Unit 23 Human Resources Development Sample Assignment Help Online


Unit 23 Human Resources Development Sample Assignment Help Online

Learning is the process of acquiring, changing, and comprehending new skills that can be applied in real/practical situations. The concept of learning styles used in an organization will be discussed in this unit 23 human resource development sample assignment. The need for and application of various learning styles will be examined. In addition, we will discuss the strategies that organizations use to improve customer satisfaction and maintain a brand image. The report will be based on a practical situation, such as a training program in an organization, in order to present a clear concept.

Learning is the process by which an individual’s behavior changes as a result of his or her experiences. For the learning process to be successful and beneficial, continuous reinforcement is required. In general, learning can be defined as the art of comprehending something. Each person’s learning process is unique, which makes him or her unique.

Task 1

1.1 Compare different learning styles.

According to research, everyone has a unique learning style. People can be classified based on their learning styles. However, each individual can adopt a variety of learning styles that will assist him in quickly grasping the relevant concepts.

Every employee is unique. As a result, his learning style will differ from that of others. During the training programme, each participant will learn in a unique way. A single style cannot be applied to all trainees.

Are there multiple perspectives on an object or data? This ability assists them in acting wisely in difficult situations. These people would rather sit back, observe, analyse, and develop new ideas. Such people require research time. This style is no longer preferred in today’s world, especially when everything is expected to be delivered quickly. This could result in a delay in providing solutions to the problem.

Pragmatists are people who are always willing to take on new challenges. These people adhere to the systemic pattern in order to achieve their goals and complete their tasks or activities. These individuals are quick, broadminded, and practical, though they are less innovative than reflectors.

Unit 23 Human Resources Development Sample Assignment Help Online

Activists are people who act or behave based on intuition rather than planning and logic. During the training programme, four out of five people demonstrated characteristics of activists. Such people are easily bored by task repetition. As a result, they are always open to new challenges. Activists are always on the lookout for substitute or alternative tasks that can degrade the quality of tasks and activities during a training session.

Task 2

2.1 Compare the training needs for staff at different levels in an organization.

To effectively train its employees, an organisation employs a variety of strategies. A counselling session is planned to encourage employees to pursue a successful career and life. Management provides performance appraisals to trainees and employees in order to improve their performance levels. The role-playing technique assists an organisation in determining the responsibilities and authority associated with any new role. Workshops are held to increase knowledge and teach new skills.

Task 3

3.1 Prepare an evaluation using suitable techniques.

Unit 23 Human Resources Development Sample Assignment Help Online

The objective-based evaluation system can be used to successfully evaluate the training session. This system is designed to track the aftereffects of the training programme, including the impact on employee performance and the benefits provided to the company. The theory assesses and compares actual outcomes to predetermined objectives.

Setting the objectives: The outcome of the training event is determined after considering the employees’ efficiency and quality.

Measuring the actual result: Employees’ current performances are evaluated.

Comparing the actual to the expected outcome: Actual performance is measured and compared to the pre-determined goal to determine the actual benefit or usage of the training programme.

3.2 Carry out an evaluation of a training event.

The event was a huge success thanks to the employees’ active involvement and participation. Employees identified issues from previous experiences and discussed them with experts. The experts provided a pertinent explanation as well as novel solutions to the problems. Management is also aware of the issue with the business structure. Employees’ performance has improved as a result of the training programme, which has given them confidence and strengths. Employees were encouraged to identify problems and develop significant solutions, and management recognised the importance of improving customer and employee relationships.

3.3 Review the success of the evaluation methods used.

The method of comparing actual and pre-determined outcomes resulted in the identification of training programme problems. The training correction was evaluated in order to determine the future goal of the training and to meet the employees’ expectations.

The five-step process proved extremely useful in assessing the actual situation in the planned activity. The actual and expected benefits were compared in order to identify the disparity and provide a corrective measure during the training session. Important activities and functions were carried out in order to influence the training program’s development process. Improvements in the identified problem areas resulted in higher output and a higher company status.

Task 4

4.1 Role played by the government in training, development and lifelong learning.

The UK government helps to develop human resources in both private and public organisations. The government provides organisations with training facilities to help them develop their human resources. Organizations contribute to the growth of the economy. As a result, improved human resource performance will result in greater economic benefits.

The UK government is deeply concerned and accountable for human resource development. The government aimed to encourage self-directed learning in order for individuals to achieve lifelong goals and objectives. Self-managed learning also assists organisations in achieving future success.

Unit 23 Human Resources Development Sample Assignment Help Online


According to the above unit 23 human resource development sample assignment, every organisation must prioritise the development of its human resources. Human resources are the fundamental requirement for any organisation to achieve its goals. Both private and public companies have recognised its significance and begun to work toward its advancement. To develop employees, various training and learning methods can be used. Training is required to instil new skills and techniques in employees. Every organisation must implement strategies, training, learning styles, and evaluation methods to assess and identify employee performance levels and provide new skills for personal and professional development. Any organisation will only be able to achieve its goals if its employees are developed and trained to deal with any situation or obstacle that may arise in the business world.


Argyris, C., Schon, D. (1978). Organizational learning: A theory in action perspective. Addison- Wesley.

Beck, J., (2009). Appropriating professionalism: restructuring the official knowledge base of England’s ‘modernized’ teaching profession. British Journal of Sociology of Education.

Budhwar, P. (2000). Evaluating Levels of strategic integration and devolvement of human resource management in UK. Personnel Review.

Drejer, Anders. (2002). Strategic Management and Core Competencies: Theory and Application.

Farquharson L. and Baum T., (2002). Enacting organisational change programmes: a centre stage role for HRM? International Journal of Contemporary Hospitality Management . 14(5), pp. 243-250.

Low, Tony and Davies, Clara. (n.d.). Kolb Learning Cycle Tutorial. http://www.ldu.leeds.ac.uk/ldu/sddu_multimedia/kolb/static_version.php

Liao Y., (2005). Business strategy and performance: the role of human resource management control. Personnel Review. 34 (3), pp. 294-309.

Nadler, Leonardo and Nadler, Zeace.  (1994). Designing Training Programs: The Critical Events Model. Elsevier.

Ober, Scot (2007). Contemporary Business Communication. Houghton Mifflin Company.

Rae, L. (1999). Using Evaluation in Training and Development. Kogan Page Publishers.

Sharma, S.K. (2008). Handbook of HRM Practices: Management Policies and Practices. Global India Publications Pvt. Ltd.


    You get full access to this sample paper