work pressure of the employees is huge due to high customer demand and thus the feasibility checking of this plan is necessary. A plan is needed for making the training and development program feasible in BT group. As mentioned by Sharma (2018), the training period must not collapse with the working hour of the employees as all the employees must participate in the training program along with their daily working activities. These daily activities are not going to be required for the new employees as their training module will be full-day training.
The new employees will be trained with all the upgraded tasks facilities and working aspects in BT group and thus the new employees training module will be the largest. All the training will happen in shift wise and a maximum of two hours will be allocated for the training purpose. According to Mendis & Weerakkody (2017), this module will be divided department wise as the training subject is different for different departments. Two hours of maximum time is going to be deducted from the employee’s normal working hour to make this plan feasible. The training department will run a two houses shift for several departments in a full day of work. At the time of training of one department, all the other departments are going to performing their allocated tasks for providing services to the customers.
Therefore, following this plan will make this program strategically fit and feasible for the employees and the organization. However, the training and development authority is going to have the permission to directly contact the higher management of BT group in case of any issues or requirements.
Systematic training cycle
Systematic training cycle will define the training systems for the development of the employees. All the four stages of this cycle will be followed in this development program to get an effective result. These four stages of the systematic training cycle are mentioned below:
Stage 1: Investigate training needs
The training is needed for the overall development of the organization as well as the personal development of the employees. BT Group is facing issues while handling their overall operation in the current market condition. The training is highly required to speed up their performances and increase TD in all the departments of BT group. It will help in providing economic growth to the company as it is going to increase the efficiency of the employees. According to Asadi et al. (2017), it will guide in critical thinking and problems solving situations as the training will develop these skills of the employees. The management is going to be more structured after this training and development program as a conflict of interests is planning to be reduced in this training.
Stage 2: Design training
The training module is going to be in two parts; for new employees and for existing employees. The new employees will get an overall training module where they will learn the work dynamics of the departmental and management oriented works as well (Keating et al. 2020). The development program for old employees will be further divided into two parts where one will teach the behavioural and personal skills development aspects and the other is going to teach the departmental skills. This design will help them in growing and improving learning skills such as leadership skills, problem-solving skills, critical evaluation skills, skills of applying innovative approaches, conflict of interest ignoring skills and many more. As discussed by Schoenfeld, Ogbor & Krieger (2016), this training design is going to help in maintaining the integrity and professionalism of the organization.
Stage 3: Conduct Training
Effective training is able to enhance the performance of employees thus based on the planning and investigation, the training is required to be conducted in BT Group. However, there are several factors which are required to be considered while provisioning training to the employees such as clear speaking. According to Octavia (2017), it is necessary for the learner to understand the trainer of the BT group thus, a clear speaking is essential to maintain by the trainer. Learners need to gather sufficient knowledge from the hours they spend in the training program, so training by addressing the expectations of employees is required to motivate learners.
The main attractiveness of a training program begins from the explanation of the structure of the training. It often can be seen that a random training program creates confusion and uncertainty of the training regarding the upcoming learning topic and its necessity. According to Hakim & Kessentini (2017), the psychology behind the scenario is that learners do not get the idea of the remaining training and the time they will need to put in it. The next essential factor for BT group is based on the ongoing training program, to provide proper answers to the learners. It needs to be noted that several times a trainer often does not have answers to certain questions raised by the learner thus; in such circumstances a good trainer of BT group should provide the answer in the next season.
Training also needs to be conducted by focusing on each learner as the purpose of systematic training is to enhance the skills of employees on an individual level. As per the view of Sun (2019), providing feedback to the learners is also an important part to motivate the employees in this company during their training and take the training with further seriousness.
Stage 4: Assess the effectiveness of training
Evaluation of the effectiveness of the training is the last stage of the conducted training program. This stage ensures that the training program has been successful and the skills of employees of BT group have been developed. It can be ensured from the perspective of training satisfaction of learners which is usually conducted through a feedback form. According to Hassanb& Esmail (2018), the feedback from consists of learners’ view regarding the training such as its usefulness, facilities provided during the training and their thoughts on the capability of trainers. This is a good way to develop and enhance the training program and conduct changes in planning and programs in BT Group.
The effective way to evaluate the effectiveness of the training is by conducting an assessment test among the employees of BT Group after the training program. The test is required to be conducted by covering the whole training program. According to Rasmani, Widodo & Wibowo (2017), theoretical knowledge and practical knowledge obtained through the training will be clear to the trainer from the result of the conducted assessment test. Apart from that, the time factor is also needed to be considered while evaluating the success and effectiveness of the training.
It can be said if employees of BT Group are taking a higher time to complete the assessment test then they need further training as there is a lack of training. This stage is important for employees of BT Group to understand their knowledge and skills from the result of the assessment tests. On the other side, this assessment report is also beneficial for the company itself on human resource management. According to Ismail et al. (2019), the training began to exhale the performance and skills of employees of the BT Group and assessing the effectiveness is the stage where the result of the training is presented.
Influence of relevant theories
This section of the study is concerned about stating the impact of different theories regarding the development and enhancement of the employee’s talent in the BT group. Wages and salary are required to be paid based on the talent and skills of employees thus, human-capital theory is required to be followed by BT Group in order to satisfy employees. According to Al-Zu’bi & Alkharabsheh (2016), this theory considers employees to have an economic value which can be evaluated based on the experience and skills of employees. Besides, cost-effectiveness and risk factors are considered through this theory, such that it will influence the BT group in the reduction of employee costs and enhance business performance. ROI and YOY are the two key items which are required to be used by the BT Group in order to utilize the concept of human capital.
The integrated talent management model is another useful model for the BT group as the theory focuses on workforce planning and talent acquisition. It can be said that workforce management will be beneficial for the company in allocating employees in a different sector or in the fields of jobs based on their experience and skills. On the hand, talent acquisition is helpful for acquiring new employees in the organization. As per the view of Campos et al. (2017), it can be seen that the BT group is a large and widespread organization, so the company needed skilled employees to operate the company properly. Therefore, workforce planning is a good and effective option for the company to develop the performance of the company by acquiring skilled laborers.
The talent acquisition model is a developed model for acquiring employees and it is important for the BT group to acquire employees based on their skills and talents. It can be seen that BT Group requires several technical employees in the organization and based on the skills the business is standing. Thus, it is essential for the company to use the talent acquisition model to acquire good employees in the technical sector of the organization.
Conclusion
Based on the discussion on the learning and talent development theories, it can be concluded that the BT group needs to maintain new and developed theories while acquiring employees. Apart from that, a four-stage training program also can be arranged for the development of skills of the employees and lead the company to achieve business success.
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