Training and development project

HRM5040 ORGANIZATIONAL TRAINING AND DEVELOPMENT Final Project: HRD Learning Intervention Development Objective: To apply the HRD Learning Intervention development process to an actual industry situation Instructions: Review individual sections below Think of this project as a professional report instead of an academic paper. Keep this in mind when choosing formats for each section. The page guidelines are approximations for each section; in total, the project should be approximately 7.5- 11 pages single-spaced and various formats (charts, bullets, written, etc). Chart formatsusually contain less content, but take up more space – the page estimates account for this formatting. Feel free to use formats that appropriate for the presentation of the information and that are comfortable to your style. Important Note: You should begin working on this project as soon as you are ready. Keep in mind that the feedback that you receive from the weekly assignments will be beneficial for tweaking your project work if necessary, but you do not have to wait for the assignment feedback before you begin a corresponding project section. For this project you will identify an actual (real and current) need for an HRD Learning Intervention that you can collect information about to use in the development of your final project. This situation/need can be one: • that you are familiar with from your place of employment • about which you can obtain information through an informational interview with someone who is familiar with the situation • about which you can obtain information through public sources such as news reports, annual reports, etc. Due to time, if you do not have easy internal access to an organization, you might want to choose this option. Organization criteria: 10 or more people Situation Criteria: Within this situation, you must be able to identify a need for an HRD Learning Intervention – this can be for the organization overall, or for a specific functional area/department of an organization, or even for a specific policy, etc. THE ONLY HRD PROGRAM THAT YOU CANNOT DEVELOP FOR THIS PROJECT IS AN ONBOARDING PROGRAM. 1. Brief Overview of the Organization (1 p) – 5 points • Brief history • Key points, players, products, and events Section Deliverables 1. Organizational Overview – timelines and org charts are great for this section, but also be sure to include an organizational overview in your own words. 2. Ch 4: Conduct a Needs Analysis (2 p, will vary based on chosen format)– 20 points Based on one or a combination of the sources outlined above, conduct an HRD-focused needs assessment – include your findings for two levels of needs assessment: o Organizational o Task (a person analysis could be difficult in this situation, and possibly inappropriate). For both types of assessments, include information based on the three main types of needs: Type of Needs Focus Diagnostic Factors that lead to effective performance and prevent performance problems Analytical Identify new or better ways to perform tasks Compliance Mandated by law (Werner & DeSimone, 2012) Depending on your organization, it is possible that not every type of need will fit into each analysis. 1. Conduct an Organizational Analysis (of the entire organization or specific department) to determine your HRD focus. Determine the: 1. Organizational goals 2. Organizational resources 3. Organizational climate 4. Environmental constraints Based on the Organizational Analysis, choose a focus area that you will be able to dive a little deeper into. 2. Within your chosen area, conduct a Task Analysis. This analysis can be conducted on an individual job or a group of jobs. • For this analysis, in step one, you will not develop any of the items, but instead you will refer to the already developed sources of data within the organization or found through other sources. • For the task identification step, choose one or more of the methods explained in the text. Reminder to assess the three major needs within each assessment. Section Deliverables 1. Information identified through the Organizational Analysis – can be written or chart format 2. Brief description of how you conducted each step within the Task Analysis, including data sources and methods used, and information identified within each step 3. Ch 5: Prepare a proposal for an effective HRD Learning Intervention (2-3 p, will vary based on lesson plan format and content) – 20 points Timeframe for HRD Learning Intervention, and methods can be mixed, can be asynchronous, synchronous, individual, etc. 1. Develop objectives for your proposed HRD Learning Intervention 2. The decision is made, you will be designing the HRD Learning Intervention, so you will skip the second step in designing an HRD program/Learning Intervention. 3. Translate the Learning Intervention objectives into an executable training session: prepare a lesson plan • Show the connection of items on the lesson plan to the objectives when applicable Section Deliverables 1. List of HRD Learning Intervention objectives 2. Lesson Plan showing connections to the objectives 3. Chart showing HRD Learning Intervention items with the corresponding methods (online v. lecture, etc.) Deliverables 2 & 3 may be combined into one chart 4. Ch 10: Performance Management through Coaching (3/4-1 p) – 10 points Based on your proposed HRD Learning Intervention, how will trainee appraisals be administered? Consider the following topics: annual ratings, appraisal interviews, feedback, goal setting, coaching, linkages to employee development, and linkages to organizational rewards. Using as many of these elements as you wish, design what you think would be an effective performance management system. Section Deliverables 1. Appraisal Plan – you may choose to use written format, or you can develop an actual appraisal tool with brief explanation 5. Ch 6 & 7: Develop an implementation plan for Learning Intervention delivery (1-2 p, will vary based on lesson plan format and content) – 20 points Use the chart you developed showing HRD program/Learning Intervention items with the corresponding methods to: 1. Develop an implementation plan for the overall HRD Learning Intervention – you will need to obtain estimated costs for your chosen methods, etc. 2. Provide a cost-benefit analysis – it is completely fine to have estimations, and guesstimates is you are unable to obtain actual estimates. Section Deliverables 1. Implementation Plan – can be an expansion of the chart, or written format 2. Cost-Benefit Analysis – calculation and explanation 6. Ch 7: HRD Evaluation Strategy (1/2-1 p) – 10 points Based on your proposed HRD Learning Intervention, how will this program be evaluated for effectiveness? Section Deliverables 1. HRD Strategy Evaluation 7. Ch 12: Career Management (1/4-1/2 p) – 10 points Based on your proposed HRD Learning Intervention, what organization policies, etc. should be adjusted? Section Deliverables 1. Brief information on policy changes, etc. 8. Proposal Closing (1/4-1/2 p) – 5 points Many times the end of a report just drops off once the required information is provided. It is always a good idea to finish with a closing. Section Deliverables 1. Proposal Closing Total Deliverables 1. Organizational Overview 2. Detailed information identified through the Organizational Analysis – can be written or chart format 3. Description of how you conducted each step within the Task Analysis, including data sources and methods used, and information identified within each step 4. List of HRD Learning Intervention objectives 5. Lesson Plan showing connections to the objectives 6. Chart showing HRD program/ items with the corresponding methods (online v. lecture, etc.) 7. Appraisal Plan – you may choose to use written format, or you can develop an actual appraisal tool with brief explanation 8. Implementation Plan – can be an expansion of the chart, or written format 9. Cost-Benefit Analysis – calculation and explanation 10. HRD Strategy Evaluation 11. Brief information on policy changes, etc. 12. Proposal Closing Format: • Acceptable formats include: Word, but charts, figures, etc. may be pasted in from other programs • Information must indicate that you have a clear understanding of the concepts • Sections should show a logical thought process and address all required points •

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W7 Final Project: Octopus Energy
[Student Name]
Johnson & Wales University
HRM 5040: Organizational Training and Development
Dr. Lyons
Due Date
2
W7 Final Project: Octopus Energy
COMPANY OVERVIEW
Octopus Energy Group is a subsidiary of Octopus Capital Limited, which is a privately
held United Kingdom company that was founded in 2000 as a fund management company.
Octopus Energy was founded in 2016 by ecommerce entrepreneurs who had “a vision of using
technology and data to bring affordable green energy to the world” (Octopus Energy Group,
n.d.). In just a year the company managed to obtain 100,000 retail customers and started their
Octopus Electric Vehicles company, followed by the start of Octopus Energy Services in 2018.
OEG was valued at approximately $5 billion in 2021 and they launched their retail business in
Spain, France, and Italy, making them a global business. Meanwhile in their home country of the
United Kingdom in 2022, Octopus Energy grew to be the country’s second largest supplier. The
company has plans to invest in tech hubs across New Zealand, France, Japan, and the United
States. Octopus Energy has a global mission to reach 100 million customers by 2027.
In recent news, it was announced on September 1, 2023, that Octopus Energy and Shell
agreed to a deal where Octopus Energy would purchase both Shell Energy UK and Germany.
With this deal, the two companies have made an agreement to potentially explore an
international partnership. Below an organizational chart can be found that showcases the top
executives and founding members. One of the people listed is the founder and Chief Executive
Officer (CEO) Greg Jackson.
“What we’re made of; 10 businesses in 14 countries across 4 continents. We serve more than 5
million domestic customers, over 40,000 business customers, with 30 million contracted
accounts for our entech platform, Kraken” (Octopus Energy Group, n.d.).
3
NEEDS ASSESSMENT
Organizational Analysis
“Octopus Energy is made up of 3,000+ authentic, committed people working around the
world on stuff you’d never expect” (Octopus Energy Group, n.d.). Despite the company having
over 3,000 employees, the energy company has no human resource department. The CEO reports
that instead of having a HR department the managers stand up to handle issues their subordinates
may have. The CEO, Jackson, sees the company’s structure as a cluster of startups. While some
may see the company not having a human resource department as a great way to connect
everyone more, not all who have or does work for the company feel the same. “While employer
review website Glassdoor is rife with five-star testimonials seemingly backing the Octopus
Energy CEO’s version, a few of the reviews suggest that this approach may create a nature of
favouritism. ‘Absolutely hardly any career/salary progression unless you bum lick managers,’ as
one reviewer put it” (Johansson, 2021).
The company’s mission statement is about making green energy affordable and
accessibility for all with technology. Octopus Energy also references their great customer service
and how it is a big part of who they are as a company. These goals can be the focus for the
managers if there is a HR department to take care of the internal issues that arise. There are
always many issues and tasks that a manager must focus on but dealing with internal problems
generally aren’t one of them. Placing more on a manager’s plate, that isn’t accustomed, may
cause stress and problems down the line. With a company as big as Octopus Energy, it is
ineffective to not have a human resource department. The company’s resources are well with 10
businesses in over 14 countries with a funding of totaling US$550 million last year. “Octopus
Energy Group’s existing investors continue to back the global energy tech pioneer, US$325
million invested to support Octopus’ U.K. tech and global businesses. Additional US$225
million commitment from CPP Investments, as part of a strategic partnership to enhance the
integration of renewables into the power system” (Octopus Energy Group, 2022). In December
2021, the company valued at valued at approximately $5 billion. FY21-22 the company saw
revenues raise up 110% at an increase of £2.2 billion.
Octopus Energy has a unique culture as it is missing two very important and many times,
dependent on departments. Besides not have a human resource department, the energy company
also does not have an information technology department. “There is a tendency for large
companies to “infantilise” their employees and “drown creative people in process and
bureaucracy,” says Jackson (CEO)” (Shaw, 2021). As mentioned previously, there has been
some reviews from current and former employees that tend to see the no HR department as a
way for favoritism to peak within the company but there are more positive than negative reviews
for the company. Octopus Energy has also won best company to work for in 2022. This
showcases that there is positivity in the company, and many would be receptive to changes that
may come. Besides employees being able to speak with their managers about issues, they are
also able to go up the chain. “When asked about what would happen if an employee had an issue
with their line manager, Jackson says they are free to take it higher up the chain and that he
himself is always available to chat” (Johansson, 2021). The company is clearly taking on an
open-door policy approach. The company won’t find themselves with any environmental
constraints with this implementation. With the creation of a human resource department, all
managers will keep their current positions, but will have some tasks lifted off them and will be
able to focus on things relevant to the position they overlook.
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Task Analysis
The issue that needs correcting is the fact that Octopus Energy doesn’t have a human
resource department. Due to the department being missing, all managers must handle standard
tasks of overseeing a team but also must handle any HR related issues that must arise with the
team as well. Below are some of the responsibilities of a team manager at the company (Octopus
Energy Group, n.d.):
– Manage a team of Customer Support Specialists, who work alongside a large team of
field engineers and our colleagues in Octopus Energy.
– Demonstrate exceptional leadership in the day to day running of the operation (ensuring
we are delivering outstanding customer service, accurately scheduling appointments and
supporting our engineers onsite)
– Support growth through impactful coaching and development
– Look for opportunities to continually improve performance and highlight any changes we
could make.
– Be an advocate for your team whilst creating a positive and high performing culture.
– Create a consistent high performing team who feel part of our vision and strive to deliver
outstanding customer service by doing the right thing for our customers.
– Create effective reporting, analyze and act to drive improvement in performance and
highlight trends.
– You will have a deep understanding of Octopus culture and customer experience, setting
the tone for your team.
One of the major responsibilities of a human resource department, in most companies, is to
undertake the tasks surrounding performance management. It’s clear that much of the tasks
above is focused on performance as almost every other line mentions performance improvement.
By taking the sole responsibility from the manager, they can focus more on the day-to-day
operations. Though, even with a HR department, a manager would still need to assist and ensure
their team is performing where they should be.
In terms of task identification, the best approach in this situation would be the job
inventory questionnaire method. With this approach we will be able to see which managers
remember and conduct the HR related tasks on top of their operation duties. By using this
method and requiring the managers to give information on how long they spend on HR related
tasks and measuring all tasks in order of importance will be beneficial as well to locate how
much time is spent and if they feel the tasks are troublesome. Knowledge, Skills, Abilities, and
Other Characteristics (KSAOs) are very important for any job as it helps identify candidates who
are more prepared than others to handle a particular position. KSAOs for a customer service
manager will never be the same skills and abilities that are required of someone in HR as there
are some tasks that require direct experience and training. Below are a few requirements
generally needed for a HR Manager (Workable, n.d.):
– Proven working experience as HR manager or other HR Executive
– Demonstrable experience with Human Resources metrics
– Knowledge of HR systems and databases
– Competence to build and effectively manage interpersonal relationships at all levels of
the company
– In-depth knowledge of labor law and HR best practices
– Degree in Human Resources or related field
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It should be clear by now that the entire company can benefit from this workplace
intervention. A human resource department won’t just benefit the managers directly but the
entire company. The introduction of a human resource department will allow managers to focus
on the productivity of their teams and should increase the teams KSAOs as well that directly
correlate with the position, customer service skills for example. This intervention will show
executive leadership that a HR department is needed to ensure the great customer service they
offer remains top tier. With the job questionnaire taken, it could be used to see which managers
may want to switch to the HR department if they feel the HR related tasks were better suited for
them. If that is the case, more training would be needed as well for the switch.
OBJECTIVES
The biggest objective for this intervention is to show the importance and benefit of
having an HR department and redesigning the tasks associated with the non-HR managers. When
the executive leadership is given the benefits of having an HR department, they should step away
from their preconceived/personal thoughts regarding HR departments and see that one is needed
for the massive international company that is continuously growing. Once it’s been accepted that
the HR department is needed withing Octopus Energy, the next step would be to redesign the
tasks for the managers. The managers will be given a new list of tasks and are expected to adhere
to these tasks which would include raising the productivity of their teams.
Here is a snippet from a recent former employee of the company. While not taking one person’s
point of view as gold, the review is still great as a prospective.
(Glassdoor, 2023)
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LESSON PLAN
Program Title: Implementing Human Resource Department
Objectives: Emphasize importance of HR department and reorganization of managers tasks
MONDAY – Executives
Time
9AM11AM
Description
•
•
•
•
•
•
Introducing objective of intervention which is to show the benefits of having a
human resource department to senior leadership. Emphasizing to leadership that
they must remain unbiased during program for the program to be beneficial and
effective. Preconceived and personal opinions must be left out and only sound
business decisions made.
Introduction of trainer leading intervention
Lecture: Present the dangers of not having a human resource department. There
can be legal and compliance issues that arise with one not knowing laws
surrounding particular issues. In terms of litigation, records are key but if the
HR department doesn’t exist, the records probably doesn’t either.
Audiovisual, static media (handouts): Present the job inventory questionnaire
results and the Glassdoor reviews concerning no HR department.
Discussion: Conversation between instructor and senior leadership, answering
any questions they may have. Instructor will take a step back if no questions
and allow the executives to drive the discussion on the topic.
Closing Comments
TUESDAY – Managers (training could be moved back if execs didn’t make decision)
Time
1PM-3PM
Description
•
•
•
•
•
•
•
Introduction of instructor leading training
Announcement of the company implementing a human resource department
The objective of today’s training is to introduce managers on their
responsibilities in their role. Some tasks may be new or redefined, and some
will be dropped. The objective is to ensure that every manager understands
what is needed from them to better their team and the company.
Lecture: instructor will explain the benefits of having a HR department.
Ensuring the managers understand how this is beneficial for them individually.
Audiovisual (PowerPoint): Show a snippet of the manager’s old responsibilities
and then cross out the ones they will no longer have. On another slide will show
the new responsibilities. The PowerPoint will not only introduce the managers
to their new tasks but also give the explanation of how this could benefit their
teams and their productivity.
Questions + Answers
Closing Comments
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PERFORMANCE MANAGEMENT
Since the objectives of this intervention is to implement an HR department and realign
manager’s duties to help increase productivity, only managers would have an appraisal. Even
though it is managers being appraised, they should be looked at no differently than a regular
entry-level employee when conducting reviews. A manager will have more to review than even
an entry-level employee therefore their appraisal should be a bit more detailed with different
layers to it. Four key aspects of the performance management process are (Werner, 2020):
1.
2.
3.
4.
Define performance (including setting specific goals).
Evaluate performance (including monitoring and day-to-day coaching and feedback).
Review performance (both formal feedback and coaching).
Provide performance consequences (e.g., recognition, rewards).
While the four key aspects mentioned above are a great start, for the managers, more will be
included. Not only will these four key aspects be used on the manager singularly but also in
reflection for the team that they oversee as well. The performance management should be
conducted by whoever the manager’s direct supervisor is.
The defining of the manager’s performance has already been completed with the new
training. With the change of tasks and responsibilities of the manager’s, specific goals should be
set within the annual review. With the evaluation of the performance, the manager’s team will be
looked at closely to see if they are productive and complaint. Metrics will be included in both
evaluations to best evaluate the performance of the manager and team. Metrics is the easiest and
unbiased way to evaluate all managers and teams, especially when comparing said teams. For the
third key aspect, review performance, a review method will be used.
An effective appraisal method that will work well for evaluating the managers would be
to use the 360-feedback method. “With 360-degree feedback, employees get valuable input from
multiple directions about what they’re like to work with. Instead of being limited to the
perception or bias of a direct supervisor, they receive a broader and more balanced viewpoint”
(Van Vulpen, 2019). This feedback method is beneficial in the manager’s review because there
would be peer appraisals from not only the manager’s supervisor but those that they manage and
their fellow managers as well. Managers should always be held to a higher standard and receive
a thorough review as a team reflects a manager. If a manager is slacking off or doesn’t have the
passion for the job, then that energy can transfer to some if not all the team members.
IMPLEMENTATION
MONDAY – Executives
Time
Description
Implementation + Cost-benefit Analysis
8
9AM-11AM
•
•
•
•
•
•
Introducing objective of intervention which is
to show the benefits of having a human
resource department to senior leadership.
Emphasizing to leadership that they must
remain unbiased during program for the
program to be beneficial and effective.
Preconceived and personal opinions must be
left out and only sound business decisions
made.
Introduction of trainer leading intervention
Lecture: Present the dangers of not having a
human resource department. There can be legal
and compliance issues that arise with one not
knowing laws surrounding particular issues. In
terms of litigation, records are key but if the
HR department doesn’t exist, the records
probably doesn’t either.
Audiovisual, static media (handouts): Present
the job inventory questionnaire results and the
Glassdoor reviews concerning no HR
department.
Discussion: Conversation between instructor
and senior leadership, answering any questions
they may have. Instructor will take a step back
if no questions and allow the executives to
drive the discussion on the topic.
Closing Comments
•
•
•
Lecture: no monetary cost but the
executives would appreciate cutting to
the chase and providing proof of the
legal ramifications of not having a HR
department
Audiovisual, static media (handouts): no
monetary cost (aside from ink + paper).
The benefits of this are showcasing, in
writing, the perspectives of the
employees of the company. Executives at
times can’t fathom what employees
below them are going through with
processes.
Discussion: no monetary cost, this is a
great way to make sure all are on the
same page and understand all material
given. It has a Q+A portion built in to
ensure there is no confusion. Allowing
the executives to discuss right away, all
materials is fresh in their mind. Another
benefit of the discussion taking place can
ensure a quicker decision.
TUESDAY – Managers
Time
1PM-3PM
Description
•
•
•
•
•
•
•
Introduction of instructor leading training
Announcement of the company implementing
a human resource department
The objective of today’s training is to
introduce managers on their responsibilities in
their role. Some tasks may be new or
redefined, and some will be dropped. The
objective is to ensure that every manager
understands what is needed from them to better
their team and the company.
Lecture: instructor will explain the benefits of
having a HR department. Ensuring the
managers understand how this is beneficial for
them individually.
Audiovisual (PowerPoint): Show a snippet of
the manager’s old responsibilities and then
cross out the ones they will no longer have. On
another slide will show the new
responsibilities. The PowerPoint will not only
introduce the managers to their new tasks but
also give the explanation of how this could
benefit their teams and their productivity.
Questions + Answers
Closing Comments
Implementation + Cost-benefit Analysis
•
•
Lecture: no monetary cost but the
benefits is to help manager’s mood
towards their tasks and help clarify all
duties they are responsible for.
Audiovisual (PowerPoint): no monetary
cost. Showcasing the changes visual will
help those who are more of a visual
learner. The benefits of providing a
PowerPoint, is that it can be emailed to
the mangers after training so that they
have it as a resource in the future if
needed.
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EVALUATION STRATEGY
The strategy best used to evaluate this intervention for effectiveness would be Donald
Kirkpatrick’s strategy. There are four levels to Kirpatrick’s evaluation strategy, which is, Level
1: reaction, Level 2: learning, Level 3: behavior, and Level 4: results. With all trainings, it is
important to watch the reaction towards the change. Watching for this is not only beneficial to
understand how the material is received but to also take note of who may need additional follow
up after the intervention. The second level is learning which is important as the intervention is
immediately pointless if objectives weren’t learned. Generally, to ensure that the first two levels
of Kirkpatrick’s strategy are utilized, a short quiz would be given. Though, since the training was
a simple reintroduction to the manager’s new and revamped tasks and responsibilities, a quiz
isn’t needed. This level would be difficult to measure as a test on what one’s responsibilities isn’t
a show of time best utilized. For the third level, behavior, it is the most important for this
intervention due to level 2 not being measured. It is hard for some to switch or let go of tasks
they used to be in control of. Keeping track of the manager’s and ensuring they are focusing on
their tasks related to the position they oversee is important. It will be easy to accomplish this
evaluation once they relieve the HR tasks to the human resource department once it has been
implemented and employees hired. For the final level of Kirkpatrick’s evaluation strategy, which
is results, is also a big level regarding this intervention. There isn’t a point of doing something if
the expected result isn’t a given. This step allows the company to show that spending money on
the creation of a human resource department was worth it. While one non-monetary benefit
would be getting ahead of any human resource related legal issues that could arise with a global
company of this scope. There is also the new focus of the managers on their teams and the
productivity that they are putting out. In the beginning stages it’s always good to report and keep
records of the wins during major changes.
CAREER MANAGEMENT
With the change of the managers tasks and responsibilities, some could feel as if their
position no longer fulfills them. All managers should investigate their career track to ensure they
feel they are still in the correct position and even company, that will benefit their career. It would
be beneficial for all the managers to go through the career management activities to ensure that
this is the right place to be in for their future self/career. Aside from looking at themselves and
where they are individually, it would be important for them to look at their team as well. With
the changes and implementation of a human resource department, tasks are taken from the
managers and reassigned to the new department. With some tasks being taken away, it would be
expected of the managers to, not micromanage, but to encourage and help their teams become
more effective and increase their productivity. Not only would productivity be important but the
overall service that the team provides for the customers of Octopus Energy. The newfound focus
for the managers should help them to elevate their entire team but also help the team members
individually as well. Managers can also make it a priority to help the team members stay on top
of their career management.
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CLOSING
There are a few types of litigations that can come up against a company and it can
become overwhelming, even for those trained to handle. “HR takes the responsibility to prove
that a particular action was undertaken for legitimate business reasons. A business that is
unaware of the law should consider hiring HR to ensure that all company procedures comply. If
a business is charged with wrongful termination, HR can prove the termination was lawful
through accurate employee records of communications, performance, discipline, or warnings”
(Harper, 2021). The amount of detailed proof may be too much for a non-HR manager to
handle/document. HR professionals are well verse in compliance laws for Equal Employment
Opportunity Commission (EEOC), Department of Labor (DOL), Occupational Safety and Health
Administration (OSHA), and US Immigration and Customs Enforcement (ICE). It’s imperative
that this global energy company, Octopus Energy, that has over 3,000 employees worldwide,
create a human resource department.
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References
Glassdoor. (2023, February 17). Octopus Energy Reviews. Glassdoor.
https://www.glassdoor.com/Reviews/Octopus-Energy-ReviewsE1482748.htm?filter.iso3Language=eng&filter.employmentStatus=REGULAR&filter.e
mploymentStatus=PART_TIME&filter.searchCategory=MANAGEMENT
Harper, K. (2021, September 16). The Dangers of Running a Business Without Human
Resources. Www.linkedin.com. https://www.linkedin.com/pulse/dangers-runningbusiness-without-human-resources-kye-harper/
Johansson, E. (2021, August 19). No HR, no problem: Octopus Energy CEO reveals why the
startup doesn’t have a department. Verdict. https://www.verdict.co.uk/octopus-energyceo/?cf-view
Octopus Energy Group. (n.d.-a). Octopus Energy. Octopus Energy. https://octopusenergy.group
Octopus Energy Group. (n.d.-b). Octopus Energy – Team Manager. Jobs.lever.co. Retrieved
October 15, 2023, from https://jobs.lever.co/octoenergy/bd097811-d246-48f1-9c9482fa2a967031
Octopus Energy Group. (2022, July 26). Octopus Energy Group completes fundraise with
existing investors, totalling US$550m. Octopus Energy.
https://octopus.energy/press/octopus-energy-group-completes-fundraise-with-existinginvestors-totallingus550m/#:~:text=Octopus%20Energy%20Group%20completes%20fundraise%20with%2
0existing%20investors%2C%20totalling%20US%24550m
Octopus Energy Group. (2023a, February 1). Octopus Energy Group results for FY21-22:
Revenues up 110%, from £2.0bn to £4.2bn Adds +1.3m retail customers, growing to
3.4m globally. Octopus Energy. https://octopus.energy/press/octopus-energy-groupresults-for-fy21-22-revenues-up-110-from-20bn-to-42bn-adds-13m-retail-customersgrowing-to-34m-globally/
Octopus Energy Group. (2023b, September 1). Octopus Energy agrees purchase of Shell Energy
UK and Germany. Octopus Energy. https://octopus.energy/press/octopus-energy-agreespurchase-of-shell-energy-uk-and-germany/
Shaw, D. (2021, February 24). CEO Secrets: “My billion pound company has no HR
department.” BBC News. https://www.bbc.com/news/business-56130187
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Van Vulpen, E. (2019, August 21). 360 Degree Feedback: A Full Guide. AIHR.
https://www.aihr.com/blog/360-degree-feedback/
Werner, J. (2020). Human Resource Development: Talent Development. (8th ed.). Cengage
Learning Custom P.
Workable. (n.d.). Post Jobs for Free to 15 Top Job Posting Sites | Workable.
Www.workable.com. Retrieved October 15, 2023, from https://www.workable.com/postjobs-for-free/customize?wid=459&title=Human+Resources+%28HR%29+Manager
HRD Learning Intervention Development Final Project
[Student Name]
HRM5040: Organizational Training and Development
Overview of the Commander, Navy Installations Command (CNIC)
Commander, Navy Installations Command, CNIC, is largely a civilian command that
falls under the Department of the Navy. There are over 53,000 civilians and enlisted Navy
personnel working together to ensure the correct operations, maintenance, and quality of life for
all Navy shore installations (CNIC 2023). CNIC was started on October 1, 2003, as an Echelon 2
yet the real effort began in 1997 when the decision was made to decrease the number of shore
installation management organizations from 18 to 8 (CNIC 2023). The mission statement of
CNIC is “Deliver effective and efficient readiness from the shore”. Its vision statement is as
follows “Be the sole provider of shore capability, to sustain the Fleet, enable the Fighter, and
support the Family”. CNIC strives to focus on ensuring that all elements of the Department of
the Navy are taken care of, from soldiers at sea to the civilians working shore and everything in
between. To do this, they follow 5 guiding principles: take customer service to the next level, be
brilliant on the basics, make smart business decisions, live a culture of continuous improvement,
and represent the Navy to the surrounding community (CRNMA 2023). To ensure that they can
achieve their vision, CNIC works with the 17 Naval codes also referred to as N-Codes. Some of
the most important N-codes to CNIC are N1-Manpower/Personnel/Training, N3Operations/Plans/Strategy/Emergency Services, and N6-Information Warfare (CNRMA 2023).
All the N-codes work together to ensure that CNIC can offer risk management, high levels of
knowledge, countless resources, and excellent customer service to all shore installations
(CRNMA 2023). The proposed learning intervention is primarily focused on N1, which is the
personnel code for the Navy. Here, one would find all the different facets of Human Resources
such as staffing, classifications, training, labor relations, and workforce development. The
outputs that come from N1 are countless civilian personnel actions (RPAs), performance
management assessments, award packages, regional manpower, all development and training
programs, and any career development plans that might be used (CRNMA 2023). Within each
regional N1, there is a collection of HRDs that are tasked with ensuring that the actions of their
branch are completed. CNIC’s HR department is highly fragmented, which has led to countless
different branches within N1. It is here that a lot of confusion occurs as each branch has a
different protocol or method for completing its tasks. For example, the N1-1 branch deals with
classifying the positions and ensuring that are given the correct grade level by OPM standards.
This process utilizes databases that are not available to all N1 employees as well as standards
that are not commonly used in other N-codes. These regional HRDs work under the guidelines
outlined by CNIC’s HQ, which is in Washington, DC. Headquarters contains an N1 that is tasked
with overseeing all regional N1 activities as well as conducting any needed training. Regional
N1s have access to the same databases, standards, reports, and information that are utilized at
headquarters. N1 works to aid in offering the aforementioned items to each installation by
ensuring that they are properly staffed and trained. All regions need to be on the same page when
it comes to developing and implementing policies for their workers. There have been instances
of a region changing the grade level for one of their positions without realizing that it will affect
all employees, not just the ones in that specific region. For some regions, N1 is one of the
smallest codes and this can cause a strain on the employees within. Some regional HRDs are
doing the work of multiple people and might feel that they do not have the adequate skills to
fulfill their major duties. Other N-codes also report to N1 and must go through its employees to
accomplish any of its day-to-day tasks. A supervisor in N3-0, the emergency services branch,
must submit an RPA to N1 before they try to hire a new employee. Many times, these RPAs sit
for months until they can be processed. Each HRD tends to complete actions differently and it is
here that the lack of consistency becomes an issue. The everchanging HRDs and their methods
create a barrier to accomplishing the overall goals that CNIC has put in place.
Needs Analysis
Organizational Needs Analysis
Performance Needs
Diagnostic: These needs are ones that help to determine how CNIC is meeting their mission
vision statements and what is stopping them. Some of these factors might include gaps in
communication between N-codes, length it takes for actions to be completed, and
implementation of common practices to complete work
Analytical: There is an increase on utilizing databases and systems that are used by other
military branches. These systems are much more straight forward in collecting data and
sharing it amongst parties. Other measures are the use of SharePoint in N-codes such as N13
to create a cohesive method of communication between HRDs and managers.
Compliance: All actions must fall under federally mandated rules and ensure proper security
measures are in place. All N-codes must follow proper protocol that follows security
clearance measures for each employee. No non-CNIC members can access the work being
done by each employee.
Study Methods
The following were used as information gathering tools for this assessment:
• Workplace observations
• Interviews with a variety of staff members from each N-code
• Current Mission and Vision statement
Data Summary
Organizational Goals: N1 can meet the goal of providing effective readiness and
ensuring that all HRDs are following some protocol. Efficiency is lacking due to long
response times that are not accounted for and lack of communication between HRD and
parties. N1s in the different regions are not submitting requests according to the outline set
in place by HQ thus creating an ineffective action response.
Organizational Resources: N1 receives the second smallest budget among all the Ncodes. Most of this budget is set aside to send employees to outside training sessions to help
further their careers. N13 lacks the needed personnel to complete the high level of actions that
are submitted by the regions. N1 is working with databases that are not up to date and access to
said databases is only given to supervisors.
Organizational Climate: There is a lack of communication between region HRDs and
N1 HQ. Region HRDs do not follow the instructions given by N1 HQ, thus causing regional
managers to also submit actions incorrectly. An increased time frame is created as HRDs argue
with HQ about these instructions and are forced to resubmit the same documentation.
Organizational Constraints: Must follow along with the federal climate at the time. N1
HQ is heavily affected by any government shutdowns or policy changes handed down from the
Office of Personnel Management (OPM). The constraints are primarily found in the internal
issues of following government policies and differing time zones of employees. Each region is in
a different time zone, and this proves to be an issue when trying to communicate or decide on
due dates.
Focus Area
An area that will be focused on deeper is the disconnect between regional HRDs and N1 HQ.
A lack of communication and respect is seen between the two groups, and it prevents N1
from accomplishing the goal of creating effective and efficient responses. Whether the lack
of communication is from blatant disrespect, lack of access to needed databases, or
unfamiliarity with the processes outlined by N1 HQ, there is a disconnect that affects the
organization’s operations.
Overall Description
Task Identification
KSAO’s
Areas that Benefit
Prioritize
Task Analysis for All Regional HRDs
Utilizing the position description for a Regional HRD, it is found
that their major duties are providing expert level support and
assistance to CNIC for functional areas of HR (classifications,
incentives, and other personnel needs, participation and
development of projects that identify issues for their region, and
advising on other managerial or specialist work to improve effective
participation
Using a job inventory questionnaire to identify the tasks that will
ensure the position is able to meet the goals of the organization:
• Request a variety of different actions and submit the proper
materials for completion
• Review and evaluate new HR programs implemented
throughout the region
• Respond to region specific needs under the discretion of HQ
standards
• Develop plans to increase consistency, innovation, and
standardization between managers
• Work with employees, managers, and outside contacts to
ensure all policies and initiatives are working independently
and follow HQ guidelines
Some of the KSAO for the positions are mastery of concepts,
regulations and practices related to HR, ability to design and
conduct studies and propose solutions to HR problems, ability to
collaborate with lead management in employing change processes,
skills sufficient to develop recommendations that modify regional
programs, ability to plan and direct team efforts to implement
recommendations that follow HQ guidelines.
To ensure help prevent performance problems, areas that could be
improved with training are:
• Working with employees and managers to ensure all policies
are implemented and follow guidelines
• Submitting actions that follow HQ guidelines and
responding properly to any inquiries
• Responding to both internal and external needs in a timely
and effective manner
• Follow through with plans to increase team efforts in and
ensure there is routine follow up
• Proper creation and implementation of new policies and
studies
The above issues on communication, following HQ procedure,
efficient work distribution, follow through, and developing proper
solutions will be prioritized during training.
HRD Learning Intervention
Program Title: Regional HRD Major Duties Refresher
Key Objectives of the training:
1. HRDs will be well-prepared to submit needed actions in accordance with N1
HQ guidelines. They will also be able to respond in a professional manner to
any inquires with the goal on contributing the organizations overall efficiency
2. By the end of training, HRDs will be able to collaborate with both internal and
external parties to ensure the implementation of policies and completion of
actions in both respective workplaces
3. HRDs will have the skills and methods to effectively follow through with
plans used to increase team efforts, implement, and sustain routine follow-up
procedures for long-term success
4. Employees will understand the process, legal requirements, and best practices
in creating and implanting new regional policies that meet organizational
objectives and comply with N1 HQ guidelines
5. Employees will have the skills needed to contribute to improved
communication, collaboration, and overall organizational success in both
internal and external environments
Preparations
1. Physical Environment- This will take place in a conference room for those who
are able to be on location. For all others, this will take virtually over a Zoom or
Teams to ensure that HRDs are able to attend. This will take place over 2
workdays. The attendee’s supervisors will be notified, and it is up to the attendee
to inform any outside parties of their absence.
2. Materials Used- A copy of the slides used during both days of training will be
provided to all attendees. Files including clear outline of expectations of the
HRDs, list of needed documents for each action, and examples of certain actions
will be utilized and provided at the end of the training.
3. Trainees- This objective primarily focuses on the regional HRDs of CNIC. Each
region has 3 HRDs and they are required to attend the training. It is open to any
N1 employees under the HRD that might benefit from the training and
information provided.
Lesson Plan
Time Frame: This training will run for a total of 11 hours split between two days. This time
frame includes lunch and breaks.
Day 1
Time:
Topic of
Instructor Activity
Trainee Activity
Strategy to be
6 hours
Lesson
Achieved
1 hour
Objective 1:
Lecture: The
Guideline Review: The Trainees will
Submitting
instructor will go
trainees will be guided understand the
actions and
over the needed
through an examination expected N1 HQ
responding
materials for
of guidelines and
guidelines when
submitting a variety
relevant policies.
submitting a
of actions. They will Questions will be
variety of HR
also outline proper
answered here.
actions
responses.
1h and
5m
Objective 2:
Internal and
External
Collaboration
45 min
Objective 2:
Internal and
External
Collaboration
1h and
10min
30 min
Break (15mins)
Lecture: Instructor
Interactive Workshop:
will go over skills
Trainees will be
and scenarios that
introduced to a variety
deal with internal and of practical exercises to
external collaboration reinforce the skills
outlines in the
presentation
Lunch (1 hour)
The instructor will
Case Study: Trainees
facilitate the Case
will work together or
Study and aid those
individually to go
attending the training through a case study
via the computer
looking at appropriate
collaboration skills
Break (10 mins)
Objective 3:
Lecture: The
Goal Setting Exercises:
Plan
instructor will go
Trainees will be able to
Implementation over how to
utilize the information
and Follow
successfully and plan and make a collection
Through
and set achievable
of achievable goals for
goals for regional
a variety of scenarios
HRDs
Break (5 mins)
Objective 3:
Instructors will
Trainees will have an
Plan
facilitate a
open discussion about
Implementation conversation about
their answers and will
and Follow
the goals developed
be able to give each
Through
in the earlier section
other feedback
Time:
5 hours
1h and 30 min
Topic of Lesson
Objective 4:
Implementing
Regional
Policies
Day 2
Instructor
Activity
Lecture:
Instructor will
go over the steps
and legal
practices to
implementing
policies as well
as how they are
Trainee Activity
Feedback and
Evaluation:
Trainees will be
able to speak
with the
instructor about
certain policies
that are in place
Trainees will be
able to identify
the proper forms
of collaboration
and methods to
facilitate it
Trainees will be
able to identify
and analyze how
to correctly
collaborate and
deal with issues
internally
Trainees will
understand the
steps and factors
involved with
creating strong
goals
Trainees can
communicate with
one another and
are able to see a
broad range of
goals for
scenarios that they
might experience
in their workplace
Strategy to be
Achieved
Trainees will be
able to
understand the
proper steps and
regulations that
are needed when
implanting
to align with the
overall goals of
CNIC
1 hour
Objective 5:
Communication
and
Collaboration
45 min
Objective 5:
Communication
and
Collaboration
30 min
Wrap-Up
Lunch (1 hour)
The instructor
will provide a
video of
different
communication
scenarios and
will go over
what is wrong
with each
Break (10 mins)
Lecture: The
instructor will
provide a list of
different skills
and methods that
can be used to
ensure for
effective
collaboration
Break (5 mins)
The instructor
will close out the
session with a
brief overview
of the training
session
and help to
evaluate of they
are working for
the region.
Others can offer
feedback as well
region-specific
policies
Trainees will be
able to add their
own feedback or
experiences that
coincide with the
scenarios shown
Trainees will
gain an
understanding of
appropriate ways
to communicate
with both
immediate and
outside
employees
Role Play:
Employees will
be broken into
groups or break
out rooms and
act out a
scenario that
features bad
collaboration
and how they
could fix it
Trainees will be
able to identify
negative
scenarios and
analyze what
went wrong.
They also be
able to use
proper
techniques to fix
the scenario
Trainees will be
able to ask any
final questions
and be given a
link to a review
sheet for the
session
All parties will
be able to review
any unclear
information and
ask any final
questions
Performance Management Through Coaching: Appraisal Plan
After the training, employees will be appraised every quarter, unless otherwise needed.
Once each quarter, all employees will meet with their supervisors and go over their performance
for the quarter. Supervisors will look over the employee’s completed actions for the quarter,
progress on any previous issues, and review their IDP that is required by CNIC. When hired,
each employee is required to create an individual development plan (IDP) with their supervisor.
This plan includes what they want to accomplish for the quarter, any notes from the supervisor,
and training programs that the employee has taken or is interested in taking. If an employee
wishes to take part in a training that they believe will help benefit them in the workplace, they
are required to add it to their IDP so that it may be reviewed by a supervisory HRD employee. If
a regional HRD has been identified as having an issue that needs to be addressed before the
required quarterly appraisal, it will be dealt with following the Kinlaw Process. This will be
conducted by an immediate supervisor or N-Code supervisor if needed.
Kinlaw Process for non-routine appraisals:
1. Confronting or Presenting Stage
A regional HRD that has exhibited any issues will be asked to join a meeting either on
Teams or in the office to discuss the problem. These discussions will be centered on one
instance. If there are more examples of negative behavior that are not specific to a certain action
or policy, they will be noted and discussed during the quarterly appraisal. The issue will be
introduced and outlined to the employee; it will explain why it goes against CNIC policy and
how it is unhelpful in fulfilling the mission of CNIC.
2. Developing Information with Reactions
The employee will be able to explain their side of the situation and include any
information that might be pertinent to the appraisal. After the employee has expressed their side
of the issue, they will then be prompted to explain why they acted that way. This will be used to
decide if the issue came about due to personal reasons or if there is an organizational issue. The
supervisor can ask if the issue came about due to any policies or confusion regarding guidelines
that have been set in place. Any previous issues that might be related are also discussed.
3. Resolution
After the reaction has been talked through and factors have been identified, the supervisor
will work with the employee to come up with a solution. Depending on the severity of the
situation, the employee might be left with a warning, formal write, or alternative resolution. If
the appraisal came about after an issue with a policy or guideline, it will be re-explained to the
employee. If there have been multiple issues with said guideline, HQ will reevaluate the
guideline and potentially train on it. The employee might also be asked to take training to either
refresh their skills or this training might help to bridge the performance gap. A follow-up
appraisal will take place the following month to monitor any improvement.
Implementation Plan for Learning Intervention
Implementation Plan
The entire training program will take place in a conference room setting and virtually as well.
The location and delivery remain the same for both days to ensure the maximum amount of
participation. The slides will be screen-shared to ensure that those who attend virtually are able
to understand and follow along with the information that is presented. The conference room will
contain a projector and computer to allow for presenting. All the documents outlined in the
materials used section of the lesson plan will also be utilized and sent to the attending HRDs.
Objective
Submitting actions
and responding
Method
Classroom
Lecture/Videoconferencing
Static Media: Guideline
Review
Internal and
External
Collaboration
Classroom Lecture/Video
conferencing
Behavior Modeling
Case Study
Plan
Classroom
Implementation and Lecture/Videoconferencing
Follow Through
Static Media: Goal Setting
Discussion
Implementing
Regional Policies
Classroom
Lecture/Videoconferencing
Discussion
Communication
and Collaboration
Classroom
Lecture/Videoconferencing
Discussion
Role Play
Dynamic Media
Reasoning
All the teaching will take place in the
classroom but also be conducted virtually
as well to ensure that all people are able to
attend. The use a lecture helps to outline
what guidelines are expected to use and
allows for an expert to explain the
rationale behind it. The guideline review
allows for the trainees to ask any
questions that they might run into when
going over N1 policies
The use of a lecture allows for the
instructor to present skills or explain
scenarios that have been proven to help
with collaboration. This also helps to get
the trainees out of their already formed
habits. The use of behavior modeling by
reacting to scenarios give the trainees the
ability to examine any bad behaviors they
have. The case study gives them a chance
to put the skills they learned into practice.
By allowing the trainees to both practice
and discuss the goal setting exercise, they
can see what they know but also get
feedback from others. It is important that
they engage in discussion to see that there
are a variety of ways to set goals and
feedback from their peers can be useful.
The use of an open discussion for the
training gives the employees a chance to
get feedback from an outside source.
While the problems might be regional, all
HRDs experience similar issues, and this
allows for those who might not be
familiar with each other to give advice.
This also allows for them to practice
earlier collaboration skills.
The trainees can see examples of both
good and bad collaboration skills. By
watching it happen, it is easier for them to
reflect on their own skills. The discussion
section allows them to discuss any issues
they might have or even get advice from
others who have experienced
collaboration issues. Role Play allows for
them to put the skills in action and receive
feedback on issues that might gone
unnoticed if they did not act it out.
Cost Benefit Analysis:
The cost for the training for each employee is $3,500. An untrained employee can complete 7
actions a month, but a trained employee can get through 12 actions a month. The training will
allow for 5 completed actions gained.
Number of Trainees (N) = 30 (3 for each of the 6 regions that fall under HQ, and 12 open spaces
for other HR employees that might benefit)
Length of time for benefits to last (T) = 1 year
Effect size (d1) = 12-7/6.5 (standard deviation) = .78
Dollar value of job performance for untrained employee (SDy) = $20,000
Cost of conducting the training (C) = $4,000 per employee = $4000 x 30 = $120,000
Projected Benefit= 30 employees x 5 = 150 action per month x 12 months = 1800 actions per
year
Estimated Change in Utility= (30)(1) (.78) (20,000)- (120,000) = $348,000
ROI= $348,000/$120,000 = 2.9
This shows that the projected benefit of the training would be 1,800 more actions completed per
calendar year for the employees who attended the training. The change in utility is positive thus
showing that the benefits of the training outweigh the $120,000 costs. The ROI is also positive
and above 1, thus adding to the importance of the training program. The cost for the training
includes all materials that are utilized and accounts for any changes in pay that might occur if the
training lands on days that the employee might not normally work. While an increase of 1,800
actions might not seem like a lot compared to the cost, it aligns with the work being done in N1.
Many of these actions take months to complete or are returned to the HRD in charge of it. There
have been cases of employees taking 6 months to complete one action. These actions also cover
every other N-code as they must all filter through N-1 if they are dealing with personnel issues. It
becomes much clearer that 1,800 is a significant increase in activity for those who attend the
training. With the context in mind, the projected benefit, change in utility, and ROI help to
support the fact that training would be a benefit to CNIC if offered to their regional HRDs.
HRD Evaluation Strategy
To evaluate the effectiveness of the Regional HRD training, the Expanded Kirkpatrick
Evaluation Framework would be utilized. The data collection strategies and reasoning are as
follows:
1. Reaction
To collect data for this section, an exit survey will be given to the participants. Here, they
can explain how useful they found the training and if they liked the training, including its content
and delivery. This will utilize a numerical system of 1 (Did Not Like) to 5 (Strongly Enjoyed) as
well as a comment section after each question so that the participants might offer an in-depth
explanation of their response. This will help with future training and highlight what elements
need to be adjusted or added.
2. Learning
To determine if employees have retained the learning and are demonstrating it in both the
short and long term, the use of archival performance data will be used. In the months following
the training, the regional HRDs will have certain actions audited to see if they are implementing
the skills that were taught during the training. Another collection of actions will be audited in the
following quarter to ensure that they have retained the information that was taught, and it is still
being utilized. It will be noted in their IDP if their skills were not demonstrated in the reaudit and
this will be discussed at their next quarterly appraisal.
3. Behavior
To collect information on whether their behaviors have changed, tests and simulations
will be utilized. In the quarter following the training, each regional HRD will need to complete
an online simulation that pertains to an area of concern that they noted before completing the
training. The simulation will be evaluated by their supervisor and then discussed during their
quarterly appraisal.
4. Results
The use of archival performance data will be used to determine the results of the training.
By examining the level of work completed, the length of time it took to complete each action,
and the competency of any new policies implemented, it will be determined if the regional HRD
benefited from the training. Similar data from the region’s N1 will also be examined to
determine if they contributed to any increase in effectiveness for the region.
Career Management
Based upon the proposed training, the regional HRDs are all at a stage in their career
where they have experience in HR and many of them are a GS-13 rank. This is right below
supervisory, thus leaving no doubt that they are familiar with what is expected of them at CNIC.
Many have rotated through a variety of HR positions or are in the process of transferring to a
different HR branch. For many regional HRDs, they are not looking to move up in grade level,
instead, they are looking to sharpen skills or experience more of CNIC’s N1 branch. There is a
clear disconnect between what is expected from CNIC HQ and what is happening at regional
levels. Many of these regional HRDs have been taught by their supervisors or their predecessors’
incorrect ways of completing actions or collaborating with internal managers. This has identified
a policy/guideline change that should be implemented. A clear outline needs to be laid out
between all the regions, and all current and incoming HRDs need to adhere to it. While regional
circumstances might change small elements, the overall formats and requirements need to stay
the same from region to region, regardless of HRD’s experience. An HRD might have picked up
skills from their time with the Army’s civilian HR branch, but those practices may not be utilized
if they contradict the CNIC protocol. Too many issues have arisen from the transfer of skills that
occur due to the constantly rotating HR department. It is important that moving forward, a policy
is in place ensuring that all future HRDs are thoroughly taught in CNIC protocols and do not
utilize any methods not approved by N1 HQ.
Proposal Closing
With the information presented in this proposal, a training intervention must be
implemented for both current and future regional HRDs. This intervention will not only increase
the skills and output of the regional HRDs, but it will also aid the regions in upholding the
overall mission of CNIC. The increased training in policy, communication, guidelines, and
collaboration will allow for N1 of each region to further ensure the most effective operation of
each naval installation. This proposal is not set in stone and contains ample opportunity to be
tailored to each region if it is decided that it will be easier to conduct training by region. It is the
job of both HQ’s N1 and the regional HRDs to work together to ensure the continued operation
of CNIC, no matter the location or time zone. While the training in this proposal is geared
toward N1 and HRDs, the benefits reach far beyond that. The focus on training and developing
N1 will not only benefit CNIC as an organization but also extend into the Department of the
Navy as well.
References
CNIC. (2023). About. Home. https://www.cnic.navy.mil/About/History/
CRNMA. (2023). CRNMA Welcome Aboard. Navy Region Mid Atlantic; DON.
Werner, J. M. (2022). Human resource development: Talent development. Cengage.
HRM5040 ORGANIZATIONAL TRAINING AND DEVELOPMENT
Final Project: HRD Learning Intervention Development
Objective: To apply the HRD Learning Intervention development process to an actual industry situation
Instructions: Review individual sections below
Think of this project as a professional report instead of an academic paper. Keep this in mind when choosing formats for
each section. The page guidelines are approximations for each section; in total, the project should be approximately 7.511 pages single-spaced and various formats (charts, bullets, written, etc). Chart formats usually contain less content, but
take up more space – the page estimates account for this formatting. Feel free to use formats that appropriate for the
presentation of the information and that are comfortable to your style.
Important Note: You should begin working on this project as soon as you are ready. Keep in mind that the feedback that
you receive from the weekly assignments will be beneficial for tweaking your project work if necessary, but you do not
have to wait for the assignment feedback before you begin a corresponding project section.
For this project you will identify an actual (real and current) need for an HRD Learning Intervention that you can
collect information about to use in the development of your final project. This situation/need can be one:
• that you are familiar with from your place of employment
• about which you can obtain information through an informational interview with someone who is familiar
with the situation
• about which you can obtain information through public sources such as news reports, annual reports, etc.
Due to time, if you do not have easy internal access to an organization, you might want to choose this option.
Organization criteria: 10 or more people
Situation Criteria: Within this situation, you must be able to identify a need for an HRD Learning Intervention – this
can be for the organization overall, or for a specific functional area/department of an organization, or even for a
specific policy, etc.
THE ONLY HRD PROGRAM THAT YOU CANNOT DEVELOP FOR THIS PROJECT IS AN ONBOARDING PROGRAM.
1. Brief Overview of the Organization (1 p) – 5 points
•
•
Brief history
Key points, players, products, and events
Section Deliverables
1. Organizational Overview – timelines and org charts are great for this section, but also be sure to include an
organizational overview in your own words.
2. Ch 4: Conduct a Needs Analysis (2 p, will vary based on chosen format)– 20 points
Based on one or a combination of the sources outlined above, conduct an HRD-focused needs assessment – include your
findings for two levels of needs assessment:
o Organizational
o Task
(a person analysis could be difficult in this situation, and possibly inappropriate).
For both types of assessments, include information based on the three main types of needs:
Type of Needs
Diagnostic
Analytical
Compliance
Focus
Factors that lead to effective performance and prevent performance problems
Identify new or better ways to perform tasks
Mandated by law
(Werner & DeSimone, 2012)
Depending on your organization, it is possible that not every type of need will fit into each analysis.
1. Conduct an Organizational Analysis (of the entire organization or specific department) to determine your HRD focus.
Determine the:
1. Organizational goals
2. Organizational resources
3. Organizational climate
4. Environmental constraints
Based on the Organizational Analysis, choose a focus area that you will be able to dive a little deeper into.
2. Within your chosen area, conduct a Task Analysis. This analysis can be conducted on an individual job or a group of
jobs.
• For this analysis, in step one, you will not develop any of the items, but instead you will refer to the already
developed sources of data within the organization or found through other sources.
• For the task identification step, choose one or more of the methods explained in the text.
Reminder to assess the three major needs within each assessment.
Section Deliverables
1. Information identified through the Organizational Analysis – can be written or chart format
2. Brief description of how you conducted each step within the Task Analysis, including data sources and methods
used, and information identified within each step
3. Ch 5: Prepare a proposal for an effective HRD Learning Intervention (2-3 p, will vary based on lesson plan format
and content) – 20 points
Timeframe for HRD Learning Intervention, and methods can be mixed, can be asynchronous, synchronous, individual,
etc.
1. Develop objectives for your proposed HRD Learning Intervention
2. The decision is made, you will be designing the HRD Learning Intervention, so you will skip the second step in designing
an HRD program/Learning Intervention.
3. Translate the Learning Intervention objectives into an executable training session: prepare a lesson plan
• Show the connection of items on the lesson plan to the objectives when applicable
Section Deliverables
1. List of HRD Learning Intervention objectives
2. Lesson Plan showing connections to the objectives
3. Chart showing HRD Learning Intervention items with the corresponding methods (online v. lecture, etc.)
Deliverables 2 & 3 may be combined into one chart
4. Ch 10: Performance Management through Coaching (3/4-1 p) – 10 points
Based on your proposed HRD Learning Intervention, how will trainee appraisals be administered?
Consider the following topics: annual ratings, appraisal interviews, feedback, goal setting, coaching, linkages to
employee development, and linkages to organizational rewards. Using as many of these elements as you wish, design
what you think would be an effective performance management system.
Section Deliverables
1. Appraisal Plan – you may choose to use written format, or you can develop an actual appraisal tool with brief
explanation
5. Ch 6 & 7: Develop an implementation plan for Learning Intervention delivery (1-2 p, will vary based on lesson plan
format and content) – 20 points
Use the chart you developed showing HRD program/Learning Intervention items with the corresponding methods to:
1. Develop an implementation plan for the overall HRD Learning Intervention – you will need to obtain estimated costs
for your chosen methods, etc.
2. Provide a cost-benefit analysis – it is completely fine to have estimations, and guesstimates is you are unable to
obtain actual estimates.
Section Deliverables
1. Implementation Plan – can be an expansion of the chart, or written format
2. Cost-Benefit Analysis – calculation and explanation
6. Ch 7: HRD Evaluation Strategy (1/2-1 p) – 10 points
Based on your proposed HRD Learning Intervention, how will this program be evaluated for effectiveness?
Section Deliverables
1. HRD Strategy Evaluation
7. Ch 12: Career Management (1/4-1/2 p) – 10 points
Based on your proposed HRD Learning Intervention, what organization policies, etc. should be adjusted?
Section Deliverables
1. Brief information on policy changes, etc.
8. Proposal Closing (1/4-1/2 p) – 5 points
Many times the end of a report just drops off once the required information is provided. It is always a good idea to finish
with a closing.
Section Deliverables
1. Proposal Closing
Total Deliverables
1. Organizational Overview
2. Detailed information identified through the Organizational Analysis – can be written or chart format
3. Description of how you conducted each step within the Task Analysis, including data sources and methods used,
and information identified within each step
4. List of HRD Learning Intervention objectives
5. Lesson Plan showing connections to the objectives
6. Chart showing HRD program/ items with the corresponding methods (online v. lecture, etc.)
7. Appraisal Plan – you may choose to use written format, or you can develop an actual appraisal tool with brief
explanation
8. Implementation Plan – can be an expansion of the chart, or written format
9. Cost-Benefit Analysis – calculation and explanation
10. HRD Strategy Evaluation
11. Brief information on policy changes, etc.
12. Proposal Closing
Format:
• Acceptable formats include: Word, but charts, figures, etc. may be pasted in from other programs
• Information must indicate that you have a clear understanding of the concepts
• Sections should show a logical thought process and address all required points
• Cite your resources!!!! This includes in-text citation & works cited.
Grading: Scores will be based on clarity and completeness of the sections