HRP Assignment

Task 1:

Title: HRD Needs Assessment and Training in a Middle-Sized Organization

1. Introduction and Background

The organization under study is a middle-sized company in the technology industry, which

specializes in the development of software solutions for businesses. It has a workforce of

approximately 500 employees distributed across different departments. The HR department

comprises a team of 12 professionals, including a HR manager, recruiters, HR specialists, and

administrators. For the purpose of this report and to maintain confidentiality, the organization

will be referred to as "TechOrg."

TechOrg is a company that has been in the technology industry for several years, and it has made

a name for itself by developing cutting-edge software solutions for businesses. Its workforce is

distributed across various departments, including software development, customer support,

marketing, and finance. The company prides itself on its commitment to innovation, and this is

reflected in the quality of its products and the high level of customer satisfaction it enjoys.

TechOrg faces various HR issues that affect its workforce and, ultimately, the organization's

success. One of the significant HR issues TechOrg faces is employee retention. Due to the highly

competitive nature of the technology industry, it can be challenging to retain top talent. The

organization wants to provide employees with opportunities for growth and development, as well

as competitive compensation and benefits packages to retain them. Another HR issue TechOrg

faces is employee engagement. Employee engagement is critical to the organization's success as

it directly impacts productivity and job satisfaction. The HR department wants to implement

initiatives to improve employee engagement, such as regular feedback and recognition programs,
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to create a positive work culture. Additionally, TechOrg faces diversity and inclusion issues,

such as ensuring that all employees feel valued and respected, regardless of their background or

identity. The HR department wants to create an inclusive workplace that celebrates diversity and

provides equal opportunities for all employees.

The HR department at TechOrg is a critical component of the organization's success. It is

responsible for recruiting and hiring new employees, providing training and development

opportunities for existing staff, managing employee benefits and compensation, and overseeing

performance management processes. The HR department comprises a team of 12 professionals,

including a HR manager, recruiters, HR specialists, and administrators. These individuals work

together to ensure that the company has the right people in the right roles, and that they are

supported and motivated to perform at their best.

The HR manager at TechOrg is a seasoned professional with years of experience in the field. She

is responsible for setting the strategic direction of the department, developing policies and

procedures, and overseeing day-to-day operations. She works closely with other members of the

senior leadership team to ensure that HR initiatives are aligned with the company's overall goals

and objectives. The HR manager is also responsible for ensuring that the department operates

efficiently and effectively, and that it provides high-quality services to the rest of the

organization.

Recruitment is a critical function of the HR department at TechOrg, and the team of recruiters

works tirelessly to identify and attract top talent to the company. They use a variety of methods

to source candidates, including job boards, social media, and employee referrals. Once

candidates have been identified, they undergo a rigorous screening and selection process to

ensure that they have the necessary skills and experience to succeed in their roles. The HR team
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also works closely with hiring managers to ensure that new employees are onboarded effectively

and that they receive the necessary training and support to get up to speed quickly.

Employee training and development is another critical function of the HR department at

TechOrg. The company invests heavily in its employees, providing ongoing training and

development opportunities to help them grow and develop in their roles. This includes both

technical training, to ensure that employees have the necessary skills to perform their jobs, as

well as soft skills training, to help them develop their leadership, communication, and teamwork

skills.

The HR department at TechOrg is also responsible for managing employee benefits and

compensation. The team works closely with the company's finance department to ensure that

employees are paid fairly and that they receive the benefits they are entitled to. This includes

health insurance, retirement plans, and other perks and incentives designed to attract and retain

top talent.

Finally, the HR department at TechOrg oversees the performance management process for the

organization. This includes setting performance goals, providing feedback and coaching to

employees, and conducting performance reviews. The HR team works closely with managers

and supervisors to ensure that employees are held accountable for their performance, and that

they receive the support they need to improve and grow.

The success of TechOrg heavily relies on the HR department, as their dedicated team ensures

that the organization has competent employees in suitable positions and provides them with the

necessary resources and support to excel. By prioritizing recruitment, training, benefits,

compensation, and performance management, the HR department has contributed to the

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development of a highly skilled and motivated workforce, elevating TechOrg's status as a

prominent player in the tech industry.

2. HRD Needs Assessments

In TechOrg, conducting Human Resource Development (HRD) needs assessments is a vital

aspect of ensuring that the company's workforce is aligned with its strategic goals and objectives.

These assessments are performed regularly to identify any gaps between the current skills,

knowledge, and abilities of employees and the desired level of performance. The HRD needs

assessments serve to guide the organization in determining the appropriate training and

development programs to provide to its employees.

TechOrg acknowledges the critical role that HRD needs assessments play in developing a skilled

and motivated workforce. These assessments enable the organization to identify the areas where

employees require training and development to perform their jobs effectively. HRD needs

assessments are conducted through surveys, interviews, and focus groups, which provide

valuable insights into the skills and knowledge gaps of the employees.

Once the necessary information is gathered, the HR department designs and implements training

programs that address the identified gaps. The training programs are tailored to meet the specific

needs of the employees, ensuring that they have the skills and knowledge they need to perform

their jobs effectively. A variety of training methods are used, including traditional classroom

training, online learning, and on-the-job training, to ensure that the employees receive the

training they need in the most effective way possible.

At TechOrg, it is understood that investing in employee training and development is crucial to

the organization's success. By providing the employees with the necessary training and
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development opportunities, TechOrg demonstrates its commitment to their growth and

development. This, in turn, leads to increased job satisfaction, higher employee morale, and

better retention rates. Employees who receive training and development opportunities tend to be

more engaged and committed to their jobs, resulting in higher levels of productivity and

performance.

TechOrg recognizes that poor performance can be costly to the organization. When employees

lack the necessary skills and knowledge, they may make mistakes that lead to lost revenue,

decreased customer satisfaction, and damage to the organization's reputation. By identifying the

areas where employees need training and development, TechOrg can avoid these costs and

prevent such mistakes from occurring in the first place. Another advantage of HRD needs

assessments is that they ensure that resources allocated for training and development are targeted

effectively. By identifying the specific areas where employees need training, the HR department

can prioritize its resources and allocate them efficiently. This approach not only saves time and

resources but also ensures that employees receive the training and development they need to

perform their jobs effectively.

HRD needs assessments also support employee retention by offering opportunities for growth

and development. Employees are more likely to remain with an organization that invests in their

professional development, as they feel valued and supported. Providing opportunities for growth

and development helps employees enhance their skills, knowledge, and abilities, making them

more valuable to the organization.

In addition, HRD needs assessments enhance the organization's competitiveness by ensuring a

skilled and knowledgeable workforce. A highly skilled and knowledgeable workforce is a

competitive advantage for any organization, as it helps to differentiate the company from its
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competitors. The HR department's focus on HRD needs assessments ensures that TechOrg has a

workforce that is up-to-date with the latest industry trends and best practices, enabling the

company to remain competitive in the technology industry.

Finally, HRD needs assessments provide a benchmark for evaluating the effectiveness of HRD

initiatives. By conducting regular assessments, the HR department can track the progress of its

training and development programs and evaluate their impact on the organization. This

evaluation helps to determine the effectiveness of the HRD initiatives, identifying any areas that

require improvement or adjustment.

3. Internal vs. External Trainers

TechOrg utilizes both internal and external trainers for its HRD needs assessments and

subsequent training programs. When it comes to choosing between internal and external trainers

for HRD needs assessments and training programs, TechOrg considers various factors. These

factors include:

 Nature of the training: Some training programs may require specialized expertise that is

not available within the organization. In such cases, external trainers may be better suited

to provide the necessary training.

 Available resources: Hiring external trainers can be more expensive than using internal

trainers. Therefore, TechOrg considers its budget and available resources before deciding

whether to hire external trainers.

 Expertise required: Different training programs require different levels of expertise. If the

organization lacks the necessary expertise internally, it may be necessary to hire external

trainers.
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 Objectivity: External trainers can provide an objective perspective on organizational

challenges and offer fresh insights that may not be available internally.

 Disruptions to daily operations: Hiring external trainers can minimize disruptions to the

daily operations of internal staff who may need to cover for trainers during their absence.

By considering these factors, TechOrg is better able to make an informed decision on whether to

use internal or external trainers for HRD needs assessments and training programs. Depending

on the specific needs and resources available, TechOrg may strategically combine the expertise

of internal and external trainers to maximize the effectiveness of training and development

programs.

One advantage of using internal trainers, such as managers and supervisors, is that they have in-

depth knowledge of the organization, its culture, and processes. This knowledge enables them to

design and deliver training programs that are aligned with the organization's goals and

objectives. Additionally, internal trainers foster stronger relationships and trust between

employees and trainers, creating an environment that is conducive to learning and development.

Using internal trainers also reduces costs associated with hiring external trainers and encourages

knowledge sharing and skill development within the organization.

On the other hand, hiring external trainers offers several advantages. External trainers provide

access to specialized expertise that may not be available within the organization. They bring

unbiased and fresh perspectives on organizational challenges, exposing employees to best

practices from other organizations and industries. Additionally, using external trainers minimizes

disruptions to the daily operations of internal staff. External trainers also play a crucial role in
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evaluating training and development programs, providing objective feedback on the

effectiveness of the program.

Trainers, whether internal or external, determine the effectiveness of training and development

programs based on HRD needs assessments in several ways. First, they align training objectives

with the identified gaps from the needs assessment. They then establish measurable and realistic

goals for the training program, ensuring that the program addresses the identified needs. During

the training, trainers monitor participant engagement and feedback to ensure that the program is

effective in meeting the identified needs. Post-training evaluations are also conducted to assess

knowledge retention and behavior changes. Finally, the impact of the training on individual and

organizational performance is measured using key performance indicators (KPIs) and other

metrics.

In TechOrg, the HR department works closely with trainers to ensure that training and

development programs are tailored to address the identified needs and contribute to the

organization's pursuit of excellence among its employees. The HR department plays a critical

role in identifying the training needs of employees, determining the appropriate training and

development programs to provide, and working with trainers to design and deliver effective

programs. The department also ensures that training programs are aligned with the organization's

strategic goals and objectives, providing employees with the skills and knowledge they need to

succeed.

HRD needs assessments and subsequent training, and development programs are critical to the

success of any organization. TechOrg recognizes the importance of HRD and utilizes both

internal and external trainers to ensure that employees have the necessary skills, knowledge, and

abilities to perform their jobs effectively. The use of internal and external trainers offers various
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advantages, and trainers play a crucial role in evaluating the effectiveness of the training

programs. By working closely with trainers, the HR department ensures that training and

development programs are tailored to address the identified needs and contribute to the

organization's pursuit of excellence among its employees.

4. Evaluation

Trainers, whether internal or external, play a critical role in determining the effectiveness of

training and development programs based on HRD needs assessments. They evaluate the success

of training initiatives by analyzing their impact on employee performance and organizational

goals. In TechOrg, trainers work closely with the HR department to ensure that training and

development programs are tailored to address identified needs and contribute to the

organization's pursuit of excellence among its employees.

Trainers determine which training and development programs are the solutions to identified

needs in several ways:

 Aligning training objectives with the identified gaps from the needs assessment: Trainers

ensure that the training and development programs address the specific skills and

knowledge gaps identified in the HRD needs assessment. By aligning the training

objectives with the identified gaps, trainers can ensure that the training is targeted and

effective.

 Establishing measurable and realistic goals for the training program: Trainers work with

the HR department to establish clear and measurable goals for the training program. By

setting goals that are both realistic and achievable, trainers can evaluate the effectiveness
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of the training program and measure its impact on employee performance and

organizational goals.

 Monitoring participant engagement and feedback during the training: Trainers monitor

participant engagement and feedback during the training to ensure that the training is

meeting the needs of the employees. They also encourage employee participation and

engagement in the training to ensure that they are actively involved in their own learning

and development.

 Conducting post-training evaluations to assess knowledge retention and behavior

changes: Trainers conduct post-training evaluations to assess the employees' knowledge

retention and behavior changes after the training. This evaluation provides valuable

feedback on the effectiveness of the training program and identifies areas for

improvement.

 Measuring the impact of the training on individual and organizational performance using

key performance indicators (KPIs) and other metrics: Trainers measure the impact of the

training on individual and organizational performance using KPIs and other metrics.

These metrics help to evaluate the effectiveness of the training program and its

contribution to the organization's pursuit of excellence.

In TechOrg, the HR department works closely with trainers to ensure that training and

development programs are tailored to address identified needs and contribute to the

organization's pursuit of excellence among its employees. By evaluating the success of training

initiatives based on HRD needs assessments, trainers can determine the effectiveness of training

programs and identify areas for improvement.

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Furthermore, trainers in TechOrg also play a crucial role in providing feedback to the HR

department regarding the effectiveness of training and development programs. Trainers provide

valuable insights on the effectiveness of the training programs, including their strengths and

weaknesses. This feedback helps the HR department to improve the design and delivery of future

training programs and ensure that they are more effective in meeting the identified needs.

Trainers, whether internal or external, play a vital role in determining the effectiveness of

training and development programs based on HRD needs assessments. They use a variety of

methods, including aligning training objectives with identified gaps, establishing measurable

goals, monitoring participant engagement, conducting post-training evaluations, and measuring

the impact of the training on individual and organizational performance. Trainers in TechOrg

work closely with the HR department to ensure that training and development programs are

tailored to address identified needs and contribute to the organization's pursuit of excellence

among its employees. By evaluating the effectiveness of training initiatives and providing

feedback, trainers help TechOrg to continuously improve its training and development programs,

leading to a skilled and motivated workforce.

5. Recommendations

To address the HR issues of employee retention, employee engagement, and diversity and

inclusion, TechOrg can implement the following solutions:

 Employee retention: To retain top talent, TechOrg must provide employees with

opportunities for growth and development. The HR department can implement career

development plans that outline a clear path for employees to advance in their careers
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within the organization. Additionally, offering competitive compensation and benefits

packages can incentivize employees to stay with the organization.

 Employee engagement: To improve employee engagement, the HR department can

implement regular feedback and recognition programs that provide employees with

opportunities to give and receive feedback. This can include regular one-on-one meetings

between employees and their managers, as well as employee recognition programs that

celebrate employee accomplishments.

 Diversity and inclusion: To promote diversity and inclusion, TechOrg can implement

diversity training programs that educate employees on the value of diversity and how to

be more inclusive. Additionally, the organization can create employee resource groups

(ERGs) that provide a platform for employees with similar backgrounds or identities to

come together and share their experiences.

The HR department must work closely with other departments to address these HR issues. By

implementing these solutions, TechOrg can create a positive work culture that promotes

employee retention, engagement, and diversity and inclusion, leading to a motivated and high-

performing workforce.

To enhance the effectiveness of Human Resource Development (HRD) needs assessments and

training and development initiatives in TechOrg, several other recommendations focusing on

action are proposed.

Firstly, it is recommended that the HRD needs assessment process is regularly reviewed and

updated. As the organization evolves and the industry landscape changes, it is essential to ensure

that the needs assessment process remains relevant and effective in identifying skill gaps and

training requirements. This may involve incorporating new assessment methods, evaluating the
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effectiveness of current methods, and making necessary changes to ensure that the process

remains effective.

Secondly, it is recommended to engage employees in the needs assessment process. By involving

employees in the identification of their own training and development needs, TechOrg can foster

a sense of ownership and commitment to personal and professional growth. Employees can

provide valuable insights into the skills and knowledge required to perform their jobs effectively

and contribute to the organization's success. Engaging employees in the process can also improve

employee morale, job satisfaction, and retention.

Thirdly, it is recommended to incorporate multiple data sources for a comprehensive analysis.

Utilize performance reviews, employee surveys, and feedback from managers to gather a holistic

view of the workforce's development needs. This will ensure that the needs assessment process is

well-informed, and training and development programs are targeted and effective in addressing

identified gaps.

Fourthly, it is recommended to evaluate the effectiveness of training programs on an ongoing

basis. Regularly assess the impact of training initiatives on employee performance and

organizational goals to identify areas for improvement and ensure continuous learning and

development. This may involve collecting feedback from employees, measuring changes in

performance metrics, and assessing the return on investment of training initiatives.

Fifthly, it is recommended to balance the use of internal and external trainers. Depending on the

specific needs and resources available, strategically combine the expertise of internal and

external trainers to maximize the effectiveness of training and development programs. Internal
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trainers have the advantage of in-depth knowledge of the organization, culture, and processes,

while external trainers offer fresh perspectives and specialized expertise.

Sixthly, it is recommended to encourage a culture of continuous learning. Promote a learning-

oriented work environment by recognizing and rewarding employees for their efforts in

professional development, encouraging knowledge sharing, and providing resources and support

for ongoing learning. This will create a workforce that is engaged, motivated, and committed to

continuous improvement, contributing to the success and growth of the organization.

Finally, it is recommended to leverage technology for training delivery. Implement digital

learning platforms, e-learning modules, and virtual training sessions to enhance accessibility,

flexibility, and scalability of training and development initiatives. Technology can enable

employees to learn at their own pace, in their preferred location, and at a time that suits them,

increasing the effectiveness of training programs.

By implementing these recommendations, TechOrg can further enhance its HRD needs

assessment process, ensuring that training and development programs are targeted, effective, and

aligned with the organization's strategic goals. This will ultimately lead to an engaged, skilled,

and high-performing workforce that contributes to the company's success and growth. TechOrg

can stand out in the tech industry by investing in its employees' growth and development,

creating a culture of continuous learning and innovation.

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Task 2:

One of the key decisions that organizations must make when designing their training programs is

whether to develop the necessary training resources in-house or to outsource them to external

providers. This decision, commonly known as the "make or buy" decision, can have significant

implications for the organization's training programs, including the cost, quality, and

effectiveness of the training.

When it comes to training resources, organizations have two primary options: internal trainers

and external trainers. Internal trainers are employees who have expertise and experience in a

particular area and are responsible for training their colleagues within the organization. These

trainers are typically chosen for their knowledge, skills, and experience within the organization,

and they have a deep understanding of the company culture, values, and goals. On the other

hand, external trainers are professionals who are hired from outside the organization to provide

training on specific topics or skills. These trainers may have a wider range of expertise and

experience, but may not have the same level of understanding of the organization's specific needs

and requirements.

The decision to make or buy training resources requires careful consideration of various factors,

including the organization's goals, resources, and budget. Developing internal training resources

can be a cost-effective strategy, as it eliminates the need to pay for external trainers and can help

ensure that the training is tailored to the specific needs of the organization. Additionally, internal

trainers may have a better understanding of the organization's culture and values, which can help

create a more engaging and effective learning experience for employees.

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However, developing in-house training resources also requires significant time and resources, as

well as a commitment to ongoing training and development for internal trainers. Furthermore,

the expertise of internal trainers may be limited to certain areas, which may not meet the

organization's specific training needs.

On the other hand, outsourcing training resources to external providers can provide access to a

wider range of expertise and resources, and can help reduce the burden on internal trainers.

External trainers may also bring fresh perspectives and ideas to the organization's training

programs. However, outsourcing training resources can be more expensive, and may not provide

the same level of understanding of the organization's culture and values as internal trainers. To

explore further following is a list of summaries from the studied peer reviewed journal articles

shedding light on make or buy training decisions.

Article Summaries:

Bao and Lai's (2020) article "Managing employee learning during crisis: The role of internal

marketing" emphasizes the importance of employee learning during crisis situations and the role

of internal marketing in managing it. The article suggests that developing in-house training

resources can be an effective strategy for managing employee learning during crisis situations.

The authors suggest that organizations should invest in developing internal marketing strategies

to promote the training resources and ensure that employees are aware of the available training

opportunities. This approach not only helps organizations save costs but also ensures that

employees are trained according to their specific needs and the organization's requirements.

Therefore, the article highlights the importance of carefully evaluating the options of making or

buying training resources and suggests that internal development of resources can be an effective

strategy during crisis situations (Bao & Lai, 2020).

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The article by Bande et al. (2020) titled "Exploring the relationship among transformational

leadership, human resource management practices, and organizational commitment in times of

crisis" investigates the relationship between transformational leadership, human resource

management practices, and organizational commitment during a crisis. In the context of make or

buy training decisions, the article suggests that organizations with transformational leaders are

more likely to develop and provide in-house training programs rather than outsourcing them to

external providers. This is because transformational leaders tend to be more invested in their

employees' development and are more likely to prioritize the organization's internal resources

over external ones. The article also highlights the importance of human resource management

practices in promoting employee commitment and loyalty to the organization. Therefore, the

article suggests that carefully evaluating the options of making or buying training resources

should be done in the context of a transformational leadership approach and effective human

resource management practices. The findings suggest that organizations can navigate crises more

successfully by promoting transformational leadership behaviors, which in turn enable the

development of strategic HRM practices that enhance employee commitment and loyalty,

ultimately contributing to the organization's resilience and long-term success (Bande et al.,

2020).

Bel and Warner's (2018) article discusses different approaches to restructuring public services

during times of fiscal stress. One relevant strategy for public managers is to invest in employee

training instead of outsourcing services to private companies. By "making" or training employees

in-house, organizations can build the skills and capacity needed to provide quality public

services efficiently and effectively, while also retaining institutional knowledge and promoting

employee loyalty. The article highlights the importance of considering all options and adopting a
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nuanced approach to restructuring public services that considers both short-term and long-term

goals. The article examines the restructuring of public services in the face of fiscal stress beyond

privatization. It discusses the options available to governments and organizations, such as

outsourcing, public-private partnerships, and inter-municipal cooperation. The article emphasizes

the importance of considering the specific context and goals of the organization when making a

decision between making or buying services. The authors suggest that a thorough analysis of the

benefits and costs of each option is essential for informed decision-making.

Sahu (2020) discusses the impact of COVID-19 on education and mental health of students and

academic staff due to the closure of universities. The article highlights the importance of online

learning and the challenges faced by universities in providing quality education through digital

resources. It raises the question of whether universities should develop their own online training

resources or purchase them from third-party providers. Sahu also emphasizes the need for mental

health support for students and faculty, which can be provided through in-house programs or

outsourced to specialized mental health professionals.

Gopalakrishnan et al. (2019) investigate the role of human factors in make-or-buy decisions

related to software development. The article suggests that organizations need to carefully

consider the human factors involved in the decision-making process when deciding whether to

make or buy software development resources. The authors highlight the importance of factors

such as team expertise, communication, and project management in the success of make-or-buy

decisions. They propose a framework that incorporates these human factors into the decision-

making process to help organizations make more informed choices.

1. Roles of Internal and External Trainers and Emerging Trends:

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In light of the above articles the emerging trends researched are presented below.

The COVID-19 pandemic and the widespread adoption of work-from-home (WFM) have

impacted the make-or-buy decision-making process for training programs. Several emerging

trends have been observed in this context. Firstly, organizations are increasingly relying on

digital platforms to deliver training due to the shift to remote work. This has resulted in greater

investments in e-learning tools, virtual classroom technologies, and online collaboration

platforms. Secondly, organizations have had to be more flexible and adaptive in their training

approaches due to the dynamic nature of the pandemic. As a result, blended learning methods

that combine in-person and digital training have gained popularity. Thirdly, the pandemic has

highlighted the importance of employee well-being and mental health, leading many

organizations to incorporate well-being initiatives into their training programs. This can be

achieved either by developing in-house programs or partnering with external providers. Fourthly,

organizations are outsourcing specialized training programs to external trainers, rather than

developing in-house expertise, as the demand for specific skills and competencies increases.

Finally, due to the limited attention span of remote employees and the need for efficient

knowledge transfer, organizations are adopting microlearning, which involves delivering training

in small, easily digestible units, often facilitated by external trainers or digital platforms.

2. Research Study Variables:

If proposing a research study to explore the impact of 'make or buy' decision-making, several

variables may be considered. The first variable is organizational size, as larger organizations may

have different resources and requirements when deciding between internal and external training.

Training objectives could also influence the decision, such as improving employee retention,

increasing productivity, or addressing skill gaps. Comparing the cost-effectiveness of developing

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and delivering training in-house versus hiring external trainers could be another variable.

Measuring the effectiveness of training, such as knowledge retention and skill development, for

both internal and external training programs could also be considered. Additionally, assessing the

time required for developing and implementing the training program, as well as the time

commitment required from employees, could be important. The compatibility of external trainers

and training methods with the organization's culture and values, as well as the organization's

capacity to support digital training methods and the costs associated with upgrading or

implementing new technologies, could also be factors to consider. Finally, measuring the impact

of internal and external training programs on employee engagement, satisfaction, and well-being

could be a valuable variable to explore.

3. Advising HR Department on 'Make-or-Buy' Decision-Making:

To advise an HR Department on its decision-making process regarding 'make-or-buy' training

programs, there are several suggestions to consider based on the journal articles and emerging

trends. Firstly, it is recommended to conduct a thorough needs assessment to identify the specific

training needs of the organization and its employees. This will help in determining whether the

organization has the internal resources and expertise to meet these needs or if external assistance

is required. Secondly, evaluating the cost-effectiveness of developing and delivering training

internally versus outsourcing is important. This involves considering factors such as technology

investments, trainer fees, and employee time commitments. Thirdly, the quality of potential

training programs, whether internal or external, should be assessed to ensure they align with the

organization's goals and objectives. Fourthly, accounting for the organization's culture and values

is essential to ensure that external training providers are compatible, which can help improve

employee engagement and overall satisfaction with the training program. Fifthly, leveraging
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technology to support the delivery of training programs can create a more flexible and engaging

learning experience for employees. Sixthly, it is important to incorporate well-being initiatives as

part of the training program, given the significance of employee well-being and mental health in

the post-pandemic era. Lastly, regularly monitoring and evaluating the chosen training

approach's effectiveness is recommended by tracking key performance indicators (KPIs) such as

knowledge retention, skill development, employee satisfaction, and productivity improvements.

By considering these suggestions and basing them on the findings from the journal articles, the

HR Department can make a more informed decision on whether to develop training programs

internally or outsource them to external providers. Ultimately, the choice should be driven by the

organization's specific needs, resources, and goals.

References

Bande, B., Fernández-Ferrín, P., Varela-Neira, C., & Otero-Neira, C. (2020). Exploring the

relationship among transformational leadership, human resource management practices,

and organizational commitment in times of crisis. International Journal of Hospitality

Management, 89, 102498. https://doi.org/10.1016/j.ijhm.2020.102498

Bao, Y., & Lai, I. K. W. (2020). Managing employee learning during crisis: The role of internal

marketing. International Journal of Hospitality Management, 88, 102505.

https://doi.org/10.1016/j.ijhm.2020.102505

Bel, G., & Warner, M. E. (2018). Beyond privatization: Restructuring public services in the face

of fiscal stress. International Public Management Journal, 21(3), 397-420.

https://doi.org/10.1080/10967494.2017.1299020
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Gopalakrishnan, M., Kessler, O., & Scacchi, W. (2019). Exploring the role of human factors in

software development make-or-buy decisions. Information and Software Technology,

105, 53-69. https://doi.org/10.1016/j.infsof.2018.08.007

Sahu, P. (2020). Closure of universities due to coronavirus disease 2019 (COVID-19): Impact on

education and mental health of students and academic staff. Cureus, 12(4), e7541.

https://doi.org/10.7759/cureus.7541
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Task 3:

a. In my view, while some people may have inherent interpersonal skills, it is possible for

employees to learn and improve their interpersonal competencies through workplace training.

The workplace can provide opportunities for employees to develop and practice their

interpersonal skills, such as communication, teamwork, and conflict resolution, in a real-world

setting. Through coaching, feedback, and training programs, employees can gain valuable

insights and learn effective techniques for enhancing their interpersonal competencies. While

early childhood experiences may play a role in the development of interpersonal skills, the

workplace can provide an environment for continued growth and improvement.

Interpersonal skills, also known as soft skills, are essential for success in the workplace. These

skills involve the ability to communicate effectively, work collaboratively, and manage conflicts

with others. While some individuals may have inherent interpersonal skills, others may need to

learn and develop these skills over time. The workplace can provide opportunities for employees

to enhance their interpersonal competencies through training and coaching.

One of the most effective ways to improve interpersonal skills is through workplace training

programs. These programs can provide employees with the tools and techniques needed to

communicate effectively, collaborate with others, and manage conflicts in the workplace.

Training programs can cover a range of topics, from active listening and effective

communication to leadership and team building. By participating in these programs, employees

can learn practical skills that they can apply in real-world situations.

Coaching is another effective method for improving interpersonal skills. A coach can work one-

on-one with an employee to identify areas for improvement and develop a plan for achieving
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specific goals. A coach can also provide feedback and guidance to help the employee improve

their performance. Through coaching, employees can increase their self-awareness, build

confidence, and enhance their overall performance.

Feedback is also a valuable tool for improving interpersonal skills. Feedback can provide

employees with insight into how others perceive their communication style, collaboration skills,

and conflict resolution abilities. By receiving constructive feedback, employees can identify

areas for improvement and make the necessary changes to enhance their interpersonal

competencies.

It is important to note that interpersonal skills are not only important for individual success but

also for the success of the organization as a whole. Effective communication, teamwork, and

conflict resolution are essential for achieving organizational goals and fostering a positive work

environment. By investing in the development of interpersonal skills, organizations can improve

employee performance, increase job satisfaction, and promote a culture of collaboration and

mutual respect.

While some individuals may have inherent interpersonal skills, it is possible for employees to

learn and improve their interpersonal competencies through workplace training, coaching, and

feedback. These skills are essential for success in the workplace and can be developed and

enhanced over time. By investing in the development of interpersonal skills, organizations can

improve employee performance and promote a positive work environment.

b. Coaching is a powerful tool that can help employees improve their performance and reach

their full potential. As a student and employee myself, I have witnessed the positive impact

coaching can have on individuals and teams. Coaching provides employees with the opportunity
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to receive guidance and support from an experienced coach who can help them identify areas for

improvement and develop strategies for achieving their goals.

One of the most significant benefits of coaching is that it provides a supportive environment for

employees to explore their strengths and weaknesses. By working with a coach, employees can

gain a deeper understanding of their abilities, preferences, and limitations. This increased self-

awareness can help employees identify areas for improvement and develop targeted strategies for

addressing them.

Coaching can also help employees build confidence and increase their overall performance. By

receiving feedback and guidance from a coach, employees can gain a greater sense of their own

capabilities and feel more confident in their ability to tackle challenges. This increased

confidence can translate into better performance and greater job satisfaction.

Furthermore, coaching can help employees develop specific skills and competencies that are

essential for success in the workplace. For example, a coach can help an employee develop better

communication skills, learn to manage conflicts more effectively, or improve their time

management skills. By developing these skills, employees can become more effective in their

roles and contribute more to the success of the organization.

Coaching can also be a valuable tool for promoting personal and professional growth. By

working with a coach, employees can set goals and develop strategies for achieving them. This

process can help employees clarify their priorities, identify areas for development, and work

towards meaningful goals that are aligned with their values and aspirations.