Human Resource Development- A Bookshop HR Case AnalysisExecutive SummaryThis report seeks to identify how the senior management at the Finnish Bookstore can assess the development needs of their employees. Additionally, the report identifies specific learning strategies and interventions that the management can use in order to ensure that the development needs identified in the assessment phase are met. To establish whether the interventions and strategies identified after the needs analysis are effective, the report identifies and suggests a four-level evaluation method for use at the Finnish Bookstore. IntroductionThrough the simulation-based programme as indicated in Gibb (2010, pp.
306-307), the Finnish Bookstore has already acknowledged that human resource development is an essential and ongoing process for the organisation. Specifically, and when dealing with diverse customers, the bookstore has done well in equipping its staff with practical skills needed in the effective day-to-day handling of customers. Although an impressive undertaking by all means, the simulation-based programme has an apparent weakness in that it is applied in the same manner to all staff members. This effectively means that the organisation does not recognise the individual differences in the staff that may affect how each of them performs at work.
Additionally, it fails to recognise that other factors such as low staff motivation, or inefficient managerial decisions may affect how employees relate with the customers. In order to engage staff members individually; identify their individual strengths and weaknesses; identify interventions and strategies suited for each; and identify other areas in the management that may be affecting how employees perform, this report recommends the use of a human resource development needs investigation (HRDNI), which includes a needs analysis, forming learning strategies and interventions, and developing an evaluation strategy which will measure the effectiveness of the intervention programmes.
Theoretically, HRDNI is a process used in identifying gaps between the current happenings or situation in an organisation, and what should be occurring (Mathis & Jackson, 2011, p. 105; Sims, 2006). The HRD needs investigation can take different forms, which include a pro-active analysis; democratic preference; diagnostic audit; or performance deficiency (Delahaye, 2005). The form of investigation that a firm takes depends on the needs of the company. In the Finnish Bookstore’s context, a combination of a deficiency analysis and a proactive analysis is viable for use in current employees and new employees respectively.
The Needs AnalysisAccording to Delahaye (2005), a needs analysis is necessary in identifying the specific skills needed in order to improve staff performance and productivity. Additionally, the needs analysis examines the targeted staff members in order to establish their education levels, skills, experiences, personal motivations and attitudes. Some of the commonly used HRD needs investigation methods effective in the analysis phase include interviews, focus groups, questionnaires and company records (Delahaye, 2005).
Notably, the method selected for use may differ depending on the desired type of data. For example, focus groups may be more appropriate in cases where the need to develop team skills has been identified. Based on the findings, the overseeing HR personnel can then determine which intervention measure or measures are suitable to improve the employees’ performance and productivity. Through the needs analysis, Kulvisaechana (2006) also observes that an organisation is able to develop measurable knowledge, which is important for the development of performance objectives.