Unit 35: Developing Individuals, Teams and
Unit code A/508/0594
Unit level 5
Credit value 15
The aim of this
unit is to provide students with the opportunity to appreciate that developing
knowledge and skills to achieve high performance is a cross-organisation
activity. Students will recognise that their own professional development is
just one route to improving the performance of those teams and organisations in
which they work. They will also gain an awareness of the context in which
learning takes place and how development needs are linked to learning
interventions aimed at supporting an organisation’s strategy.
completion of this unit, students will have laid the foundations for their own
continuing professional development which will support their future engagement
in lifelong learning. They will also be able to contribute to the development
of others and make a positive contribution to the sustainable growth of an
By the end of
this unit a student will be able to:
1. Analyse employee knowledge, skills and
behaviours required by HR professionals.
2. Analyse the factors to be considered
when implementing and evaluating inclusive learning and development to drive
sustainable business performance.
3. Apply knowledge and understanding to the
ways in which high-performance working (HPW) contributes to employee engagement
and competitive advantage.
4. Evaluate ways in which performance
management, collaborative working and effective communication can support
high-performance culture and commitment.
employee knowledge, skills and behaviours required by HR professionals
professional development (CPD):
ü What does this mean? How do we engage in
ü How and why should CPD be recorded and
ü As a means to structure CPD activities
and to provide opportunities for reflection and evaluation.
ü Consider this as a philosophy and a
concept. Using reflective learning to gain a deeper and objective insight into
levels of performance in comparison to levels of expectation.
ü Using feedback as part of the learning
cycle where feedback informs reflection which in turn informs action.
the factors to be considered when implementing and evaluating inclusive
learning and development to drive sustainable business performance
organisational and individual learning:
ü Learning should be focused on strategic
and tactical goals and informed by, for example, GAP analysis or a skills
ü Consider how learning is determined and
ü The use of formal and informal learning
across an organisation to develop individual, team and organisational skill sets.
ü Training as a one-off event or series of
activities is different to development which has a more protracted timescale
and builds on the skills and knowledge gained during training. Should
organisations focus on training, development or both?
ü Recognising that learning is continuous
through the use of learning cycle theories developed by Kolb, Honey and Mumford
ü Recognising the various environmental,
physical, psychological and cognitive barriers and how to overcome them.
knowledge and understanding to the ways in which high- performance working
(HPW) contributes to employee engagement and competitive advantage
ü As a concept, philosophy and approach to
developing and supporting strategy development, competitive advantage and
improving employee relations.
ü What characterises a HPW organisation
ü How is this beneficial to employees and
the employer? What barriers may exist to HPW?
ü High-performance HRM practice:
ü How are the two related? Which informs
ü What impact does the desire to achieve
HPW impact of HR practices?
ü How will HPW be perceived and viewed by
internal and external stakeholders?
ü Consider who will be able to support HPW
in an organisation? The use of HPW champions to act as catalysts.
ü How do you sell the concept of HPW to
those who will be facilitating this?
ways in which performance management, collaborative working and effective communication
can support high-performance culture and commitment
ü As a concept and a process. What
constitutes effective PM?
ü How does effective PM inform learning
and development at the organisational, team and individual level?
ü Differences in PM systems.
ü How this can be both a facilitator or
barrier to effective PM. The use of internal collaboration to deliver effective
ü Use PM to transform organisations. How
this is achieved would depend on factors such as scale and size of the organisation,
its geographic dispersal and competing challenges. The latter could be the
requirement to remain strong in the market, to make a profit or to meet
customer expectations during a period of transformation.
developmental approach to PM:
ü Separating development from evaluation
where the developmental approach considers stages in development and how these
are achieved through the setting of criteria, the imposition of systems and an incremental
approach to achieving developmental aims.
and Assessment Criteria
LO1 Analyse employee knowledge, skills and
behaviours required by HR professionals
appropriate and professional knowledge, skills and behaviours that are
required by HR professionals.
P2 Analyse a
completed personal skills audit to identify appropriate knowledge, skills and
behaviours and develop a professional development plan for a given job role.
M1 Provide a
detailed professional skills audit and professional development plan that demonstrates
evidence of personal reflection and evaluation.
LO1 and LO2
D1 Produce a detailed and coherent professional
development plan that appropriately sets out learning goals and training in
relation to the learning cycle to achieve sustainable business performance
LO2 Analyse the factors to be considered when
implementing and evaluating inclusive learning and development to drive
sustainable business performance
the differences between organisational and individual learning, training and
learning cycle theories to critically analyse the importance of implementing
continuous professional development.
the need for continuous learning and professional development to drive
sustainable business performance
LO3 Apply knowledge and understanding to the ways
in which high-performance working (HPW) contributes to employee engagement
and competitive advantage
understanding of how HPW contributes to employee engagement and competitive
advantage within a specific organisational situation.
the benefits of applying HPW with justifications to a specific organisational
LO3 and LO4
D2 Provide valid synthesis of knowledge and
information resulting in appropriate judgements on how HPW and mechanisms
used to support HPW lead to improved employee engagement, commitment and
LO4 Evaluate ways in which performance management,
collaborative working and effective communication can support high-performance
culture and commitment
different approaches to performance management (e.g. collaborative working),
and demonstrate with specific examples how they can support high- performance
culture and commitment.
evaluate the different approaches and make judgements on how effective they
can be to support high- performance culture and commitment.
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