Enhancing Employees Skills: Learning Styles and Theories - HR Paper Example

Enhancing employees skills and knowledge is of importance to organizations especially in the modern industries. In instances, where employees receive continuous training in practical skills there is a high level of performance. Therefore, this is among the strategies used by various firms to achieve their goals and retain their competitiveness in the market (Silberman, 2013). However implementing training programs to different types of workers is not a minor task mainly due to the diversity of learners and different employees would prefer varying learning styles. As a manager, to formulate a training program, features of learning styles should act as a guild to effectively modify the best training delivery approach. Honey and Mumford developed the four distinct learning preferences that are activist, theorist, pragmatist and reflectors (Mobbs, 2016). Each of these styles has its opportunities and demerits as compared to the other.

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AC-1.1 Compare the different learning styles

Activist engages the learners to practice in the real working environment as a way of learning new skills and improving on those they had learned earlier. Activists are open minded and participate in learning programs fully without any form of bias. In this style, organization managers have an obligation to ensure that their workforce receives equal opportunities for every employee to advance. For example, they should hold group discussions, brainstorming quorums, or even comes up with competitive or role playing activities and puzzles in solving particular problems.

Theorist, on the other hand, relies on comprehending theories as a way of finding reasons behind a particular action. The learning process requires models, facts, and concepts which are analyzed and synthesized to draw informative and logical concepts (Yawson, 2013). In most cases, workers learn from simulations, background information, stories, and statistics. Therefore, the management has to preserve past events as a reference whenever a challenging but similar situation arise (Boxall & Purcell, 2011).

The pragmatist style of learning demands that workers should understand and put knowledge into real practice especially in the dynamic business world. Thus, employees experiment new ideas, techniques, and theories to tell if they are of any use to the organization. Pragmatists engage in activities such as case studies and discussions to link learning and the different situations in their workplace.

The other learning style is a reflector that involves observing and thinking what happened to a given site. Mostly, reflectors avoid getting involved but watch from the sideline. Afterward, they analyze the experiences of intricated parties in various circumstances and compile records to come up with an appropriate conclusion. However, these form of learning is time-consuming as workers have to gather information through interviews, paired discussions, filling of self-analysis and personality questionnaires among others.

AC-1.2 Role of the learning curve and the importance of transfer learning to the workshop

A learning curve shows how the cost per unit of production falls over time with the experience of the staff. Mainly organizations use them to plan for production, cost forecasting and setting delivery programs. Typically, production quantities increase over time as average duration decrease for the direct production unit. Learning curves helps employees to focus on developing new skills and set profession path (Glover & Butler, 2012). Therefore, one can conclude that experience reduces time to carry out a given task, but increases expertise levels and thus more production.

Transferring knowledge entails sharing practical and implied knowledge to help workers build their skills. Among the effects of learning, curves are that employees and managers can identify the workforce performance levels and their competence which is important in setting standards for a career track. Other effects are evident in decision making and improved performances resulting to involved organization gaining competitive advantage.

AC-1.3 Contributions of different learning styles and theories on designing training event

Learning styles and models provide a general outline to the training requirements and learning activities. However, the company should choose the best style based on the preference of the employees and the conditions under which it wants its employees to adapt to the prevailing circumstances. Therefore, it is significant for the company to analyze and modify the style of their choice to meet the firms wants and expectations. In most instances having a single choice can fail to produce the required outcome, and this makes it necessary for weighing a possibility of merging at least two styles depending on the available resources (Werner, & De Simone, 2011). Learning styles commands and marks the effectiveness of any learning process. Also, they guide the company in designing learning to meet individual objectives. Therefore, it is important to use theories to gauge the usefulness of every style based on the current needs and patterns. Furthermore, a successful learning event is determined by how well employees will react afterward.

AC-2 Different levels of an organization

Every staff level has its function and therefore needs different training styles. For example, company A has grouped their teams at three main level which are operational, middle management and senior management. The staffs in each and every levels have different responsibilities and should show competence in their duties at all times. At the operational level, the employees should take part in the day to day activities such as production. The middle management level supervises the activities of the company and helps in giving instructions and organizing junior staffs. The senior managers, on the other hand, seem to have few activities to engage in but are very significant as they deal with strategic issues, and other managers report to them to ensure that all departments are operating accordingly (Bratton & Gold, 2012). Therefore, the three staff levels will require different training to meet the demands of the company.

AC-2.1 Training needs at the various levels in an organization

Workers at operational levels should learn more on how to cooperate with other team members; they should participate in workshops drills on conflict management and acquire appropriate tactics to help them meet customers demands. For example, developing competency in offering solutions to customers especially when stuck in the company is among the priorities to consider while formulating some of the training programs. The middle managers training should meet needs aimed at yielding high performances by adding value. On the other hand, the operational staff relies on them for expert advice and they should stay informed on both external and internal trends affecting their areas of specialization. The senior managers should train on effective means of reviewing performances and how to provide a practical understanding of various projects the company formulates. Top managers also must possess developing skills and leadership qualities to guide the company towards its vision.

AC-2.2 Advantages and disadvantages of training methods used in an organization

Company A has adopted different training approaches to training their staff. They provide career counseling, performance assessment, role playing, workshop training, and the use of simulators. All these methods aim at improving performance, competence, and professionalism of the staff. However, they are merits and demerits in each of them, and at certain conditions, the company would prefer one of them at the expense of the other.

Performance assessment mainly assists the company to access the development of a given employee over time. In most cases, the company expects that at every employee should meet certain standards of professionalism after a working for a specified period (Delahaye, 2015). However, this method may demotivate and demoralize underperforming employees. In role playing, every worker is given a duty to monitor and provide results. The practice help to develop the managerial skills of employees and build their confidence to face more challenging situations within the organization. Also, it is one of the ways firms use to prepare their next manager. Nevertheless, the dedicated worker may feel nervous especially when faced with a situation likely to degrade his or her performance. In other cases, the company may use workshops to practice and improve technical skills of employees. One of the major advantages of this method is that it gives a chance to display employees levels of creativity and innovation leading to the discovery of new ideas. The demerits of workshops are that they are costly and time-consuming.

AC-2.3 Plan for new employees training event

New workers need to go through some learning to familiarize themselves with their working environment as a form of orientation. Mainly, this will provide them with necessary information about their employers (Mifflin, 2016). In most cases, some of the methods used at initial stages are to ensure that the new workers have core competencies and knowledge to perform their job satisfactorily. Due to cost and the simplicity of training, on-job training methods would be of high importance to training employees who have just joined the firm. For instance, induction method will give them an overview of their new working station, roles and organizations culture (Elton, 2016). It also gives the employees a chance to interconnect with other staffs within the organization.

AC-3.1 Prepare an evaluation plan using suitable techniques

The induction event will be a group training program covering the business in general (Mabaso, 2012). It should start with pre-employment induction where managers prepare for the arrival of new employees and plan ahead to help them settle within the shortest time possible. The second stage of the event will be the departmental induction where employees learn a brief history of the company, their products, and major operations they will cover. Site induction should come third as it will convey information about the significance and hazards likely to affect newcomers routines to prepare them mentally for what they are to face while in the line of duty. The fourth stage will be the corporate induction where the employees should familiarize themselves with companys policies, regulations, and practices (Meredith, 2011). Other areas of interests include grievances and discipline handling procedures and social and recreation benefits.

AC-3.2 How to carry out an evaluation of the training event

Managers use different methodologies to evaluate the outcome, effectiveness, and productivity of various training activities. Some of the factors used to tell if a training program is fruitful and worth for the carry on with it are overall benefits, cost and time. In most cases, the actual outcomes are compared to the theoretical expectation. Therefore, to evaluate the induction training program I used the objective based evaluation procedure. The main reason is to judge the results of the training, the extent to which employees have adopted to the new surrounding and the actual benefit for the company (Vayuvegula, 2013). The evaluation process will require the line managers and staff to fill in a questionnaire. The purpose of the questionnaire is to access the effectiveness and the extent the process remain friendly to the employees (Jackson, Schuler, & Werner, 2011). The survey is recorded on a random basis to save time, and the questions are reviewed every six month...