DEVELOP A WORKPLACE LEARNING ENVIRONMENT: A COMPETENCY ASSESSMENT
Table of Contents
- Coaching and Mentoring and the difference between the two. 15
- The benefits of having both coaching and mentoring in an organization. 15
- 4 different staff motivation techniques to assist in staff development 15
- Importance of feedback forms when evaluating skill development 16
- Identification of learning and development needs within an organization. 16
- 4 different learning delivery methods and their benefits. 16
- Benefits of goal setting and application of this process. 16
- Principles and techniques involved in performance measurement 17
- Honey and Mumford. 17
- Learning Styles. 18
- Principles. 18
- Group behaviour Theory. 20
- Leadership Styles. 20
- Step by step process on how to deal with complaints. 20
- Customer complaints are important because: 21
- 4 common reasons for why customers are difficult 21
The Training needs analysis method chosen here is on the job training in the environment of a production house.
It is a simple and useful method where nothing needs to be explained to the person receiving the training. He can simply watch and learn. It is a cost effective method because no additional cost is required to train an employee and no extra space is required for the training as well. Because on the job training is conducted on site, the employees can actually practice with real equipments and gears. It is also a method that provides quick learning and higher productivity. Feedback is always on hand and multiple skill development also happens (O’Carroll, 2012).
Pritchard (2010) opined that First of all it needs to be seen what the person’s current level of skill and knowledge is and what level of skill and knowledge is needed to be acquired. After identifying this gap training professionals need to work with the management to come up with an effective plan.
Gathering feedback about a team member’s performance and the sources to be referred to in order to source the information
Gathering feedback about a team member’s performance can be done in the following ways. Feedback about a team member’s performance can be gathered from the other members of the team as well as the management.
While analysing the feedback from the other team members and the management it has been found that the team member in question is having difficulties operating certain machines that are new to the team member and having problems in understanding certain instructions.
In terms of other information a survey can be conducted or a one on one interview can be taken in order to assess what exactly the skill gaps are. The data collected can be used to do a skill gap analysis of the team member in question.
|Name of team member||Ella Montgomery|
|Designation of team member||Assistant to Director|
|Sensitive to body language||ü|
|Keeps business calls to the point||ü|
|Innovative and participative in group activities||ü|
|Ability to keep calm under stress||ü|
|Ability to handle equipment||ü|
|Abides by all rules and regulations||ü|
|Is a model worker||ü|
Code of conduct: It has been said that in regard to code of conduct the team member is not sensitive to body language of others and cannot keep business calls to the point. For this the team member may be talked to in order to make her more sensitive to others’ body language and training can be given regarding keeping business calls short and to the point.
Key performance indicators: The key performance indicators of the team member in question are that she is a good listener, is innovative and participative in group activities, is a good planner and is spontaneous. More encouragement can be provided to the team member to keep up the good work.
WHS requirements: As per the WHS requirements it has been found that the team member could improve her work quality in general and could adhere to the rules and regulations a bit more. As such the team member can be encouraged to do better and certain incentives can be offered for better quality of work and more regard for rules and regulations.
Negotiated agreement with the individual: The negotiated agreement with the individual stands thus that encouragement and help will be provided to the team member in areas where she is falling behind and certain incentives will be offered for better work quality and more regard for rules and regulations.
Performance standards: As per performance standards the team member in question has good listening qualities, she is innovative and participative in group activities, is a good planner and is spontaneous. Areas where she is falling behind are sensitivity to body language, keeping business calls to the point, being a good speaker, ability to keep calm under stress, ability to handle equipment and regard for rules and regulations.
Work options and processes: The said team member has to keep a tab on daily progress of the filming process and how it is matching up with the proposed deadline; she has to arrange logistics, she has to keep a check on the crew and the cast and she also has to maintain order on the set.
Team roles and responsibilities: The assistant director is the director’s right hand person; hence she has to take care of all the inconsequential matters so that the director is free to do his job. The scenes have to be broken down according to shots and time of each shot must be determined. She must also draw up the shooting schedule. She needs to be an authoritative team leader and motivate her team but must also be approachable.
Said team member will be encouraged to take part in surveys and one on one interview to continually mark their growth and incentives will be provided from time to time to encourage them in doing so. It will be impressed upon them that bettering their performance will lead to promotions and more incentives based on her needs and the needs of the team.
Team member in question will always be given assistance wherever she requires and to put the learning strategies in action. She will be helped in applying those learning strategies to her work. Through this she will not only better her own work but also the work of her team members and those who work under her and look to her for assistance.
Encouraging learner to continually assess their own competencies to identify their own learning and development needs
Learner will be encouraged continuously to asses her own development and competencies by listening to her peers and taking in the criticism they offer and working on them positively. This will lead to self growth. Learner will be encouraged to take the criticism in stride and reflect upon them positively and not in a negative manner.
The learning in addition to her primary responsibilities of doing the director’s work, coordinating between the cast and crew and the director and keeping a check on the shooting schedule will also create the shooting schedule with assistance from the director, they must also look over complete coverage of script, assist the director in choosing the cast and crew and be aware of overshooting the budget. She will also have to hire props and check the weather conditions. She will also be responsible for everyone’s health and safety.
Feedback will be obtained on a regular basis to check on the learner’s growth and accordingly the learning plan will also be continuously developed according to the needs and wants of the learner.
A steady record will be kept of the learner’s progress through the data obtained by surveys and interviews with the learner as well as her seniors, juniors and colleagues. This record will help chart the growth of the learner.
Hsiao (2010) commented that Identification can be done by looking at the employee’s resume. This will help determine what the skill set of the employee is and what skills they need to develop. This provides an effective skill set analysis. Then the right type of training can be determined according to the needs and wants of the employees. Time needs to be taken to design the right type of training program.
Before setting any learning plan in motion it is important to make sure the staff is on board. Communication with them is of utmost importance (Luttman, 2010). The senior most people must be persuaded that training is a priority. The senior most people and the entire staff must be on board with the training plan, its cost and duration and milestones and deliverables of the plan. Commitment from the employees for whom the learning process is being made is also required. They must be talked to about the training program and made to understand why it is necessary for them. This shouldn’t be a problem at employees today are far more adventurous and are constantly seeking new ways to learn more skills.
After consulting with the staff and the employees the problems will come out. It is important to remember that problems can crop up overnight and one needs to be patient when they do. Training someone should be thought of as a long term investment and results may not be immediately obvious in front our eyes. But patience is required to reap the benefits of such a process. The problems must be identified and their solutions provided.
Records of the improvement and growth of the employees can be kept through the data collected from surveys and interviews. These results must be continuously assessed in order to track the growth and development of the employees in question.
Work based learning can be provided by using the on the job training program by which the learners will learn by handling real time situations in a work environment and continuous assessment and help will be provided by seniors. There will be seasoned mentors and coaches available. This will also be cost effective.
But apart from that for structured learning private trainers may be hired formal seminars and conferences held. These processes are often very effective in helping the fresh employees learn.
The learning strategies can be implemented by one on one session as well as by group sessions; e-learning strategies can be implemented as well as personal instructors can be hired to mentor the employees, Onsite training as well as off site training can be done. All these decisions can be taken according what resources are available, what best suits the needs and wants of the employees and according to the availability of the budget.
The impact of the training needs to be assessed. Performance of the employees before and after the implementation of learning strategies needs to be assessed in order to track growth and development. Simultaneously surveys and interviews are to be conducted while the learning strategies are going on and the data collected can be used to identify if the learning strategies implemented are actually helping.
Gorelick et al. 2010) said that maintaining an effective learning environment within an organization is very important. Without a learning environment the employees and the higher management as well will be stagnant and now new developments will take place. New things need to be constantly introduced in order to motivate the employees; this will also act as an incentive for better work. Without a proper learning environment the workplace will fall apart. Older as well as younger employees need to constantly keep learning something new. Simultaneously, if the employees are not willing enough and the organization of the company is not up to the mark, then the learning strategies will also not work. Thus an amalgamation of good organization and good learning strategies and willing employees need to be had. It is not difficult to find these things in a creative environment as a production house.
Brockbank and McGill (2010) said that both coaches and mentors help both corporate and individuals to achieve their full prospective. They are both paid and unpaid. People who are paid do it professionally and people who don’t take payment do it philanthropically.
Coaching is oriented in task; the focus is usually on tangible issues whereas mentoring is more relationship oriented. The mentor provides more emotional support than anything else. Coaching is a short term job whereas mentoring is a long term job. Coaching is driven by performance whereas mentoring is driven by development of the individual or the group (Parsloe and Leedham, 2010).
Parsloe and Leedham (2010) said that Coaching and mentoring can be vastly beneficial for individuals, small organizations or big companies. Coaching and mentoring lead to connection, learning and growth. These processes help in settling in of employees and help them to learn the job quickly. This also increases loyalty towards the company the person is working for. These processes also help in cutting costs as it is a part of the on the job learning process.
First of all the interests of the employees must be kept in mind and opportunities must be given to them to follow these interests.
Secondly, sometimes authority must be given to the employees to make them feel more important.
Thirdly, if someone achieves their goals, it is nice to give them recognition for it. This will motivate them further.
Fourthly, motivation should be personalized. It is best to ask the employees themselves what motivates them and then make sure that these things are delivered.
Feedback forms are a very good way of finding out the gap between skills that a person already has and skills they need to acquire. Feedback forms must have appropriate questions in order for the answers to be available for a skill gap analysis. Only from this data collected can skill development be done. First it is essential to understand where the skill gap is, and then development needs to happen on the specific area.
Once the skill gap has been identified, teaching about these skills in order to acquire them is necessary, this is where learning and development comes into play. Then the training programs need to be devised so that they can be delivered. Accordingly leaders need to be ordained.
First of all there is the lecture method. Professional lecturers can be hired to come in and lecture on the areas where there is a skill gap.
Next is the discussion method. Personal discussions and group discussions can be held in order to cover the areas where there is a skill gap.
E-learning is another effective method when it comes to learning delivery methods. This also saves time and money of the organization.
Lastly there are simulations. There can be equipment simulators, business strategy games role plays in this method.
Kanfer (2010) opined that Benefits of goal setting include a clearer focus, a thought out process of what one desires to achieve and then set out to achieve it. Goal setting also leads to use of resources available to the optimum level. It is an effective use of the time available and also leads to peace of mind. It helps in doing activities that leads to achievement of goals set.
As for application of this process, first a goal needs to be set, and then the time in which the goal is to be completed is to be set. Activities that lead to achievement of goals must be assigned and constant motivation must be provided.
First of all the performance of the organization must be gauged and it is to be seen if the organization is moving in the right direction according to its vision.
Secondly there must be a balance of measurement. This must include both financial and performance aspects.
In the measures taken there must be a mix of outcome data and process data which has been taken over time.
The measures taken must be described in a language that is not filled with jargon so that everyone can understand what is being said.
Activist: Activists are people who learn something by doing it. Activists are not afraid of getting their hands dirty or to plunge into any given situation. They have to have an open minded approach to everything and immerse themselves fully in new experiences (Penger and Tekavc, 2010).
Pragmatist: Scharg (2013) commented that these people need to learn and then put whatever is learnt into practise in the real world. Simulations and games are of minimal use if they can’t find a way of implementing whatever is learnt from these into real life. These people are experimenters, constantly trying out new ideas and theories and seeing if they work in real life.
Reflector: These people learn by reflecting on what happened. They avoid being involved in anything and prefer watching from the sidelines. They collect data about the situation from various angles and then work towards a proper conclusion (Stuart, 2010).
Theorist: Stuart (2010) opined that these people look for the theory behind every action. They need facts, concepts and models in order to understand what happened. They prefer to draw every action into a new theory.
Auditory: Reid (2010) commented that auditory learning style means the person learns through listening. The most important components here are speaking and listening. The auditory learner needs to be able to hear what is being said in order to learn.
Visual: Visual learning style denotes that a person learns by visuals, or by reading and understanding information. Different styles of representation like charts, tables etc are useful to a person using this technique (Reiff, 2010).
Kinaesthetic: Mumford and Honey (2010) commented that Kinaesthetic learners are do-ers. They prefer to understand something by doing it rather than by listening to a lecture or by reading a book. They make up for roughly 5% of the world’s population.
Equal Opportunity: Equal opportunity means that people should be treated equally without any prejudices or made up barriers or personal preferences except for when particular distinctions are required. Selection must be made based on qualification of a person and nothing else. There should be no arbitrariness in the selection process. Well connected relations must not come into the picture and selection must be made based on the person’s own efforts (Mithaug, 2010).
Ethical Principles: Blahut (2010) said that the ethical principles of a production house are based on integrity, honesty and quality. Equipments that cause health hazards should not be used. Locations must be selected according to safety and the environment of the place. People should be paid fairly according to the amount of jobs they do and promotions should be given accordingly. Under age people should not be employed and even if employed they must be treated fairly.
Codes of Practice: Code of practice is a voluntary process but it must incorporate adhering by statutory obligations of all those involved in filming. The A to Z guidelines of filming must be understood and applied. Certain signatories outline principles of practice, these must be followed (Blanchard et al. 2010).
Privacy laws of Victoria: Hughes et al. (2010) opined that Privacy laws of Victoria dictate that any person has the natural right to protect their personal lives from being invaded into and they can also control where their private information goes. However this right is not a fixed right. It differs according to the context of the situation given. It is also affected by the common law of Australia, also the commonwealth laws, the state laws, territorial laws and arrangements of the administration.
Occupational health and safety: In Victoria, occupational health and safety is governed by certain regulations and laws and codes of compliance which line out responsibilities of workers and employers to make sure that safety is paramount at the work place. This helps avoid injuries in the workplace, provides employees with reasonable amount of insurance and helps workers who were injured back into the place of work (Murphy, 2014).
Employer rights and responsibilities: (Feldman and Klaas (2010) opined that Employers must provide and also maintain the equipment and make sure it is safe to work on. There must be restrictions regarding entering into hazardous zones and proper infrastructure must be in place so that workers do not fall from heights. There must be arrangement of safe handling of dangerous chemicals. Adequate facilities such as clean drinking water, clean toilets etc must be provided. Automatically the employer also has some rights. He can discharge workers if they do not comply with the rules and regulations. He can choose to not give promotions if the workers have not been working to their maximum potential etc.
Anti discrimination and detailed explanation of four different relevant legislations
Langwith (2010) said that Anti discrimination dictates that no one shall be treated differently based on a personal characteristic that is protected under the law. No one shall be bullied because of the same. Victoria’s law on anti discrimination laws say that protects people from harassment and discrimination in public life areas such as the school, the workplace etc.
First of all there is the age discrimination act of 2004 which says that people are not to be discriminated against in workplaces or schools based on their age.
Then there is the disability discrimination act of 1992 which says that people are to be discriminated against because of their disabilities in workplaces or schools or any other areas of public life.
After that there is the racial discrimination act of 1975 which says that people are not to be discriminated against because of their race or colour.
And finally there is the sex discrimination act of 1984 which says that no one is to be discriminated against because of their gender and there shall be eradication of sexual harassment in workplaces.
Social Identity: Social identity theory is a theory that foretells certain behaviours within groups on the basis of group status differences that are perceived, the stability and legitimacy that has been perceived of these groups’ differences and the ability that is perceived to remain mobile between the two groups. This is a contrast from when social identity is used to refer to the person’s social self (Zahavi, 2010).
Authoritarian (Autocratic): (Kippenberger (2010) opined that the authoritarian leadership style entails that the person keeps a close control over everything, from employees to rules and regulations. They believe in direct supervision. They do these in the fear that employees will rise up in rebellion against them. The vision of the leader and the vision of the employees may not be the same in this respect.
Delegative (free reign): This type of leadership is also known laissez-faire leadership style. Here all the power of making decisions is given to the worker. This is also known as the hands off leadership style because the delegator gives all the power of decision making to the workers and gives them no direction at all (Lewis, 2010).
Participative (Democratic): Goleman (2010) commented that in the participative or democratic leadership style the employer shares all decision making with the employees, thinking of the good of the group. This is why this is more popularly known as the democratic style of leadership.
First of all the customer care department should register the complaint by listening to the customer patiently.
Next, the complain made should be given due priority and passed on to the management.
The management must then take the necessary steps of rectifying the issue.
The customer should be made aware that their complaint has been dealt with.
Customer complaints are important because they help identify the loopholes of a company, where the company is falling short on delivering certain things to their customers. Listening and giving due regard to customer complaints can make a company further improve itself.
First of all if the company is the sole provider of a certain commodity in town, they often become arrogant. The customers will not like this treatment and will be difficult in turn.
Secondly customers may feel they are being charged too much for something and they want cost effectiveness, hence they will complain and be difficult.
Perhaps the company is not listening to what the customers have to say. Hence the customer will be difficult.
Lastly, customers can be difficult because of the negative attitude of the salesperson. Maybe the conversation started out wrong and the seller is only focusing on what can’t be done instead of what can be done.
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