earning and Development delivery is a key skill to not only ensure staff are trained appropriately, but to ensure ongoing development of all levels of staff and to help aid with retention and morale. You need to be able to talk passionately about L&D, impressing upon others it’s importance and benefits, and ultimately influencing them to take advantage of such opportunities. This can only be achieved if you have the knowledge of the pros and cons of a variety of L&D delivery methods, so that you are better informed to encourage others to partake.

Resource and Talent Planning Induction is the first stage of an employee’s engagement with the organisation and it is vital that this is achieved both effectively and accurately, as it can affect the employee’s integration with their team, their ability to conduct themselves and ultimately the success of their crucial settling period. You must ensure all levels of the organisation have the skills to conduct inductions, using the tools learnt, and impressing upon them the importance of this process. The HR role should be seen as this credible source of support for the organisation in this matter, being able to provide the relevant advice and guidance to all colleagues.

Activity 2 Group Dynamics & Conflict Resolution (1.2)

Select a theory/model to describe the factors which influence group dynamics. Apply this theory to an example of team development.

I joined a newly built and launched Hotel property as the Conference Sales Manager, and the team was formed, made up of two individuals from the Company and the rest where all new. Using the Tuckman Model, the group transitioned quite typically through the stages. In the Forming stage, the team were getting to know each other, strengths and weaknesses, and everyone was very polite and accommodating of each other. As the weeks went on and we moved into the Storming stage, tensions began to rise. The employees familiar with the group began to question new management and the roles of the individuals in the group, and a couple of the new members felt isolated by their lack of experience, however as Manager I supported and trained them, and after a period of adjustment, utilising the group employees as mentors for the new staff, the group transitioned onto the Norming stage, where procedures fell into place, and the team worked well together. By the second quarter we had exceeded sales targets and we continued into the Performing stage. As an ongoing venture, there was no specific Adjourning stage, but what did happen, as team members came and went, was a revisit to various stages of the model at different times, depending on changes to the group dynamic.