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Hrm Stemcor

In: Business and Management

Submitted By hamidurju
Words 4521
Pages 19
Contents Introduction 5 1.1 Comparison of several types of learning style used in ‘Stemcor’ 6 1.2 Explanation of the roles of the learning curve and the significance of transferring learning to the workplace of Stemcor. 6 1.3 Assessment of the contribution of learning styles and theories at the time of planning and designing a learning event for the Stemcor. 8 2.1 Comparison of the training requires for personnel at different levels in Stemcor. 9 2.2 Assessment of advantages and disadvantages of training methods used in Stemcor. 10 2.3 Usage of a systematic approach to design training and development for a training event at Stemcor. 12 3.1 Preparation of an evaluation using suitable techniques. 12 3.2 Perform an evaluation of a training event. 13 3.3 Assessment of the success of the evaluation methods used. 14 4.1 Description the role of government in training, development and lifelong learning. 14 4.2 Description of how development of the competency movement has impacted on the public and private sectors. 15 4.3 Assessment of how contemporary training initiatives introduced by the UK government contribute to human resources development for an organisation. 15 Conclusion: 16 Bibliography: 17

Introduction
Stemcor is an international steel trading corporation. It is the one of the biggest independent steel trader. It is a UK based company. It located at London in Britain. It operates business in around 45 countries of the world. It consists of 145 business units. It has around 2000 employees. It plays a vital role in the industry of steel. Their turnover was more than £5 billion in 2012. (Stemcor, 2014)
Stemcor was founded in 1951 as a private corporation. (wikipedia, 2014) It had not come to this position overnight. It had to ensure their quality. After showing good performance, it had come to this position. For obtaining this position, they had to develop their manpower. A firm or organisation should evaluate its personnel, i.e. number of staffs, their knowledge and abilities. In an organisation, human beings are capital. Overall success of organisation depends on its human capital. That’s why organisation should provide necessary training, learning to develop their personnel for better performance. Training has a great impact on its personnel and on organisation to attain its goals. It is necessary to train and develop the staffs at every department of organisation from blue class to white class employees. Learning and training reveal the potentiality of its personnel in the workplace. All staffs should be appreciated to improve their knowledge and skills to enable the organisation to fulfil its objectives.
Managers need to organise their training program within their budget considering their cost-benefit effects. Then all learners should be appreciated through recognising them. Training should be well organised and planned to be effective to the personnel to attain goals. Human resource development is essential for every organisation. Organisation should develop and enhance the abilities and knowledge of staffs for lifetime and permanent development.
Managers have to assess the effects of training they provided. Then if there are some shortfalls, they can take corrective measure to attain goals. To attain goals on time, there is no alternative to make the personnel effective and efficient through development programs. The aim of human resource development is to retain per qualification up-to-date and make them for better performances.
Focusing on the company’s mission, vision and targets, human resource development programs should be developed. So that it can enhance the abilities of teams, groups and overall organisation.

1.1 Comparison of several types of learning style used in ‘Stemcor’.

Learning is the process of knowing anything by reading and studying. Learning can be defined as assessable and comparatively stable change in behaviour through practice, lessons or readying. It can be defined as a procedure of attaining knowledge through transformation of practices and experiences. (McDonough, 2012)
There are several types of learning style used in a UK based company “Stemcor” (a steel marketing corporation). Main three types are auditory, visual and kinaesthetic. Maximum people learn through the combination of these three styles.

Auditory Style (Hearing): The learner who learns best by hearing can be said as auditory learner. Auditory learning is a style by which people can learn through hearing. They depend on listening and speaking as their prime means of learning. They do well with class teacher’s speech, discussions etc. some people can learn simply hearing or listening from movies, audio songs, class lecture or the discussion of his or her colleagues. Excessive noise may disturb them more severely. So, they prefer quiet place to learn by listening.

Visual Style (Seeing): The learner who learns best by watching and seeing are visual learner. Any graphical representation, image or picture can help them to learn. Usages of colour can be an example of visual learning style. At the time of reading or studying, these types of learners use several colour pens or pencils to mark important topics. Kids can be easily made understand their lesson through pictures. In a seminar or a class room, visual learners will be benefitted through power point presentations. Visual learner can also learn by reading. For them, a chart or graph can be helpful.

Kinaesthetic Style (Touching):
The learners who learn by touching can be said as kinaesthetic learner. Some people can learn well with hands-on activities. In reality, they prefer to do any activity which seems the simple way to learn. For example, these learners may write along with reading for understanding well, when they study their lesson. A science background student may have enough facility to learn by their practical classes in the lab.

However the types of learning style are most people use the combination of these three styles.

1.2 Explanation of the roles of the learning curve and the significance of transferring learning to the workplace of Stemcor.

A learning curve refers a pictorial representation of escalation of learning with experience.
Learning curve indicates the speed of enhancement of performance of a task as a role of time or the speed of alteration of expenses as a role of collective production. The learning curve is a constant development procedure which is attained through experiences. (Ninio, 2006)For bringing progressive proficiency and excellence to a work situation learning curve, learning curve supports the personnel of Stemcor very well. Although growing experience in executing a work, learning curve assists the staffs of Stemcor to emphasis the improvement of innovative knowledge, value addition process and series of professional ways. Since Stemcor select some competitive plans and strategies, Stemcor’s personnel met several obstacles in the new situation. In that situation, Stemcor selected another learning curve to adjust their vocational knowledge and business capabilities with the ideal and desired level. The Stemcor provide applied experience, performance evaluation, training to recognise their proficiency region and develop genuine career path.

In this drawing we see while constant experience is progressing, the learning and competency is improving at the time of accomplishing the job. So that experiences fetch down the period increasing the proficiency level as well as more productivity.
Impact of transferring knowledge:
Stemcor’s managers and trainers discuss with its staffs to allocate or transfer skills and knowledge of productivities, development region and its requisition. Knowledge transfer in the way of training, seminar or workshops may be considered as essential to Stemcor’s employees and staffs for the betterment of their practical skills. It is important for Stemcor to improve knowledge, skills, comprehend the prime values and activities. Stemcor can increase their efficiency; enlighten their knowledge through the development of their personnel. Thus management can get more responsible personnel for better performance with shortest possible time. (Lapré, 2001)
Knowledge transmission not only indicates communication but also refer a process of sharing tact and knowledge which will support the personnel to grow their skills. Proper transfer of information, knowledge and usage of this curve supported the personnel to notice the performing level in mechanical skill and professional aptitude and experience, enabling them to select appropriate career path, making decision effectively and efficiently for better performance. Stemcor achieved its competitive advantages for their development of human resources through learning and training.

1.3 Assessment of the contribution of learning styles and theories at the time of planning and designing a learning event for the Stemcor.

Learning theory gives a theoretical structure to the learners to fulfil their requirements and purposes. Depending on the perception of Stemcor to the staffs’ adaptation capacities for new situation, learning styles can be selected. That’s why training program should be evaluated by Stemcor to conduct such activities for influencing staffs’ learning style and theory for enhancing their capacities to fulfil the goals and objectives of the organisation. In this way, learning styles as well as theoretical knowledge can contribute to framing several learning events. (Kolb, 2001 )
For the development of human resources, it may be difficult to select only one style. So, effective way of planning a learning event is to use a combination of different learning styles. Stemcor may need to enhance the abilities and skills of its staffs, i.e. abilities for leading, decision making, performing group tasks, taking responsibilities, doing right work efficiently etc. the features of training and several development activities need to be identified. The theory of learning describes types of learning, theoretical descriptions and structures. Learning style indicates the degree of effectiveness of the learning to obtain desired objectives. The events of learning mean the execution of the upgraded expectations.
Theories and the types of learning adopted by Stemcor emphasis on the result which is effective attained the events of learning. The degree or rate of success can be evaluated through the reaction of the staffs to the events. To arrange these kinds of events, Stemcor should consider learning attitude and style of the employees of the organisation. Each employee may have distinct learning style and preference. Every employee should understand the theories of different scholars on learning styles and theories for achieving their goals and objectives.

2.1 Comparison of the training requires for personnel at different levels in Stemcor.

Stemcor requires several training for operating its functions smoothly at various levels. Comfortable working conditions for its staffs are considered as their strengths. Along with the working environment, they need efficient employees at every department or level of its production. That’s why they focus on the development of human resources through proper training at every level of production and operation. (Beaubien, 2004) Comparisons of the requirements of training at its three levels are given below- Managerial level: In managerial level, training needs for - * Improving skill through practical learning, * Enabling to perform work in group, * Developing decision making ability.
Several workshops, off-the-job training and seminars may play an important role to develop strategic skills and knowledge.
Level of customer service:
The personnel of customer service department need training for- * Managing queue effectively for reducing the waiting period, * Providing skilled solutions for performing tasks efficiently, * Supporting the customers for finding out their desired products.

Level of operation: * In operational level, managers need training for- * Reviewing and evaluating performance of lower level managers, * Motivating to perform task more effectively and efficiently, * Maximising production and profit, * Minimising production cost.

2.2 Assessment of advantages and disadvantages of training methods used in Stemcor.

Stemcor offers several training program to develop its staffs. They try to support the staffs to choose their own career ways through mentoring. They evaluate their level of performance and area of improvement. Off job trainings, workshops, seminars, workbooks are planned to improve skills, realistic knowledge to be proficient. (Bryman, 2012) Stemcor always look for more advanced materials and guides for development of its personnel to obtain its goals and targets.

Merits and demerits of present training methods are described later-
Performance appraisal method:
Advantage: This method gives support to the personnel to mark the area of development of skills and knowledge. This method enables them to determine what they need to develop themselves to carry out their responsibilities to achieve the targets within reasonable or standard time period. Disadvantage: This method does not work at all to the underperforming staffs as a consequence of their dissatisfaction. It unmotivated Stemcor’s underperforming employees.
Role playing method:
Advantage: This method gives support to the staffs to determine the important factors for being successful as a manager or other role player.
Disadvantage: Role playing training method may cause the personnel to feel unwilling and anxious about their roles which may lead to degradation of performance.
Discussion method:
Advantage: Discussion training method provides opportunity to the managers and the employees to form their internal and external career related skills and plans in the way of talking among them.
Disadvantage: General staffs of the Stemcor may not design a development plan unless there is a supportive as well as positive managerial role which is very much important for this training method.
Induction method:
Advantage: Induction training method provides a general idea of the Stemcor, responsibilities and culture of the Stemcor to the new workers or staffs. It assists to the employees to understand their responsibilities and expectation of the Stemcor.
Disadvantage: This method may misguide the employees providing unreal picture of the Stemcor. This may create a reverse consciousness for the Stemcor.
Workshop:
Advantage: Workshops are organised to develop employees’ practical learning and skills with practical learning materials. Assessing the idea about their knowledge and skills, Trainers provide materials to perform a specific task for improving their performance. Trainers monitor how they perform their assignment and teach them how to do such type of task efficiently.
Disadvantage: This method is costly for the organisation. Success rate depends on the trainees’ perception how they take this workshop.
Performance coaching method:
Advantage: This method evaluates the performance of the employees and marks their development regions. This method assists the staffs to determine chance and grow self-confidence in taking decisions.
Disadvantage: Unfair judgement of the performance can misguide the Stemcor to attain its goals. Biased assessment can be fatal for the Stemcor.

2.3 Usage of a systematic approach to design training and development for a training event at Stemcor.

For designing training and development event, Stemcor should execute a training program for problem solving that can be organised for improving decision making. In this training, staffs are given an existing problem and then their performance will be evaluated and analysed. An ultimate evaluation can be done by whole group where the managers and the employees can select which ways they use to get solutions. These can be continuous procedures where managers appreciate the employees to come forward to solve different practical problems concerning customer service, motivation, promotional activities, employee relationship, and production efficiency. These training sessions encourage the personnel to involve in decision making and enhancing their capabilities to be more productive, analytical and efficient. (Quatrani, 2002)
In their training session, the staffs are introduced with one another and with managerial teams. Then they should be getting introduced with a critical problem which should be resolved. The next level is a question and answer session for the employees. It helps them to understand the situation clearly. Everyone will get proper instructions and then they will accomplish their task according to their instruction. Then they form a group, discuss themselves to find solution. After getting solution, they submit an assignment on their task mentioning findings and decisions as well as a summery. The task should be completed within a time frame. Then their task, performance and assignment will be evaluated and corrected through discussion.

3.1 Preparation of an evaluation using suitable techniques.

For assessing the result of training top managers use different methods to calculate the consequences, effectiveness and impact of the training. Top level managers want to know degree of success of the event. That’s why they have to consider the cost of this program and the benefit employees actually receive. It they satisfy with the result, and then they continue these types of events. According to the framework ‘Five tiered approach’ by Jacobs, these training programs have five means of evaluation. They are- 1) Assessment of need: It provides the explanations about the problem. These explanations describe whether this event is necessary or not. 2) Accountability and monitoring: It considers about the trainees and their responsibilities as well as their accountabilities. 3) Clarification of the program: It indicates how effectively the program is arranged. 4) Progress: This level indicates the evaluation of its success. This level wants to show employees’ progress through this training. 5) Impact of program: This stage assesses the long run effect of the training session.
The assessment procedure used to evaluate the training is quantitative.(Chauhan, 2005)We can use three ways to determine the space or gap at the levels of the program. a) Feedback of trainee or trainer: trainees or trainers’ feedback can be known at the end of the program from their thinking or comments. Managers consider these feedbacks for determining whether the program is effectives or not. They can know how they can arrange such program more effectively. b) Observation: Managers monitor the internal and external environment of the event. They observe number of participants and their approach or perception to this event. c) Comments of customer: Trainees serve their customer according to their training. In training an employee learn several things to perform his or her duties. So that a comment of customer can carry positive or negative significance.
At the time of evaluating training, some major forces should be considered. The training program can be assessed on the basis of following forces- 1. Improving quality: Describes whether the product is good or bad. 2. Customer service: Describe whether their service is highly qualified or not. 3. Higher productivity: It says about the production efficiency in the organisation.

3.2 Perform an evaluation of a training event.

The program was successful because of participation of a lot of employees actively. It was a three-day training program. At first day, employees got an assignment of solving customer handling problem. They divided into five groups. On the second day, all of the groups utilising their capacity, tried to solve the problem. They found various practical and real solutions through discussing themselves. They analysed the given scenario for finding out alternative solutions. And then they submitted their written assignment to the trainers for evaluating their performance. On the third day, the trainers evaluated these assignments and took some corrective measures to these assignments through Q&A session. Thus they improved their practical skills for better performance. A training program should also be evaluated on the basis of the perception of the trainees. The reaction of the participants reflects the performance of the training program. (Xu, 2002)

3.3 Assessment of the success of the evaluation methods used.

The method of five tiered assessment was very helpful to assess the effectiveness of the program in the practical life. This system calculates the desired benefits and real benefit to find out the variance and the possibility of the program. At the time of evaluation process of the employees’ performance, management offers several problems and complex tasks of this program which has an impact on reversely in the process of development. That’s why it can easily find out the cost benefit effects to determine whether they carry on this program or not. The managers considered this program as it was evaluated successfully. (Kumar, 2005) All of the steps and initiatives taken by human resource department were analysed carefully. With a view to getting more output and productivity, the managers took necessary initiatives.

4.1 Description the role of government in training, development and lifelong learning.

The government of UK possesses a major role in the education and expansion of the workers of private firms. The Govt. Organise teaching programs during authority trainer to create certain the workers can improve and achieve at least a smallest amount model of presentation. Stemcor is a huge merchant firm in UK, so UK govt. should worry about the inner development of the certain performance. So they have to get the liability to take the presentation to a high level. Lifetime training is the energetic learning by the workers. (Furlong, 2013) The govt. contribution in training can help the workers to recreation information from the working situation. However the firms might not be capable to advance in high quantity and design the necessary training opportunities. The firms are benefitted during the Govt. contribution and support in their human resource improvement. The economic industries are blooming more quickly and attainment human resources helpfulness and standard production quality. This aids to create a valuable situation for the firm in the very reasonable market.

4.2 Description of how development of the competency movement has impacted on the public and private sectors.

Development of the movement of competency has a great impact on the private and public sectors. The movement of competency has encouraged other organisations to think about the gaps of production among them. Private organisation invests more money to boost their proficiency to obtain competitive advantages. Due to lacking of proficiency and competency in the performances of employees, the organisation lags behind than other organisations. They may provide low quality service, low productivity, low incentive etc.
Ernest & Young is an auditing and consulting firm. It is a private firm. (Horton, 2002) It invest huge amount of money for the training purposes of their employees. They offer steeper learning curve for developing their experts and specialists. Learning is a non-stop process. Qualification is being developed through learning which increases the level of confidence. The growth of the performance of private organisations has a vast importance on the economy. Public organisations have developed their capacities for performing well. The movement for attaining competency as well as skills is important element of effective and efficient performance. So, non-stop training programs are needed for continuous improvement. Now a day, public and private organisations of UK started to share their skills and proficiencies to overcome all obstacles for their constant growth and contest.

4.3 Assessment of how contemporary training initiatives introduced by the UK government contribute to human resources development for an organisation.

The initiative of contemporary training was adopted by the government of UK to support the small and medium organisations a helpful training program for the consistent improvement of the economy. The UK government provides technical and vocational training for the better performance of these firms to contribute to the economy of the country. Considering the present and future conditions of the business and economy, the government launches different types of training program for these organisations. (Fowler, 2013) As the country’s economy affected by the earning of everyone, o this initiative should be designed considering all internal and external factors of the economy. Both private and public organisation should take part in theses training program for enhancing their efficiency and competency.

Stemcor always try to develop the competency of their employees by encouraging the employees to take part in these training programs. So they attain some competitive advantages to compete with others. Its human resource department always try to keep their employees up-to-date. They always continue their research to be innovative and be competent. They train their employees to serve customer well, to develop marketing strategy, to understand changing market conditions. Their employees have the capacities to handle critical situation. They are effective and efficient. That’s why they can implement the strategies easily.

Conclusion:
In the modern era, all of the organisations are competing for their growth and survival. To survive in the competition, one should develop their competencies and performance. Human resource development is an important issue now-a-day. Human resource can be considered as vital capital for the organisations. So every firm try to maximise their performances through proper learning and training. Without training, it is difficult to operate an organisation by newly joining employees. They cannot play important role without being competent for this. Proper training and knowledge help to gain competitive advantages. Manpower is the core element of an organisation. Keeping this power aside, no organisation can do well in the long run.
Managers need to organise their training program within their budget considering their cost-benefit effects. Then all learners should be appreciated through recognising them. Training should be well organised and planned to be effective to the personnel to attain goals. Human resource development is essential for every organisation. Organisation should develop and enhance the abilities and knowledge of staffs for lifetime and permanent development.
Managers have to assess the effects of training they provided. Then if there are some shortfalls, they can take corrective measure to attain goals. To attain goals on time, there is no alternative to make the personnel effective and efficient through development programs. The purpose of human resource development is to keep the employees up-to-date and make them for better performances.
World’s biggest steel trading company, Stemcor, always keep their employees up-to-date through several training programs. Its human resources are responsible for their continuous improvement. Its research and development department undertakes the responsibility to arrange several training programs. For their efficient performance, they do well in this competitive global market. They contribute to the British economy for developing their employees.
Finally we can say that at this competitive global market, every organisation should develop its personnel and staffs for better performance to achieve the goals and targets. Without developed human resource no organisation can survive in the current world.

Bibliography:
(2014, december 22). Retrieved from wikipedia: http://en.wikipedia.org/wiki/Stemcor
(2014, december 22). Retrieved from Stemcor: http://www.stemcor.com/About-us.aspx
Beaubien, J. M. (2004). The use of simulation for training teamwork skills in health care: how low can you go?. Quality and Safety in Health Care,. 13(suppl 1), i51-i56.
Bryman, A. (2012). Social research methods. . Oxford university press.
Chauhan, B. S. (2005). Preparation and evaluation of glibenclamide-polyglycolized glycerides solid dispersions with silicon dioxide by spray drying technique. European journal of pharmaceutical sciences,. 26(2), 219-230.
Fowler, A. (. (2013). Striking a balance: A guide to enhancing the effectiveness of non-governmental organisations in international development. . Routledge.
Furlong, J. &. (2013). The role of higher education in initial teacher training. . Routledge.
Horton, S. H. (2002). Competency management in the public sector: European variations on a theme (Vol. 19). . IOS Press.
Kolb, D. A. (2001 ). Experiential learning theory: Previous research and new directions. Perspectives on thinking, learning, and cognitive styles,. 1, 227-247.
Kumar, S. &. (2005). Research methodology (pp. 43-50). Springer US.
Lapré, M. A. (2001). Creating and transferring knowledge for productivity improvement in factories. Management Science,. 47(10), 1311-1325.
McDonough, J. &. (2012). Materials and Methods in ELT. John Wiley & Sons.
Ninio, A. (2006). Language and the learning curve: A new theory of syntactic development. Oxford University Press.
Quatrani, T. (2002). Visual modeling with rational rose 2002 and UML. Addison-Wesley Longman Publishing Co., Inc..
Xu, G. M. (2002). Motion based event recognition using HMM. (Vol. 2, pp. 831-834). IEEE.

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