CIPD Report on Preparing for the Future of Learning

Questions: 1. Why Unity Resources Group Needs To Collect HR or LD Data. 2.CIPD report on Preparing for the future of learning: a changing perspective for LD leaders. Answers: Activity A The Two Reasons Why Unity Resources Group Needs To Collect HR or LD Data a) For Performance Management: The mangers and the employees of the Unity Resources Group (URG) are collaborated to plan, analyze and evaluate the performance of the employees and their overall contribution towards the management. In this regard, the process of collecting data HR or LD related data can ensure that right people are hired and trained for the right job (Dressler, 2004). Furthermore, effective data collection and management can improve the performance of the URG over the long run. Accordingly, with proper performance management, the managers in URG can develop more precise job descriptions and the presentation of the employees in the group, with the help of Key Result Area (KRA) and Performance Indicators (Dressler, 2004). b) For legal requirements: URG should record data related to HR/LD to meet the requirements of Working Time Regulations and ensure fairness in the workplace. The legal requirements can further assist the managers in URG to ensure equal payments and facilities provided to the employees. It can also assist the managers to follow effective recruitment planning, health and safety measures for the employees (HRCouncil.Ca, 2009). Data Collected Within the Organization and How Each Supports HR or LD Practices The two types of data collected within URG are statutory record and organizational record. The statutory record refers to the mandatory compliance of taxes and insurance to the government agency (Webster, 2012). On the other hand, the organizational records comprise all the activities performed within the organization. The records regarding recruitment, employees turnover record and learning development programs initiated by the organization are some of the examples of organizational records maintained by URG. Through statutory records, the HR can anticipate the regulatory requirements of URG and similarly, the organizational records allow the HR to closely examine the possibilities to maintain a high level of employee efficiency and productivity within the organization (NECCC, 2004). Two Methods of Storing Records and the Benefits of Each The data stored in URG is either manually or through a computerized system. The benefit of storing the data manually is that it does not mandate the knowledge of technology in storing the data that keeps the process cost effective. The manual storing process is also not affected by the technical problems observed in the computerized system of operations. The recorded data can be amended effortlessly at a cheap rate when stored manually as compared to the computerized system. However, through computerized data storing system, innumerable data can be stored, accessed and collected without the problems related to spaces available and with the added advantage of convenience related to time. The recorded data are also stored with great accuracy and in a more reliable manner with the computerized system (RST, 2010). Essential Items of the UK Legislation Relating to the Recording, Storage and Accessibility of HR Data The two essential items of the UK legislation relating to the recording, storage and accessibility of HR data are Data Protection Act 1998 and Freedom of Information Act 2000. The Data Protection Act 1998 ensures that the personal data are processed ensuring confidentiality and data security. In case of emergencies, the public interests are given more preferences than other day-to-day services (Great Britain, 1998). The Data Protection Act 1998 ensures the protection of fundamental rights, freedom and privacy of the employees of URG. The Act is a guideline to use personal data with confidence so that the employees rights are valued. The Freedom of Information Act 2000 in the UK similarly allows the public to access information circulated and published by public authorities (Holden Amos, 2004; Legislation.gov.uk, n.d.). Accordingly, these rules are followed in two ways in URG, as the officials in the group are obliged to communicate certain information about their activities with oth er members of the organization, while the members of the groups are permitted to request information from the authorities if not available publicly (Legislation.gov.uk, n.d.). Activity B An Introduction to the HR/LD Area Being Investigated In this activity, the area being investigated emphasizes the CIPD report on Preparing for the future of learning: a changing perspective for LD leaders. The following discussion thus aims to investigate the changes observed in the perspectives of LD over time and subsequently determine the implications of this change on the learning behavior traits within organization. In accordance, reference has been drawn from the CIPD sponsored organization, Towards Maturity. In order to introduce the learning and development in the workplace, new approaches are being adopted to maintain sustainable advantages, which is mostly influences by technology infusion in the process. Rather than being directional, unlike the traditional mode of LD, its trends are observed to leverage self-directed learning practices in the current workplace scenario. The perspective of LD have apparently changed over time by embracing new technologies, which ultimately has enhanced the learning opportunities in modern wo rkplaces (Agresti Kateri, 2011). It is expected that the implications of the changes in learning behavior, to be discusses further, will help the leaders in Towards Maturity to develop the skills and facilitate the leaders with social and experimental learning in the long run. The Data Analysis and Interpretation In an unconventional approach, leaders in the organization, i.e. Towards Maturity, have been practicing benchmarking in order to identify the learning needs within the workforce and take necessary steps for their enhancements. CIPD has also been encouraging the step to introduce the maturity benchmark study, as it can prove highly beneficial to determine which organization is satisfying the best results in terms of staff impact and business impact (Overton Dixon, 2016; pp. 9). Therefore, it can be argued that over time, the approaches adopted by CIPD and Towards Maturity has emerged as more scientific in nature, with an objective oriented attitude. Technology infusion has also been apparent within this context, as the changing trends in LD approaches adopted by the organization have certainly influenced the behavioral traits of the workforce. For instance, a major proportion of the professionals working with CIPD sponsored organizations are pursuing online learning. The process was introduced to understand the behavior of the employees and create learning model solutions. In addition to this, the learning network events among the CIPD leaders were organized to determine the learning abilities and interests of the staff and LD professionals, which indicates a direct influence on the learning behavior of the workforce (Overton Dixon, 2016). Findings Based on the above discussed approaches adopted by CIPD and Towards Maturity, it can be affirmed that there have been substantial changes in the LD approaches taken by organizations. Currently, the approaches are more inclined to develop a self-directed nature in a technology driven manner, wherein the online learning processes play a crucial role. Correspondingly, the diagram represented below, illustrates the Towards Maturity model developed and applied to the context of organizational learning. (Overton Dixon, 2016; pp. 9) Correspondingly, it can be asserted that the model has been a crucial change driver within organizational culture and functioning. It has been efficient in addressing the learning needs of the workforce, as it bases on a scientific approach of defining needs, assessing the learners background and workplace features. Hence, it is quite likely to deliver a complete understanding of the learning behaviour and future developmental needs of the workforce with proper insight. These findings can further be utilised for capability enhancement and engagement of the professionals towards the organisational goals, thus sufficing the ultimate objectives of the organisation. Apparently, unlike the conventional method of LD, this model presents a more elaborated and in-depth understanding of the learning culture within an organisation, steering productive changes within its operational processes. References Agresti, A Kateri, M, 2013 . Categorical data analysis. Springer Berlin Heidelberg, New Jersey. Cook, S, 2008, The Essential Guide to Employee Engagement: Better Business Performance Through Staff Satisfaction, Kogan Page Publishers, London. Dressler, S, 2004, Strategy, Organization and Performance Management: From Basics to Best Practices, Universal-Publishers, Florida. Great Britain, 1998, Data Protection Act 1998, Part 29. The Stationery Office, London. Holsen, S Amos, J, 2004, A Practical Guide to the UK Freedom of Information Act 2000, Contents, viewed 12 July, 2016, HRCouncil.Ca, 2009. HR Management Standards. HR Council for the Voluntary Non-profit Sector, viewed 12 July, 2016, Legislation.gov.uk, No Date, Freedom of Information Act 2000. Chapter 36, NECCC, 2004, Challenges in Managing Records in the 21st Century, NECCC Analysis of State Records Laws Work Group.