TABLES OF CONTENTS

1.0: Task 1:
1.1: Learning and Induction
1.2: The Concept of Learning Curve
1.3: The Learning Styles
1.4: The Learning Curve and Styles Inclusion in the Training
2.0: Task 2
3.0: Task 3:
4.0: Task 4
4.1: The Apprenticeship and Its Features
4.2: UK Government Apprenticeship Objectives
4.3: Competency Based Assessment
References

1.0: Task 1:
1.1: Learning and Induction
Learning in an organisation context comprises of different procedures by which all
employees (new or existing) acquire knowledge and familiarity with the corporate processes,
services, products and capability to attain higher competence through learned techniques,
methods and abilities aimed at sustaining the current standards and ensuring continuous
development.
The induction training at Green and Company is a human resources activities designed
purposefully to familiarise the companys new workforce with its traditions, vision, culture
and values which will guide them when discharging their responsibilities and conducts in an
acceptable manner within the organisation.
It is expedient for the company to plan its induction event in such a way that ensures that the
activities incorporate both formal and informal traits which are capable of being factored into
the learning model of the company to enhance organisation objectives.
In order to facilitates a smooth integration of the new worker into the company's working
tasks, the induction exercises is created by the management of Green and company to
establish a conducive environment, attend to new employees concerns, assures their
comfortability, broaden their knowledge, shares the company's value with them while
updating them on such contribution expecting from them. Integration into the social
formation within the business and essential performance-induced technical assistance are
parts of the activities embedded in companys training and induction.

1.2: The Concept of Learning Curve

Learning curve could be described as an expression that show the correlation between the
total direct labour per unit and the quantity of a commodity/service produced by an individual
over a period of time within an organisation (Burgess and Hanshaw, 2005)

Murphy, Gray, Straja, and Bogert, (2004) defined learning curve as a graphical demonstration
that shows the relationship between learning time and competence attainment which is
characterised by learning rate attained by repeating a task.
Put differently, the theory postulates that the more a workforce performs a task repetitively,
the lesser time taken to achieve greater productivities. In order to achieve maximum output
from a learning process, the learner needed to be encouraged and the interest established in
order to prevent conflict between learning process and productivity level attained. Through
the experience established via repetitive tasks, learning curve helps employees to focus on
developing new skills, and knowledge while creating an added value (Burgess and Hanshaw,
2005).

1.3: The Learning Styles

A learning style is described by Pritchard (2005), as a process through which learner observe,
develop and process information to create concepts and principles. There are several
processes by which individual can learn, and these learning styles are identified as
Pragmatist, Theorists, Activists and Reflectors (Honey and Mumford, 1986).
Pragmatist
These groups of learners are viewed to be handy by nature and are always conscious of
prospects and challenges that associates with activities. They desire learning new skills,
abilities and competencies in new environment via case studies to confront difficult situations
that might arise in future. Such learners are flexible and dynamic and quick to learn in
unfamiliar tasks and atmosphere. The business nature of Green and Company appeared to fit
into this category of employees depending on the capacity requirement.
Theorists
This learning process is premised on logical reasoning, theoretical framework analysis,
objectivity, and established principles behind a phenomenon. Learners in this group usually
make their judgment or decision making after thorough analysis and logical systemic
explanations have been carried out. The strength of these learners lies on their objectivities;

rationality and disciplined approach to issues, but their intolerance to uncertainties, ambiguity
and disorderliness form the bucks of their weaknesses.
Activists
These set of learners are usually kinaesthetic who tends to consistently developing practical
experiences across various tasks and activities and duties. They involve in brainstorming,
group discussions, role playing and problem solving to learn new ideas, and improve their
skills while moving around. Activism learners attempt to confront new experiences, engaging
others in activities but concentrate every activity on themselves.
Reflectors
The philosophy here is cautious. The learner observes and considers experience from
different angles before taking decisions. They stand back to collect and observe information
from others before making their own definite conclusions. Reflective learners prefer low
profile, takes lot of time to make decision but their decisions are roundly sound when they
eventually does.
1.4: The Learning Curve and Styles Inclusion in the Training
Hung (2004) in his study described transfer of learning as an ability to apply and use past
experience acquired in one circumstance into a different activity. This occurs when employee
can recognise familiar features among skills, concepts and ideology. As part of the human
capital development programmes and attempt to encourage employees to be more productive,
Green and Company put its personnel on relevant training events which are designed to
develop their skills and competencies at various field of specialisation.
Promotion in literary skills and establishing in-house training centres are some of the
motivating activities designed influence workers to learn. However, to derive maximum
benefit from organised training events, Green and Company places the trained individual in a
specific role that matches their newly acquired skills and competencies. The business expects
to experience surge in productivity, sustain its teeming market shares and enjoys competitive
advantages which could be traced efficient discharge of responsibilities by the employees.

There are some contributions from different school of thoughts which have endeavoured to
postulate theoretical concept regarding learning process. Theorists such as behaviourist,
cognitive and humanistic explained the means by which learners absorbs, process and digest
information when learning. The choice of learning style employed in training events depend
largely on the immediate need of the business as well as individual employees prefer mode
of learning.
For

obvious

facts

that

severally

postulated

learning

theories

and

theoretical

conceptualisations have been adjudged to have positively imparted on organisational human

resources training programmes (Wong, 2006), it becomes imperative for Green and Company
to scrutinise different learning styles in relation to supportive theories, bearing in mind, the
business needs and expectations before final choice of suitable training event is made.

The effectiveness of single learning style tends to be inappropriate in organising different

raining events in a multifaceted corporate environment, but the mixture of different learning
methods will provide an inclusive learning requirement that meet the learning trait of all
participants. Organisation usually seeks for new development in different areas in term of
ability, competence and experience, thus, business need to discover the characteristics of
training and development requirements (Wong, 2006). Green and Company focus is based on
the effective result that may be derive from learning events, taking into consideration,
relevant learning styles and suitable theoretical perspectives. The feedback receive from
workforce will reveal how successful training event is. In organising learning schemes,
manager must consider various options that actually suits different employees learning
abilities. Considering different learning theories in line with what best suite the employee
individually will enhance establishing a goal-driven and performance oriented facilities.
Drago and Wagner, (2004) revealed that the organisation training need can be ascertained by
assessing the performance requirements, abilities, skills and knowledge required by the
employees so as to achieve the main objective of the business. The enhancement of the
workforce productivity will be easily attained if managers carry out training requirement
activities that cut across all cadres and designations. As identified by Constantinidou and

Baker (2002), Green and Company has managerial, customer service and operational cadres
that require training schemes for effective and efficient performance.

2.0: Task 2
For business enterprise to survive in a contemporary global competitive market, there is
requisition for a consistent improvement in output levels which can be achieved by
continuous improvement of the skills and competency of both existing and new labour force
at various levels in an organisation.
Before Green and company can claim to have established effective induction training,
individual employees needs, corporate needs and systemic requirement would have been
ascertained and thoroughly examined to determine the associated risks, costs and benefits to
the business performance.
Given the enormous responsibilities at managerial cadre in Green and Company, the human
resources need at this level includes trainings that motivate practical learning that could
develop individual skills, courage for decision making and leadership skill development.
Several factors like performance assessment and diversity recognition are cogent training
requirements for management level. The time management skills, effective complaint
handling, problem solving and excellent discharge of customer service are considered to be
training need of the employees in the customer service section of the Green and Company.
Whereas, the record keeping, updating and backing up, expertise advice, response to issues
among others are aspect of training needs for the operational level.
To train personnel at management level using a systematic approach requires a formal
approach to analysis, establishing and designing events, executing and assessing successful
outcomes (Becker, Kehoe, and Tennent, 2007). Setting up effective training mechanism
necessitates a clear and precise modality through the use of appropriate techniques to plan
learning opportunities within the space of training schemes.
The new or less experienced managers will require a training that mainly focuses on problem
solving exercises which can equip them with necessary decision making skills. Green and
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company would employ performance management approach which sets clear objective that
promotes company's aspiration, assign achievable tasks and provides technical assistance that
guarantee personal development and fill skill gaps. Mentoring and coaching serve as veritable
learning strategies for the employees as it will help them to pay attention to strength
optimisation, leverages mistakes and corrective measures while encouraging inclusiveness.
However, Fleming and Baume, (2006) suggests several means by which Green and Company
can provide training to its Managers are:
Induction:
This is an event that introduces new staff of company into the working atmosphere which
aimed at addressing the concern of the new employees, share corporate culture and values,
disseminate necessary information concerning the objectives, nature of business, and the
policy issues. Induction remains the major method that Green and company employs to train
its labour force at different cadres.
Performance Coaching:
This technique follows series of interactions between trainer and trainee so as to find solution
to a specific challenging position and develop the needed skills to enhance positive
performance.
Performance Appraisal:
This is an assessment of current and future contributions that the workforce can make to the
organisations expansion and growth. The skills and knowledge of the managers who are
experienced need to be assessed to discover the information concerning their current abilities
and area improvement might be required.
Role Playing:
Role playing as a training method entails requiring participants that act scripts in a simulated
real life which tends to enable them to showcase their skills and potential abilities. Inferences
can be drawn from the outcome of the training to formulate and improve existing human
resources policies.
Discussion:

Discussion is an interaction between different groups of individuals who seek to resolve a

challenging situation through expression of opinions. This technique has ability to offer an all
inclusive resolution to problem situations as it provides platform for good participation and
sound analysis basis for the managers.
Workshops:
Workshop is a process that engages people in vigorous deliberation about topical issues as it
aimed at managing dynamism and achieving improvement in areas like planning and
initiatives creation to attain specific organisational objectives.
However, based on the needs of the managers in meeting the objectives of the company in a
more convenient and efficient way, the Workshop method will be recommended and
proposed as the most appropriate method due to the fact that it engages the intelligence of the
trainees through deliberations and encourage their ability to develop work related
intellectuality and recognition of team work as a virtue for a successful team.
Below are some of the pros and Cons of Workshop
Advantages:

It enables familiarisation with organisation and colleagues

It is best useful for potential discovery

It builds confidence to achieve results

Decision making abilities can be developed

It motivates employees to performance

It enhances effective communication between trainees

Excellent technique to develop teamwork and creativity

It is very good to discover and analyse employee abilities

It builds confidence and creates team leadership

Disadvantages:

Negative experience is inevitable if not carry out properly

It may leads to waste of time and resources

Long session may become boring and uninteresting to participants

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It may constitutes extra burden to the managers

Eloquent learning may dominate the training discussion session

Training expert may lose control of the event

Task 3:
The rationale behind the induction training and events is to examine the trainees job
performances in relation to business expectations. Apart from induction training, there are
other available processes which can be employed to meet the skills and competencies
requisition of a company (Fleming and Baume, 2006). The choice of training techniques is
usually influenced by series of relevant theoretical postulation and modelling. Edlenbos and
Van Buuren, (2005), suggest that Kirkpatrick Four-Level Model, which comprise of reaction,
behaviour, learning, and results, as a viable training model on which newly acquired skills
could be examined to determine how successful the induction event may be.
Perhaps, other approaches to assess a successful induction training and event were listed by
Wong, (2006) to include: the Guskey Five Critical Levels (a training model that viewed
organisational support, reactions, learning, modern knowledge and skills; and results as
determining factors to induction success); the five tiered approach and lastly, the level model
approach (Coldwell and Simkins, 2011).
In evaluating the training technique in the Green and Company, the Five-Tiered Approach as
founded by Jacob F. in 1988 is considered most appropriate due to the methods tendency to
consider the outcome in relation to standard established based on undertaken training events.
The model procedure entails setting of standard, assessing actual performance, compare
actual with expected output level achieved, make correction and ultimately observe progress
made. The reason for adapting this approach in Green and company training evaluation is
because it focuses on participant empowerment of all the involved stakeholders.
In the study carried out by Mohrenweiser and Zwick, (2009), quantitative and qualitative
evaluation tools appeared to be most suitable means of examining a training events
undertaken by corporate organisation human resources unit and these techniques are
identified thus:
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Knowledge Review:
The significance of knowledge review is its ability to offer an unbiased method of ascertain
whether the participant understand the contents of the training. This technique can make use
of questionnaire to extract participating employees response to question on the training event
attended. The questions must deals with the learning objectives of the training while using
and comparing the results to determine if knowledge was transfer through the activity.
Customers Comments:
The comments receive from the customers is another technique to determine if a particular
training event serve its purpose or not. Since the customers are the reason for the business
existence and depend on them to survive, the customers reactions reveal the effect the
training activities will have on the participants especially in the aspect of customer services
and management.
The Feedbacks
At the end of every training event, the human resources will collect information from the
participant in form of feedback. The essence is to get information on their thoughts and
experiences about the training activities, which represent the realistic facts on the efficacy of
the exercise and a database for future planning and references.
Observation:
This technique requires the presence of the observing managers who endeavour to focus on
employees contributions, understanding, and responses to training course contents. The
method will provide such information about the structure of the event, particular reference
points of discussions, and inferences for future activities.
The training organised for the Green and company newly employed staff was a real success
as the objective of the exercise was achieved considering their level of participation and
commitment. Different challenging issues that each of them has been encountered was
relayed to the expert who analysed the subject matters with pragmatic approach and
suggested different few alternative and feasible answers to tackle the problems, most
especially using information technological tools. The training event was an eye-opener for the
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companys management because they were able to acknowledge some issues particularly the
need to strategically restructure the workforce, review and update certain corporate policies
on human resources to reflect the standard required in the industry. The programme enabled
the participants to be well groomed with modern working principles, performance oriented
resources prioritised and receives required management supports. The employees
improvement in performance, identification of problems, presentation of solutions, and
encouragement to entire workforce are few of the benefits the company derived from the
training programme.
In reviewing the outcome of the training activities, the five tiered evaluation instrument was
adapted to measure the success of the programme. The technique is useful in two folds: it
compare the costs and benefits analysis of the event in one hand, and as well human
resources variance analysis on the other hand. This is to determine future training needs and
challenges that may require urgent attention to prevent systemic failure. It is also viewed to
be appropriate evaluation technique for the organisation because it embraces workforce
empowerment and other stakeholders that may involve. During the evaluation process,
management discovered some inadequacies that may have adverse effect on corporate
process and goodwill. Cost-benefits analysis permits decision to improve on a production line
or discontinues it, while human resources variance analysis identifies the existing workforce
capacity and lapses in discharging responsibilities. The Green and company believed the
evaluation technique achieved its aims as it allows serious analysis of all processes and
policies established by the human resources senior managers. The training outcome
assessment provides avenue for potential expansion and growth, driven by higher output and
staff empowerment.
4.0: Task 4
4.1: The Apprenticeship and Its Features
Mohrenweiser and Zwick, (2009) described an apprenticeship as a process that involve an
individual learning from an expert in a specific field under a written or an implied agreement
for a fixation period. For apprenticeship programme to be effective and desirable, Ryan,
(2000) identified specific characteristics and Features the scheme must possess and they
include but not limited to the followings:
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1. It provides necessary procedural and long-term training exercise through harnessing

practical work-related training with academic concepts taught in an education and
training place.
2. Programme subsidy is made available by the concerned authorities to offset running
expenses of the programme for the employer.
3. The apprenticeship programme contents aim at providing learners with necessary
experience, skills, and competency for a specific profession.
4. Apprenticeship embraces all-inclusive learning process that allows learners to
experience total learning cycle up to the higher secondary education
5. Apprentice takes on worker, employed or contracted apprentice status which qualifies
them to receive remuneration and other rewarding packages as contained in the
regulations
6. It attracts award of qualification from accredited institutions which will allows them
to work in their respective choosing fields.
7. The scheme requires a legally bound contractual agreement signed, sealed and
delivered usually either between the training company and the recipient or through a
sponsor institution.
8. Apprenticeship activity is carried out and monitored under strict provision of laws
both in education and training matters.

4.2: UK Government Apprenticeship Objectives

Due to the nature of dynamic composition of global labour force and services required partly
to meet the macroeconomic objectives, the UK government attempts to develop and support
the current apprenticeship model at various fields, across industries, to produce skilful
employees that can compete favourably in the global employment market. The model is also
aim to motivate the employers to design and apply the sectors standards to training
programmes for registered apprentices which are capable of enhancing the quality and
quantity of required labour force across the sectors.
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Apprenticeship programme is also aimed by the Government to develop technical and

professional skills that reduce the level of unemployment and engaging people especially the
youth, on productive and innovative activities. Supporting current model of apprenticeship by
the UK government oblige prospective candidates to locate apprenticeship scheme that suite
the development of their career path and progression and as well helped in the reduction of
unemployment among the young people.
4.3: Competency Based Assessment
Fleming and Baume (2006) described competency based assessment as a procedure through
which an assessor or manager involve in discharging some tasks with a learner with hope of
generating facts about the learners skills and abilities. This assessment principle is based on a
deduction from performance of series of tasks and can be used to directly measure the
abilities and skills relating to the particular job under assessment review. Balancing these
skills and rudiments of the work with individual traits is important so as to allow the use of
individual discretion and creativity to achieve a specific outcome. Competence based
assessment approach focuses on display of knowledge in trade/profession and identifies gaps
in learning prospects and develop skills to fill the gap (Becker, Kehoe and Tennent (2007).
Considering the impact the competence based assessment will have on operation
performances of an organisation, Green and company is said to have experienced favourable
on the technique given the following:

Competency-based assessments are conducted in compliance with the dictates UK

labour legislations, of which both applicants and existing employees are screened
evaluated based relevant job-related competencies. This enables the Green and
company to comply with prevailing employment regulations.

The assessment is usually focuses on actual job productivity and the factors
considered to be essential to the job. The exercise enriches the diversity and equality
policies of the company since it cuts across gender, cultural and racial background. It
prevents the management from discriminating against any employee with skills rather
than education qualifications.

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Another impact the competency based assessment has on Green and company is that
it has a higher predictive validity as it relates mainly on job content.

Green and Company achieves cost effectiveness because a competency-based

assessment focuses on areas that need performance improvement, hence, prevents the
misapplication of funds.

The ability of employees to complete their tasks, identify the performance expects
from them, receive recognition for their skills, with adequate access to various
companys strategy lead to increase in productivity level achieved by the Green and
Company workforce.

A competency-based assessment offers the company with required capacity to scale

and digress where possible, thus reduces the risks exposure of the company, curbs the
human error and gears up the profit recorded by the business.

The assessment mechanism improves customer satisfaction. The approach permits the
staff members to discharge assigned responsibilities in service-related organisations,
perhaps encourages high service level provisions.

Benefit of Apprenticeship to Green and Company

The involvement of Green and company in the apprenticeship activities will help in
stabilising and improving the human capital development of the company. Their intervention
in the initiative is adjudged to be beneficial especially in the area of enhancing their
workforce capacities, fostering of their human resources development at all levels.
Furthermore, the participation of Green and company in Apprenticeship training will also
benefits in the following way:
1. It will allow the company to secure a supply of people with the skills and qualities
essential for their business.
2. It will help in securing supply of skilled young recruits which are tremendously
important to replace ageing workforce;
3. It offers the company a cheaper means of recruiting and training staff to their needs
4. It contributes to the pool of skilled and certificated employees
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5. It helps in reducing the company labour turnover

6. Apprenticeship training help in raising the other employees eagerness for knowledge
7. Apprenticeship encourages the introduction and generation of new ideas and
innovation that may be beneficial for the business;

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