Formulation and Implementation of Learning and Talent Development Strategy - Case Study Example

Learning and Talent Development Table of Contents Table of Contents 2 Introduction 4 B&Q Case Study 4 Formulation and Implementation of Learning and Talent Development Strategy 5 The concept of strategy, strategy implementation, strategy method and its application in L&TD 5 Strategic and critical HRD and their connection with L&TD 5 Talent Management and its application to main employee groups 6 Learning and talent development processes 6 Appropriateness of Learning and Talent Development Methods 7 Application of Learning Theory 8 Reinforcement theory 8 Positive reinforcement 8 Negative reinforcement 9 Punishment 9 Extinction 9 Stakeholder Theory 9 Diversity in Learning and Talent Development 10 Importance of ethics 10 Diversity 10 Conclusion 11 Reference List 12 Appendices 14 Appendix 1 14 Appendix 2 14 Introduction Strategic growth of human resources has been regarded as a chief contributor towards ensuring the efficiency of the organization and the utmost return from the most significant asset i.e. human resources in the company. Innovative approaches and the effective management towards the growth of staffs will enable the companies to capture as well as embed skills and knowledge (Hyland, Milia and Becker, 2005). The training, growth and education of the staffs at entire levels within companies are regarded as a chief component in sustaining competitiveness in global arena. Providing training to the employees will help in developing their talent as well as learning skills. Education, training, and development strategies are the major method through which the ineffectiveness of the employment connection/relationship can be minimised and a nearer approximation towards competitive employment market outcomes achieved (Garavan, 1997). The selected company is B&Q Plc, which is known as a British international home improvement and DIY retailing company having its headquarter in United Kingdom. At present, B&Q Plc has their stores in United Kingdom, Ireland, China, and Taiwan (Diy, 2015). The company has been committed to provide training to their various workforces for several years. They have earned a status for providing work to the older workers. This has helped the company to establish more than 300 affiliations with the neighbouring disability groups across the country. B&Q Plc is proud of gaining the position of diversity leader. The report aims to analyse the formulation as well as execution of methods of learning and talent development strategies. Further, the evaluation of appropriateness of various learning and talent development strategies, methods and policies will be evaluated with reference to the relevant factors. B&Q Case Study B&Q Plc is the leading retail chain of DIY in the United Kingdom and China. It gives emphasis on the training of staffs and due to this reason; it has earned its status as a major performer in plugging retail expertise gap. Training or learning will be provided on entire aspects of the home-improvement i.e. from crafting the kitchen to the tiling of bathroom. Moreover, employees will be given City and Guilds-granted qualification. Training is provided to the employees to develop their talent in the respective field. Training is provided through of the four specialised routes i.e. decorating, building, gardening, as well as room solutions. To attain the qualification in decorating, workers are required to learn as well as pass four divisions aimed at enhancing their knowledge about product as well as selling skills. The positive point is that the employees will get a chance to learn different skills and therefore develop their talent. B&Q Plc is clearly committed towards developing the levels of skills of their workers at each level. The company has a dynamic training program despite of the status of staffs within the company. Training session ranges from fundamental skills to management and leadership training and could be made on the job. Apart, from their training proposals, the company is recognized best for their diversity policies. B&Q Plc involves diverse workforce and they continue to promote more diversity. Formulation and Implementation of Learning and Talent Development Strategy The concept of strategy, strategy implementation, strategy method and its application in L&TD The ‘learning and talent development (L&TD) strategy’ is referred to the organizational strategy which articulates the competencies, skills, and capabilities of the workforce needed to ensure a successful and sustainable organization. This strategy puts the methods of growing these capabilities in order to underpin effectiveness of organization (Cipd, 2015). The formulation of learning and growth/development requirements depends on the ways of an informal or formal assessment of existing levels of knowledge, attitudes, and skills, and any anticipated or current gaps, to enlighten decisions regarding the learning terms required at organizational, team, or individual level. The implementation or execution of formal learning requirements analysis is observed as a strength check on talent, capabilities, and skills of the companies. It depends on the orderly collection of information about prevailing employees’ capabilities as well as organizational requirement for skills. Such process must flow from the business strategy/approach, and its goal is the construction of plan for the company to ascertain that there is enough capability in order to uphold business performance. Strategic and critical HRD and their connection with L&TD Strategic human resource development (SHRD) is an effective method towards the training and development program in order to improve the capability for performing the job as well as increasing productivity. A critical human resource development would confront the subjugation of skills, human knowledge, and connections to shareholder or organizational gain as well as lay stress on modifying workplaces and practice of HRD toward equity, fairness, and equity (Sambrook, 2009). Strategic and critical human resource development lays emphasis on organizational change, learning, as well as talent development. Both focus on the work-related matters within the companies. They are less concerned with the global and societal issues. The strategic development of human resources has its main focus on the performance of individual and the organization. Talent Management and its application to main employee groups Talent management is defined as a collection of incorporated organizational human resource methods designed to draw, develop, encourage and retain engaged, productive employees. The objective of talent management/supervision is to generate a sustainable, high-performance company that fulfil its operational and strategic objectives and goals (Jhu, 2010). The purpose of talent management is to recognize the performance and competitive advantage, which comes from making investment in the human resources in order to develop human capital such as abilities, skills, and knowledge; social capital; as well as intellectual capital such as procedural knowledge and tacit knowledge. Talent management can be done by providing effectual training to the main employee groups such as graduates, professionals, managers, as well as women. Women employees contribute more towards the success of the organization so, it is equally important to provide talent development training to them (Silzer and Dowell, 2009). Application of learning and talent expansion/development to the graduates would help them to perform well in the institutes. Business professional would be benefited in making their presentation and make their point understand to the colleagues as well as supervisors. Talent development helps in enhancing the skills and abilities of individuals. It will assist the managers, as well as international managers in making the global strategy related to product, which will ultimately result in enhanced sales and profit. It would also help them to take the correct decision at the right time (Caplan, 2013). Learning and talent development processes The learning and talent growth processes of B&Q Plc are discussed below: Workforce planning: The intentional and strategic planning and projection of access to ability or talent (either external or internal) with the knowledge, behaviours, and skills necessary for the accomplishment of the B&Q Plc‘s strategic goals. Recruiting: The talent growth process of B&Q Plc includes recruiting of talented human resources. It explains the ability of the company to successfully hire main talent for future and current organizational needs (Shukla, 2009). On boarding: B&Q Plc includes the process of on boarding which means that they assimilate new recruits and make sure that they feel welcomed as well as valued by the company. Goal alignment: This defines the process of B&Q Plc of developing as well as executing plans in order to reach their long term objectives and goal (Shukla, 2009). Performance management: It is a continuous and ongoing process of clarifying and communicating job responsibilities, performance expectations, and priorities that optimize the performance of individual and align them with the strategic goal of the company (Shukla, 2009). Leadership development: It is the goal-driven practice of the B&Q Plc that improve the quality of attitudes or leadership abilities within an organization or individual. Professional development: It is the method of instituting training plans and goals that is associated to the individual career planning and goal attainment (Carpenter and Qualls, 2015). Recognition program: This approach is adopted by B&Q Plc to acknowledge, support, encourage, and honour teams and individuals who contribute maximum, through their actions and behaviours, towards the success of company (Carpenter and Qualls, 2015). Compensation: B&Q Plc provide compensation to the employees for critical work accomplishment, for their contribution towards the goal, and for their competencies and increased skills in their occupation. Diversity: B&Q Plc had adopted diversity in their place of work. They have gained the position of diversity leader (Carpenter and Qualls, 2015). Retention: It is an organized effort focused retaining the talented performers of the company and also to generate as well as promote a welcoming work surrounding and high retention custom (Carpenter and Qualls, 2015). Appropriateness of Learning and Talent Development Methods Talent development commence right from the first day: Orientation is the first touch point especially fir the new recruits. The appropriateness of talent development approach is that it offers a great possibility for getting staffs familiar with the structure, policies, values, and cultures of the company (Sears, 2003). It will provide an opportunity to B&Q Plc for encouraging employee engagement as well as their commitment through explaining them how their role contribute towards the overall goals and mission of the company. Investment in training to support long-term dedication of employees: Efficient training at B&Q Plc adds worth to workers and therefore to the company. It also promotes long-term commitment and engagement of employees. Employees who get training find the pleasure of mastering novel skills and therefore enhancing their employability (Sears, 2003). Use of performance reviews: The appropriateness of this method is that regular reviews of performance can help in revealing the weaknesses and strengths of employees. Promoting individuals into suitable role enhances engagement, fit, commitment as well as business outcomes (Sears, 2003). Set challenging objectives to keep workers engaged: The appropriateness of feedback session is that it will provide B&Q Plc a chance to link the job objectives of the employees to the company’s objectives. Including the workforce in the process of goal-setting will encourage the engagement and commitment of workforce at B&Q Plc. Learn to identify and depend on experience: Experienced workforces are considered as the most precious assets. They have useful skills and they can also operate autonomously, train other staffs, and manage projects (Sears, 2003). Application of Learning Theory Reinforcement theory Reinforcement theory explains that the behaviour of individual is a role/function of its outcomes. The behaviour of individual with positive outcomes has a tendency to occur again, but the behaviour of individual with negative outcomes has a tendency not to occur again (Flora, 2012). The managers of B&Q Plc make use of the following methods in order to manage the behaviour of their staffs: Positive reinforcement This means providing a positive reaction when the employee shows required or positive behaviour (Flora, 2012). B&Q Plc praise their employees for early coming for the occupation. This will augment possibility of exceptional behaviour or activities occurring again. Reward is also a positive reinforcement for the workers. Negative reinforcement This states that B&Q Plc can reward their staff by removing undesirable or negative consequences. Both unenthusiastic as well as optimistic reinforcement could be utilized for increasing required/desirable behaviour. Punishment It means removing the positive outcomes in order to lower the possibility of repeating unwanted behaviour in the coming future. Punishment could be equalized through optimistic reinforcement from the alternative source (Griffin and Moorhead, 2009). Extinction It signifies lack of reinforcement. It means lowering the possibility of unwanted behaviour by eradicating compensation for that very kind of conduct. For example, if staffs no longer accept admiration and praise for his excellent job, they may feel that their behaviour is creating no fruitful result. Extinction may accidentally lower the desirable conduct or behaviour (Griffin and Moorhead, 2009). Stakeholder Theory The stakeholder theory views the relationship or association between the company and others in the external and internal environment. The main idea behind this concept is that companies that effectively manage the stakeholder relationships will survive for a long time as well as perform in a better way than those companies that don’t (Philips, 2003). The internal stakeholder’s of B&Q Plc contribute capital, money, expertise and skill to the company. The external stakeholders, such as customer contribute revenue from the purchase of services and goods; suppliers contribute inputs of high quality; community contribute economic and social infrastructure, etc. B&Q Plc does every possible thing to satisfy the goals of stakeholders. The company is always dedicated towards improving the talents of its employees. The aim of the new venture is to train employees in home improvements to offer improved service to the customers with determined plans intending to observe 4000 employee pass through Academy’s doors. By providing efficient training to the workforce it helps to develop their talent, which will consequently help in improving performance and help them to earn reward. Sometimes, agency problem may take place when delegating power to managers. This happens due to the reason that shareholders and top managers or supervisors may sometimes have dissimilar objectives or goals. B&Q Plc may use proper incentives in order to align the shareholders’ and managers’ interest. Diversity in Learning and Talent Development Importance of ethics Ethics are defined as a collection of moral values that direct the behaviour of people. It reflects beliefs or values about what is correct or wrong in terms of behaviour of human being. The importance of ethics in workplace is that it serves as a channel and guides the people’s behaviour on an individual level, which helps in the improvement of organizational performance. Diversity Diversity in the place of work allows the companies to offer service to the clients on an international basis. Diversity helps to attract the talent across the world (Kerby and Burns, 2012). B&Q Plc recruits personnel from diverse group of candidates which helps them to bring more qualified people. Diversity is very crucial to the workforce because diverse employees in the company will aid to drive economic development as well as to capture more share of the market. Diverse staffs help B&Q Plc to avoid the turnover cost of the workforce. Diversity fosters more innovative and creative employees (Pilbeam and Corbridge, 2006). The company is continuously creating differentiated, new, and innovative products due to adoption of diversity in the place of work. The diverse set of skills and talent helps in achieving great market share. B&Q Plc is the top brand in the United Kingdom and is double of its competitor’s size. The augmented market share is the major reason of their success because it boosts profit, reputation as well as value of the company. They also have widespread customer support, which is considered as main strength regarding profit and sales (See Appendix 1). Bringing together staffs with dissimilar background, qualifications, and understandings are a solution to efficient trouble solving on the work. Adopting diversity in the place of work aids the company to build a competitive market. Diversity helps in the talent development as well as learning new skills and techniques from others. B&Q Plc have opportunities in terms of opening more number of eco-stores, therefore, fulfilling its goal of becoming a sustainable business. The company reinforce the web design in order to smooth the progress of effective e-commerce. Furthermore, they have various stores in Ireland and the United Kingdom, which signifies their international growth (See Appendix 1). B&Q Plc encompass a welcoming, supporting, and friendly approach in its practice, which shows how employees behave towards one another. The measurements and the control systems are continuously under the review of management to present the competency of the employee and managers’ decision. For example, control system on the service quality, its strong ecological supply chain system, as well as the management of behaviour of their employees by having a sound HR policy. It reflects the culture of B&Q Plc. Power structures are considered as the main assumption, which add to the concept of culture adoption and are expected to be done by the powerful administration groupings in the company (See Appendix 2). As for this company, its power lies in the ethics and environmental department, i.e. how to make individuals more devoted towards the environment and to expand their mainstay values (Diy, 2015b). Conclusion B&Q Plc is the leading retail chain of DIY in the United Kingdom and China. The report evaluated the implementation and formulation of processes of learning as well as talent growth strategies for achieving future and current effectiveness at national, group, individual, and organizational level. Further, appropriateness of learning as well as talent growth strategies and methods has been discussed. It has been analysed that by adopting learning and talent development methods as well as diversity in the place of work, B&Q Plc achoieved success in its business operations. Reference List Caplan, J., 2013. Strategic Talent Development: develop and engage all your people for business success. United Kingdom: Kogan Page Publisher. Carpenter, H. and Qualls, T., 2015. The talent development platform. United States of America: John Wiley & Sons. Cipd., 2015. Learning and development strategy. [online] Available at: http://www.cipd.co.uk/hr-resources/factsheets/learning-talent-development-strategy.aspx. > [Accessed 23 February 2015]. Diy., 2015a. About B&Q. [online] Available at: < http://www.diy.com/corporate/about> [Accessed 21 February 2015]. Diy., 2015b. B&Q: One Planet Home. [online] Available at: < http://www.diy.com/one-planet-home/> [Accessed 21 February 2015]. Flora, S.R., 2012. The power of reinforcement. New York: SUNY Press. Garavan, T.N., 1997. Training, development, education and learning: different or the same? Journal of European Industrial Training, 21(2), p.39. Griffin, R. and Moorhead, G., 2009. Organizational behaviour: Managing people and organizations. United States of America: Cengage Learning. Hyland, P., Milia, L.D. and Becker, K., 2005. The role of human resource development in continuous improvement: Facilitating learning and change. Australia: Central Queensland University. Jhu., 2010. Talent management. [online] Available at: < http://hrnt.jhu.edu/tmod/talent_mgmt/talent_mgmt.cfm> [Accessed 24 February 2015]. Kerby, S. and Burns, C., 2012. The top 10 economic facts of diversity in the workplace. [online] Available at: [Accessed 24 February 2015]. Philips, R., 2003. Stakeholder theory and organizational ethics. California: Berrett-Koehler Publishers, Inc. Pilbeam, S. and Corbridge, M., 2006. People resourcing: Contemporary HRM in practice. Harlow: Prentice Hall. Robinson, P., 2009. Operations management in the travel industry. United Kingdom: CABI Publishing. Sambrook, S., 2009. Critical HRD: A concept analysis. Personnel Review, 38(1), pp.61-64. Sears, D., 2003. Successful talent strategies. New York: AMACOM Publication. Shukla, R., 2009. Talent Manageemnt: Process of developing and integrating skilled workers. New Delhi: Global India Publications Pvt. Ltd. Silzer, R. and Dowell, B.E., 2009. Strategy-driven talent management. United States of America: John Wiley & Sons. Appendices Appendix 1 SWOT Analysis of B&Q Plc Strengths: B&Q Plc is the top brand in the United Kingdom and is double of its competitor’s size. The augmented market share is the major reason of their success because it boosts profit, reputation as well as value of the company. The company is continuously creating differentiated, new, and innovative products. They also have widespread customer support, which is considered as main strength regarding profit and sales. Weaknesses: The sales of their garden product are reduced in the winter season, which discourage the customers to make the investments in their gardens. The company also have some delivery issues, which includes delays and over packaging of products (Diy, 2015b). Opportunities: B&Q Plc have opportunities in terms of opening more number of eco-stores, therefore, fulfilling its goal of becoming a sustainable business. The company reinforce the web design in order to smooth the progress of effective e-commerce. Furthermore, they have various stores in Ireland and the United Kingdom, which signifies their international growth (Diy, 2015b). Threats: Industry rivalry is one of the threats for B&Q Plc. Increase in the tax can place extra monetary burdens on the company. Moreover, changes in the consumers’ pattern can also be regarded as threat for B&Q Plc. Appendix 2 Cultural Web of B&Q Plc It is the most frequently used method of analyzing the culture of the company. It is defined as a schematic depiction of the components of the company’s culture in an effective way (Robinson, 2009). B&Q Plc encompass a welcoming, supporting, and friendly approach in its practice, which shows how employees behave towards one another. The measurements and the control systems are continuously under the review of management to present the competency of the employee and managers’ decision. For example, control system on the service quality, its strong ecological supply chain system, as well as the management of behaviour of their employees by having a sound HR policy. The rituals/practices of the company’s life are business gatherings, the exceptional events which the company stresses what is chiefly important and strengthen the method in which things are carried out. The brand as well as the logo of B&Q Plc signifies several people outside and inside the company. Power structures are considered as the main assumption, which add to the concept and are expected to be done by the powerful administration groupings in the company. As for this company, its power lies in the ethics and environmental department, i.e. how to make individuals more devoted towards the environment and to expand their mainstay values (Diy, 2015b). . Read More