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Unit 35 Developing Individuals, Teams and Organisations


Developing an individual or team is the responsibility of a human resource manager within an organisation. HR manager is accountable to perform various functions for determining the requirement of their team members and provide required training as well as sources to improve their performance. This report is based on Whirlpool's case study which is an American multinational organisation founded in year 1911. It manufacture and sell the home appliances through out the world (Agarwal and Brem, 2015). This project elaborates various skills, knowledge and behaviour that a HR manager must have for achieving higher success. It also contain analysis of personal skill audit along with difference between organisational and individual learning. Further, it also explain about importance of continuous learning and contribution of HPW toward employment engagement as well as approache


P1 Knowledge, skills and behaviours required by HR Professionals

An HR manager has to carry out various operation for managing its workforce. For performing these operations, an human resources manager of Whirlpool is required to have an array of skills and knowledges in order to deal with variety of situations (Skills All HR Managers Must Have, 2018). This also help in resolving issues and conflicts which are faced by employees at the time of their production process. It further help in identifying various factors that may affect the performance of employees and in formulating strategies to eliminate them. Following are the skills, knowledge and behaviour that are required by HR manager of Whirlpool :-

HR Skills:

  • Communication:-It refers to the way of conveying message or information from one person to another through mutual understanding. Communication is consider as an most essential skill of HR of Whirlpool which assist them in managing their operation and employees effectively. HR Professional have to communicate with higher management, over to managers and their current employees in written, oral etc.
  • Conflict management:-HR professional must have skill to resolves conflicts and disputes that may arises at work place. Human resource officer of Whirlpool have to solve variety of work conflicts in order to maintain the quality and efficiency at working environment. So that each task can be performed effectively and on timely manner.
  • Personnel management:-One of the major function of a HR manager is to manage the human resources of a company. So, it is very essential for a HR officer of Whirlpool that they must have skills and ability of managing their employees (Arbon, 2014). This will help company in retaining their skilled employees by making them satisfied about their job by developing a healthy and positive environment.  


  • Media and technologies:-HR manager must have a knowledge regarding the use of various technologies and software that can be used to improve the performance and simplify the operations of company. This help in managing the data and information regarding the employees as well as trends prevailing in market. HR officer of Whirlpool is required to have a deep knowledge about various sources of media which they can use to interact with their target audience.
  • Laws and regulations:-It is very essential for an HR Officer of Whirlpool to have a knowledge about the various laws and regulation for operating business legally. They must ensure that whether company is following all laws and regulations which are required to be compel for avoiding any legal compliances.


  • Decisive thinker:-HR professional always faces a situation where they have to weigh out the information and take a decision. So being decisive thinker help an HR officer of Whirlpool in performing their operations effectively and much more quickly.  The ability to evaluate tangible and intangible data converting it into useful information and act decisively is a very essential behaviour which contribute toward greater success.
  • Collaborative:-It refers to a behaviour through which a HR manager can work effectively with a number of people both inside and outside the organisation (Bolden and et al., 2015). This help Human resource officer of Whirlpool in developing a coordination among employees which further assists in increasing effectiveness and productivity of company.

P2. Analyse personal skill audit

Skill audit refers to the process of determining the skills and ability that an individual or group have as well as skills that they require for improving their efficiency. Personal skill audit refers to the evaluation of a person's strength and weaknesses for determining their skills and ability as well as various measures to improve their performance. There are some qualities that are required in a HR officer of Whirlpool such as decision making power, communication skill, time management and many more (Bridges and Fuller, 2015). As per the required skill, I have created a personal audit plan for determining my strength and weaknesses which are essential for HR position:

Sr. No.

Skills and Competencies

Self-assessed Score

Score from others



Time management skill





Conflict solving capability





Decisive skill





Presentation skill





Communication skills





Information Technology Skills





Team building




Above given table shows my personal audit in which describes about various skills and competencies that are scored by me and other staff member. In this table positive variance  shows my weak point and negative variances depict my strength.

Following are the strength and weakness as per my personal audit :



· I am excellent at managing time at workplace and performing my tasks on time.

· I am quite good at solving conflicts among team member and motivating them to bring coordination in their operations.

· My presentation skills are not good as required by the higher authority of Whirlpool.

· My information technology skill is average.


Personal development plan:   It refers to the process of formulating an action plan on the bases of reflection, goal setting and values for personal development either for career or self-improvement (Chang, Hung and Hsieh, 2014).

Sr. No

Learning Objective

Current Proficiency

Target Proficiency

Development Opportunities

Criteria for judging success

Time Scale



Information Technology

My information technology skill is moderated which influence my work.

To learn about various tools and software that help in performing my task much effectively and quickly.


For enhancing this skill I planned for taking training and guidance from IT department.

Team Members

4-5 months

Judgement of IT managers, Colleagues and Top management.


Presentation skill

My presentation skill is not good which affect my performance.

To identify various tools  and techniques that I can  use to  improve my presentation skills

For improving this skill I decided to attend seminars, participate in debates. This will help in identifying and applying various techniques for  delivering attracting presentations.

Top management

6 months

Judgement of higher authority of company.


P3.Differences between organisational and individual learning, training and development

Learning is defined as a process of gaining new or modifying existing knowledge, skill and value which brings a permanent change is behaviour of a person which is  developed through experience (Findsen, 2014). It is an long term process and is beneficial in both organisational as well as individual learning.

  • Organisational learning:-It refers to the process of creating, retaining and transferring knowledge within an organisational environment for improving the current and future performance.
  • Individual learning:-It refers to capacity to build knowledge through individual reflection after coming into a contact with external stimuli or sources and through experience in light of interaction with a particular environment.

Organisational learning

Individual learning

· Organisational learning is conducted to develop the knowledge and skills among group of individuals working in an organisation.  

· It is work-oriented and mainly focuses  on improving the efficiency of employees working in Whirlpool in order to enhance productivity (Flinchbaugh and et. al., 2016).

· Whirlpool regularly extend training to their existing employees for improving their productivity and performance.

· This type of learning is focused toward developing or enhancing the knowledges of single individual.

· Individual learning is more focused toward career development of a person.

· Individual learning is extended to a person for developing a knowledge for performing their work effectively in Whirlpool.

Training and development:-

It refers to an educational process that focuses on improving the performance of individual or group by sharpening the skills, concepts and knowledge. Training and development is consider as an most essential function of an HR manager. It plays an essential role in personal development of employees working in organisation which contribute toward its success. Following table shows the difference between training and development.

Basis of comparison




Training is a learning process which is extended to employees for enhancing their  skills, competencies and knowledge as per required by job.   

Development refers to an educational process that work toward overall development of employees.


Main objective of training is to improve the working performance of employees.

Main aim of development process is to prepare employees for future challenges.


Training is job oriented

Development is more career oriented.


It mainly focuses on improving the current performance

It focuses on improving future performance by developing knowledge among individuals.

P4. Need of continuous learning and professional development

   Continuous learning and professional development is an essential practices that help in maintaining and improving the skills or knowledge which is required for a particular job role (Harris, Pattie and McMahan,  2015). HR officer of Whirlpool must ensure that there is continuous learning and development program must be introduce for extending training to their employees which help in dealing with future changes.

  • Continuous learning:- Itrefer to the process of expanding the employees' ability to learn by regularly updating skills and knowledge for performing their tasks effectively. It also help in developing an ability to being adaptable to changing conditions faced by employees while performing their operations (Macdonald, Burke and Stewart, 2017). Continuous learning help in keeping workforce of Whirlpool updated from upcoming changes in current techniques and technologies which in turn will help in improving job performance.
  • Professional development:-It refers to the process of overall development of employees by extending training and educational programs at workplace. Professional development programs help in creating the morale of employees and motivating them toward improving their performance.

As per the given case of Whirlpool, continuous learning and professional development program is very essential which help in improving the performance of its employees that in turn will enhance overall performance of employees (Maguire, 2017). Following points describes about the need of continuous learning and development program:

  • High employees retention:- Continuous learning and professional development program is very essential to increase the employees retention rate. Whirlpool organise various training programs on regular interval in order to improve the efficiency of their workforce. This help in developing the skills of their employees and also motivate them toward performing their operation much effectively. This in turn will encourage job satisfaction among employees which provide high employee retention.
  • Respond to technology:- Changes or up-gradation in technologies affect the operations of a company to large extend.  Continuous learning and professional development program help in responding to these changes and barrier to success. Whirlpool provide training to their workforces related to technologies that are used in production process. So that employees can perform there operations effectively.  
  • Enhance performance:- This program help in enhancing the performance of employees by providing regular development program for improving their skills (O'Boyle and Hassan, 2014). Whirlpool tries to develop the skills and knowledge of their employees as high skilled person are more productive and contribute toward the organisational success.
  • Encourage problem solving:- Continual learning program work toward developing the skills and ability among employees which help in dealing with various situations and assist them in solving their issues. By conduction these programs Whirlpool tries to identifies various difficulties that may face by its workforce and provide them knowledge as well as methods to solve those problems.


P5 State how HPW contribute to employee engagement

High performance working refers to a general approach of managing organisation which aims at stimulating more effective employee commitment and involvement for achieving high level of performance (Pareek and Purohit, 2018). It is an combination of practices, policies and procedures that are put together to integrate which in turn will improve the overall performance of employees. HPW focuses toward removing the traditional hierarchical organisational structure with flatter framework where employees are free to share their view or opinion.

According to present scenario, Whirlpool is more focused on innovation and productivity in order to achieve competitive edge over its competitors. HPW will help company in achieving  competitive edge as it focuses on developing a healthy working environment. It includes free flow of communication, transparency and trust within company which help in  motivating employees toward improving their efficiency. Therefore, company is bringing changes by replace their practices that are preferred by North American Region, as they measures employees performance based on five core dimensions which are as follows:-

  • Shared commitment toward vision of company:-It refers to the contribution and commitment of employees toward achieving the goals and objective of the company. Whirlpool tries to involve their employees in decision making process to identify various aspects that can be helpful in improving efficiency. This will help in motivating the employees and increasing their morale toward achieving organizational goal.  
  • Shared accountability for results:-Whirlpool maintain a good and healthy relationship with their employees in order to retain skilled workforce for longer period of time. This help in developing a sense of higher job satisfaction among employees which help in keeping them dedicated and committed toward their work (Perrewé and et. al., 2014). Hence they share accountability of their work done and this help in removing grounds on which conflicts arises.
  • Transparent communication:-It refers to the communicational process where each and every individual is informed about their roles and responsibilities. HR officer of Whirlpool must ensure that information of top management can be flow effectively throughout the organisation without any alteration. This help in improving the efficiency of work and also eliminate disputes as well as delays in work.
  • Constructive conflicts:-It refers to the conflicts that help in bringing changes and improvement in existing operations which in turn will enhance performance. Whirlpool should try to encourage constructive conflicts that help in identifying some important factors which further contribute toward improving the current processes.
  • Mutual respect and solidarity:-The mutual respect among employees working in an organisation will help in improving the performance of employees as they perform their operation by coordinating with one another (Woodcock, 2017). Whirlpool organise various training program for continual development of their workforce which in turn will help in developing trust and respect among them. This also develop a sense of solidarity among employees which bring in efficiency and improve productivity of employees.


P6. Various approaches for performance management

Performance management refers to a method that continuously determines, measures and improve the performance of their employees at workplace. It is an ongoing process between a manager and its subordinates for improving their efficiency in order to achieve strategic objectives of an organisation. Under this process a manager tries to figure out the factors which are affecting  the current performance of employees and tries to remove them for bringing efficiency.

Source: Approaches for measuring performance of employees, 2018.

Above given image describe about various approaches that can be used by Whirlpool in order to measure the performance of their employees. Following points describes about the various approaches to performance measurement:

  • Comparative approach:-This approach involve ranking of employees performance on the basis of other member's performance in group. Each worker is ranked from higher to lower position on the basis of their efficiency in performance (Wright and Lee, 2014). There are number of techniques that can be used for comparative approach such as focused distribution, paired comparison and graphic rating scale.
  • Attribute approach:-Under this approach employees are ranked on the basis of specific set of characteristics such as communication, teamwork, problem solving skills, innovative, creative etc. Graphic rating scale is used to measure the performance of employees by rating them on the basis of  these parameters between 1 to 5 from lowest to highest.
  • Result approach:-This approach state that the performance of employees is to be measure according to the execution of result of workforce. Outcome of performance is fall under two categories such as productivity measures and Balanced Scorecard. Whirlpool can consider the outcome of their workforce on the basis of quality of work or as per the quantity of work performed by them. This can be further ranked according to the effectiveness of each employee regarding their outcome.
  • Behavioural approach:-This is consider as one of the oldest form of measuring the employee's performance using BARS technique (Behaviourally Anchored Rating Scale), which consists of ten vertical scales. Each scale consists of a parameter which is decided after concerning the employees which further used to rank the workers as per their performance.
  • Quality approach:-Under this approach, employer of Whirlpool can maximize the customer satisfaction by reducing the error as well as improving the performance. In this approach employees can take regular feedback from their manager, client and peers in order to identify the error in their performance which need improvement (Perrewé and et. al., 2014). By using this Whirlpool can identify the gaps between performance and can work over it for overcoming or eliminating them.  

Whirlpool can use these performance measurement approaches for evaluating performance of their workforce for improving their productivity. This process help in encouraging employees and motivative them toward their work. It also assists employees in identifying their strength and weaknesses as well as methods to improve their capabilities.   


From the above explain report it can be concluded that HR officer has to perform various functions for achieving the organisational goal in an effective manner. There main function is to improve the efficiency and performance of their workforce. This can be achieved through organising various training and development program which help in enhancing the skills and ability of an individual. It also focuses toward development of individual and overall improvement of workforce which further contribute toward development & success of an organisation.


  • Agarwal, N. and Brem, A., 2015. Strategic business transformation through technology convergence: implications from General Electric's industrial internet initiative. International Journal of Technology Management. 67(2-4). pp.196-214.
  • Arbon, P., 2014. Developing a model and tool to measure community disaster resilience. Australian Journal of Emergency Management, The. 29(4). p.12.
  • Bolden, R. and et al., 2015. Developing and sustaining shared leadership in higher education. Leadership Foundation for Higher Education.
  • Bridges, J. and Fuller, A., 2015. Creating learning environments for compassionate care: a programme to promote compassionate care by health and social care teams. International journal of older people nursing. 10(1). pp.48-58.
  • Chang, H. H., Hung, C. J. and Hsieh, H. W., 2014. Virtual teams: cultural adaptation, communication quality, and interpersonal trust. Total Quality Management & Business Excellence. 25(11-12). pp.1318-1335.
  • Findsen, B., 2014. Developing a ‘win-win’scenario: Understanding how older workers’ learning can be enhanced within organisations. In Workforce development (pp. 59-73). Springer, Singapore.
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