The Blossoming Garden Centre - Essay Example

The Blossoming Garden Centre Introduction Blossoming Garden Centre is located near the urbanised area of Lily Rose town and was established in the year 1985. The firm is currently managed by Mr. Gordon Rose. The operations of the firm concentrate on sales and supply of plants and associated products, like weed killer, fertilizer, furniture, and clothes. The management also provides significant consideration to employees’ satisfaction as a key factor to derive customer loyalty. With this concern the organisation also deals in improving the day-to-day skills of the staffs with the intention to improve the overall organisational productivity through proper implementation of Learning and Development approach. According to Mr. Gordon Rose, there should be a positive attitude always towards the customers, as they bring business to the concern. Thus, there should be no failure in the skills used for effective customer service. Customer satisfaction is the main area of interest for this concern. Blossoming Garden Centre case study deals mainly with the training of the staffs which could meet the requirements of the employee legislation, product knowledge as well as sufficient acquaintance to meet the instant needs of the customers which would improve the business and assist in attaining competitive advantages. Considering these facts, the paper intends to summarise the system of providing training to the employees in Blossoming Garden Centre with the assistance of Learning and Development approach. Through the discussion, the paper will also focus on suggesting a systematic process in order to implement the approach with due significance to the Kolb’s Learning Cycle model. Learning and Development Issues Blossoming Garden Centre is located in the border line of Lily Rose town where the populace is mostly employed. The booming industries in that region are tourism and entertainment is focussed in recreational services. The organisation uses the approach of Learning and Development as an activity, to enhance the skills and behavioural changes of employees. The Learning and Development process involves three most important phases which are, developing the skills of the individual employees, refining the staffs of the organisation and to offer expert training which will facilitate both organisation and individual improvement. For instance, Learning and Development programs are initiated for delivering benefits to employees with the intention to derive highest possible employee satisfaction in terms of need, time and high quality training which again helps in continuous development and growth of human potential. There is always a constant need for Learning and Development in an organisation for making the employees skilled and competent enough to deal with the changes taking place in the market. It can also be stated that Learning and Development is a continuous process. The process fundamentally relies on three queries which enable a developmental change, in the organisation (Harrison, 2005). These queries include organisational standards clarification that focuses on identifying the standard of the organisation, so that any change can be recognised apparently and thus miscommunication within the workforce can be minimised. Another query is the process of assessing the position of the organisation in order to grow a clear idea about its ultimate objectives. Performance appraisal is also termed as a vital query for the development of the Learning and Development process which helps in recognising the strengths as well as the weaknesses of individual employees and the workforce as a team taking into account their routine performances. It is worth mentioning that these three queries tend to be quite effective in enhancing the advantages of the Learning and Development process with the intention to facilitate the productivity of the HR (Harrison, 2005). According to Mr. Rose, everybody should respect and have a positive attitude towards the customers, as they are the main pillars of the business, so there should is no problem while dealing with the customers’ needs. He also stated that training should be provided to develop the skills required to serve the day-to-day needs of the customers to improve the business. As well as training should be offered in certain other areas also including health and safety services, lifting and handling the goods safely, first aid training and similar other sectors. Moreover, employees also require gaining sufficient amount of knowledge which is the most important factor to be served and shared with the customers. These instructions can be termed as few of the most important learning gained from the Blossoming Garden Centre case study. The main objective of Learning and Development process is to enhance the progress of the organisation under observations of experts that would improve potentials and skills within the workforce to deal with the customers. It is a series of activities used within a specified time frame which helps to bring change in the behaviour of individuals involved in the organisation’s workforce. Learning and development ensures quick growth of the employees that in turn accelerates the overall growth of the organisation (Harrison, 2005) Learning and Development approach causes significant impact on both technical and interpersonal skills, fostering the innovative and problem-solving skills within the workforce which in turn enhances the growth of the organisation (Belios, 1997). As Mr. Gordon Rose was closely attached with the staffs, he used to monitor the training and development session as an ongoing process in Blossoming Garden Centre in order to meet the requirements of legislations in relation to employment so as to serve the immediate needs of the customers more effectively. There are various tools which are used to implement the learning and development approach including Kolb’s Learning Cycle. Kolb’s model is a quite successful tool used by many famous multinational companies in terms of their Learning and Development system to improve their position in the market. Efficiency of Kolb’s Learning Cycle David Kolb, in the year 1984, developed an experiential learning style, known as Kolb’s Learning Cycle. The cycle initially focuses on the concrete experience indicating the fundamental knowledge of a learner which assists him in his future learning. Additionally it also focuses on reflection of the observation which focuses on analysing the events and discussions taking place in the process. People reflect on the previous experience of teaching, which is also known as common sense reflection. The next phase, abstract conceptualization aspect refers in doing something totally different next time after gaining adequate knowledge from literatures and other informative activities. However, this may at times also lead to confusions and problems. The fourth phase accommodates with active experimentation factor which helps to implement the changes in the practices of learning in order to generate another rigid experience leading to reflection and then towards conclusion. Therefore, it can be stated that this process helps to implement new ideas in the business which contributes in the betterment of the organisation and the employees as well (refer to table 1) (Smith, 2001). Kolb’s learning model has two continuums, i.e. the processing continuum and the perception continuum. Processing continuum focuses on work and the interest of the learner to gain experiences and learning, whereas, the perception continuum mainly throws light on the emotions and feelings to teach something new. Similar, the perception continuum focuses on the identification of the employee needs which deals with recognition of their requirements or skills of the employees working in an organisation (Smith, 2001). In the same way, Mr. Gordon Rose in Blossoming Garden Centre case study also identified the needs of each specific employee and started providing training and development according to the needs, which could help them to deal the day-to-day customers’ demands. Certain employees are given basic training to meet the legislation like: health and safety, extinguisher training, first aid training and certain product related training to meet the daily demands. As Mr. Gordon Rose was very close to the employees, so he wants to understand that how much the employee can derive from the training or learning or the employee reaches to conclusion based on previous experiences. The next fragment of the cycle is planning which plays a very important role in daily activities of an individual. Human Resource Planning includes analysis of HR needs so that it could be ensured that exact numbers of employees with exact skills are available or not. According to Kolb’s model, planning deals with analysing the views and ideas from the mentor through previously gained knowledge. Notably, HR planning includes information gathering, objectives making, and making decision for betterment of organisation. Each planning process includes analyzing both external and internal environment, definition of business and its missions, corporate objectives, formulation of strategies and plans among others (The University of Western Australia, 2008). It also includes various steps which are: forecasting or gathering data relevant to the achievement of the goals and objectives of organisation, inventory creation of human resource available with the organisation, auditing or analysis of previous data of the organisational performance and also the human resource plan which includes people. Thus, the model can be referred to as an ongoing cycle to achieve the fullest utilization of organisation’s assets, i.e. human resource. Planning not only includes understanding the organisation and employees needs but also to attract, recruit and to retain the valuable staffs in the organisation for its well being (The University of Western Australia, 2008). In the Blossoming Garden Centre case study, Mr. Rose also tried to plan for the human resource of the organisation in order to make the fullest utilization of its assets. He made it possible by gathering data about the organisation’s goals and objectives, and by providing exact human resource in the exact areas of work. The employees should be placed with the appropriate skills, so that the employees can use their previous experiences and skills, in order to achieve the organisational goals and to attain a competitive advantage and also to recruit, and attract good working staffs and to retain them in the long run of the organisation. For the above requirements, planning in an organisation is of utmost necessity (The University of Western Australia, 2008) Another significant factor in this context can be identified as training that is often termed as the method through which the learners participate in the learning experience and engage in learning new skills and techniques. This can be possible only if both the learner and the trainer participate with equal commitment during the training program. Training helps to improve the skills and knowledge of the learners and also helps to augment the relationship between organisation and its employee. It is important to structure a proper session for training (Ref table-3). This point relates with the third phase of the Kolb’s model which focuses on innovation through training. It is also mandatory to consider appropriate methods, effective training resources, skilful presentations, and similar other factors so as to develop the process as comprehensive for the trainers (Murray, n.d.). A particular training program has certain steps, such as analysing the needs of training, developing the objectives of the program me, which is to be delivered to the workers, devising the program and then implementing the training program for the improvement of the workers and lastly evaluating the training program delivered to the working staffs. Development of management, technology, functions and behavioural changes are few of the fundamental factors mostly involved in the training programs. This point enumerates the last phase of the model which describes starting again through training. The main motto of the training program is to involve for long term process and emphasis on growth and competence level of employees (Murray, n.d.). In Blossoming Garden Centre Case study, Mr. Gordon Rose firstly analyzed the needs of the working staffs and then he developed the objectives required for training and then devised the training program for the staffs and then he implemented the training program to them, so that the workers can deal with the customer’s day-to-day demands more easily and lastly he evaluated the program by understanding how much the workers can grab from the training program, which could help them to become more skilful and efficient (refer to table 4). As Mr. Rose was very close to the staffs of the working organisation, so in order to meet the day-to-day customer demands, training sessions were organized. The training program would not only help the employees but also improve the future of the organisation and so that more customers could visit the garden for the fulfilment of their various demands and the business could sustain in this competitive world and it’s profitably could increase day-by-day. Moreover, at the end of the day the company intends to evaluate the learning and development programme. This requires the training program to be delivered according to the workers’ requirements and situations. It should be devised keeping in mind the skills and knowledge required for the working staffs and the organisation (Business Balls, n.d.) Effective learning and development can be possible only if the program is simple, easy to grab and should approach in more flexible manner than in a traditional manner for the learners on the opposite side. The most vital thing of any evaluation program is its effect on the people. Evaluation is important for all i.e. for both the trainer/organisation but also for learners. It helps to judge the learners competence. The evaluation of the developments of the learning program should e judged according to the resources available with the organisation (Business Balls, n.d.). To judge, how effective the training program is for the employees, it is necessary to know how much they can derive from the trainers and how much they can reflect from previous experiences, in order to solve the problem. As according to Mr. Rose, customers are the vital elements of the business, so solving customers day-to-day demands are given more importance than any other problems. According to Mr. Rose, skilled workers are the requirements to sustain in this competitive world, and to gather more customers in the business than the competitor. Recommendations The Blossoming Garden Centre mainly deals with the sales and the associated products supply. In order to attract more customers, Mr. Rose should adopt certain efficient and trained staffs in the centre, which would work for the betterment of the business and can solve the customers’ problems much efficiently and effectively. Training programs should be delivered by trained professionals and not by local specialists, so that it can have a subsequent impact on the learners being reflected in their day-to-day working styles. Moreover, the management should focus on employing adequate staffs on the basis of the requirements of the business and the skills possessed by the potential candidates with any influence of the emotional aspects. Concentrating on the implications of the Kolb’s Learning Cycle Model, it can be stated that the training programs should be devised according to the requirements of the business through vivid planning with all the staffs of the organisation. Training should be provided to the employees not only to meet the legislation problems, but also to make the workers skilled from every aspect of the business contributing towards the improvement of the business. In order to compete in this era of globalisation, it is very necessary to maintain highly skilled workforce from top to bottom in the organisation. Conclusion Conclusively, it can be stated that the case study of Blossoming Garden Centre deals about customers’ satisfaction, as business come through customers. As according to Mr. Rose, customers are the key part of the business, there should be a positive attitude towards them. Employees’ satisfaction should also be considered as the key area for improvement of business. In order to fulfil this, Mr Rose tried to devise different types of planning, learning and training programmes identifying the employee needs to prepare skilled working staffs at all levels. By doing this, Mr. Rose wanted to improve the business with a re-considered organisational structure. According to the study, more of instant skills and knowledge are required for dealing with daily customer needs for Blossoming Garden Centre to become successful in the competitive market. References Belios, C., 1997. Understanding Employee Drives and Motivation-The First Step towards Motivation. Easy Training. [Online] Available at: http://www.easytraining.com/motivation.htm [Accessed November 02, 2011]. Business Balls, No Date. Programme Evaluation-Training and Learning Evaluation, Feedback Forms, Action, Plans and Feedbacks. Training. [Online] Available at: http://www.businessballs.com/trainingprogramevaluation.htm [Accessed November 02, 2011]. Harrison, R., 2005. Learning and Development. CIPD Publisher. Murray, H., No Date. How Psychology Can Improve Training. Mendas. [Online] Available at: http://www.mendas.com/content/mendas/the-juice/psychology-in-training-2.php [Accessed November 02, 2011]. Smith, M. K., 2001. David a. Kolb on Experiential Learning. Infed. [Online] Available at: http://www.infed.org/biblio/b-explrn.htm [Accessed November 02, 2011]. The University of Western Australia, 2008. Human Resouce-Worforce Plans. Publications. [Online] Available at: http://www.hr.uwa.edu.au/hr/publications/workforceplanning [Accessed November 02, 2011]. Bibliography Bee, F. & Bee, R., 1998. Training Needs Analysis & Evaluation. Universities Press. Gibb, S., 2011. Human Resource Development: Processes, Practices and Perspectives. Palgrave Macmillan. Hanson, D. J., No Date. E-Learning: Strategies for Delivering Knowledge in the Digital Age. Educational Technology & Society. O'Connor, B. N. & Et. Al., 2007. Learning at Work: How to Support Individual and Organisational Learning. Human Resource Development. Appendices Table-1: Kolb’s Learning Model Source: (Smith, 2001) Table-2: Kolb’s Model with Continuums Source: (Smith, 2001) Table-3: Employee Training Programme Source: (Murray, n.d.) Table-4: Training Programme Source: (Murray, n.d.) Read More