Developing

Individuals,
Teams, and
Organizations
Nashwa Sherin

BTEC HND in Business

Explore Educational Institute

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Table of Contents
1. Use of High-Performance Working and Culture in Supporting Sustainable Business
Performance.

1.1 High Performance Work Practices (HPWP)

1.2 High-performance Working Practices Found in Google

2. Different approaches to performance management and how they support high

performance culture and commitment.

2.1 Performance Management

2.2 Performance Management Approaches

3. Factors to be Considered When Planning Development and Training Activities in an

Organization.

3.1 Types of Training Delivery Modes

4. Personal and Professional Development Plan as a Marketing Manager

4.1 Skill Audit

4.2 Personal and Professional Development Plan (CPD Cycle)

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1. Use of High-Performance Working and Culture in Supporting Sustainable Business
Performance.

1.1 High Performance Work Practices (HPWP)

High-performance work practices are a way of organizing work where employees take part in making
decisions that affect their jobs and the overall organization. The goal of these practices is to establish a high-
performance culture, where norms, values, and human resources are combined to achieve high levels of
performance (Deric, 2020).

The following are the key components of HPWPs in organizations, according to Pfeffer (1998):

 Highly selective hiring and sophisticated selection procedures

 Job security and internal labor markets
 comprehensive learning, development, and training
 Employee engagement, information sharing, and workers' voices
 Self-managed teams/Team working
 High compensation based on performance
 Reduction of status differentials

Benefits of HPWPs in organizations

 They provide employees with KSAs (knowledge, skills, and abilities) required to complete their tasks
as well as the motivation to do so (Delery & Shaw, 2001).
 They improve the social structure of the organization, allowing for improved employee
communication and cooperation (Evans & Davis, 2005).
 Collectively, these practices increase employee retention by ensuring more productive work and
improving job satisfaction (Becker et al., 1997).

1.2 High-performance Working Practices Found in Google

Introduction

Google, Inc., the developer of the award-winning Google search engine, was founded in 1995 by two
Stanford University computer science graduate students, Larry Page and Sergey Brin. The case of Google
serves as a great example of the best talent culture as the company hires exceptionally talented individuals
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and retains them in a workplace environment that is unique and usually envied by employees of other
organizations. The company's strategy for attracting talent has even inspired the film 'The Internship', which
captures the essence of their culture, known as Googliness.

Google receives more than 2.5 million recruitment applications each year. That works out to 6,849 per day
and about 5 per minute, and Google reviews each one (Bulygo, 2022). One look inside the incredible
Googleplex explains why they receive so many resumes each year. Google has gone above and beyond to
take care of its employees, offering nap pods, on-site massages, and three square meals a day for every
employee (Toombs, 2020).

However, the $1.686 trillion tech giant's 81% CEO approval rating on Glassdoor is due to more than just the
indoor pools, beach volleyball courts, or free on-site laundry facilities. These big and unique gestures make it
easy to overlook the carefully planned and analyzed microdetails that form the foundation of their high-
performance culture (Toombs, 2020).

Ways in Which Google Creates a High-performance Working Culture:

1. Psychological Safety:

Google launched an extensive study in 2012 to find out what made the teams that had trouble cooperating
and achieving their goals different from those that performed well. To address this issue, Google assembled a
team of statisticians, organizational psychologists, sociologists, and engineers. This project, known as Project
Aristotle, examined research from the past fifty years as well as every possible characteristic of the teams
within the company. In addition to personality types (such as extroverts or introverts), educational levels,
hobbies, and many other factors, they looked for patterns in how the teams interacted socially outside of the
workplace (Toombs, 2020).

It quickly became clear that these characteristics, which most people would assume have an impact on a
team's performance, were not crucial characteristics. When they looked more closely at group norms—the
unwritten rules by which a team governs itself, one characteristic stood out: psychological safety (Toombs,
2020).

Psychological safety is defined as "an individual's perception of the consequences of taking an interpersonal
risk." In other words, it's how each team member feels about their ability to contribute ideas, own up to

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mistakes, or ask questions without fear of being judged, demotivated, or having a lowered status within the
group (Toombs, 2020).

Googlers discovered through Project Aristotle that team effectiveness is less about who is on the team and
more about how the team interacts with one another. They discovered that successful teams are those in
which each team member feels they can contribute equally to any discussion or meeting and has an assurance
that their teammates will not reject, embarrass, or punish them for doing so (Toombs, 2020).

2. Strong Leader:

Google initiated Project Oxygen in 2008 with the goal of identifying the best traits of the best managers. The
Google team gathered over 10,000 observations of their managers to identify which characteristics were
attractive to employees and which characteristics were not (Toombs, 2020).

Prior to Project Oxygen, the general belief at Google was that effective managers and leaders required a
higher level of technical expertise than those they were leading. Project Oxygen revealed that this was
incorrect. According to the data, Google concluded that among the most important qualities of good
managers were accessibility, effective communication, and empowering team members (Toombs, 2020).

Finally, Google created the "Eight Habits of Highly Effective Google Managers," which included:

 Be an effective coach by conducting regular one-on-one meetings, providing consistent feedback, and
balancing the negative feedback with the positive.
 Empower the team and avoid micromanaging: Offer guidance and give employees freedom.
 Show interest in the success and personal welfare of the team members.
 Be productive and results oriented.
 Listen to the team and communicate effectively.
 Help employees with career and professional development.
 Establish a clear vision and strategy for the team.
 Possess key skills to assist the team.

3. Data Collection:

A tech company that develops complex algorithms must certainly base its decisions on data. Google takes
this to a new level. Because of their dedication to making decisions based on the data, Google's human
resources division is known as the People Analytics Department (Toombs, 2020).

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Google gathered over 10,000 observations in Project Oxygen over 100 data points from employee surveys
and performance reviews. With Project Aristotle, the Google team examined over fifty years of data on
effective teams. They also compared their teams, looking for patterns between the successful and
unsuccessful teams. They examined every aspect of their teams, including the gender balance, the length of
the team's tenure, and the teams' motivation and reward systems (Toombs, 2020).

Google has been able to create a workplace that is highly sought after to work in due to its attention to detail
and willingness to examine the data from all angles (Toombs, 2020).

4. Solid Performance Management:

The "People Operations Practice" at Google places a lot of emphasis on developing employees to their fullest
potential and implementing a reward/incentive system based on merit. The performance management
processes used by Google are extensive and include the following:

 Self-Assessment: The employee evaluates their performance based on five criteria and lists their main
accomplishments for the last review cycle. This provides an opportunity for employees to reflect and
think about their own performance in advance of a meeting with their managers (PerformYard, n.d.).
 360-Degree Feedback: Employees who participate in a 360-degree feedback process receive private,
anonymous evaluations from those who work around them. Employees and managers at Google
discuss and decide who will give 360-degree feedback to the employee. Peer feedback on the
positives, negatives and contributions to specific projects is given. Having a broader range of input
can help employees use the feedback to improve and gain a complete understanding of how their
work is perceived (PerformYard, n.d.).
 Annual performance evaluation: A mid-year checkpoint and an end-of-year review make up Google's
annual performance review. Data from the employee's self-evaluation and the 360-degree feedback
provided are used in the end-of-year review. As part of the annual performance review, managers also
create a rating for each employee. When assigning employee performance ratings, the following two
factors are considered:

- Results attained, or what was accomplished by the employee

- The employee's actions or methods for getting these results

These two factors help in keeping the annual review's focus on both hard and soft skills (PerformYard, n.d.).

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  Monthly Performance Check-Ins: In addition to the mid-year and annual reviews, Google employees
also have monthly check-ins with their managers. These check-ins address coaching and career
development, as well as a chance to talk about any personal issues. They help managers and
employees maintain open communication throughout the year and keep both parties informed of
emerging problems or the need for course correction (PerformYard, n.d.).
 Googlegeist Engagement Survey: In the annual Googlegeist survey, all employees are asked to rate
their managers and life at the company. The survey enables leaders to manage and monitor trends as
well as compare results across the organization to identify trends, best practices, and potential
problem areas (PerformYard, n.d.).
 Upward Feedback Survey: In addition to the Googlegeist, which seeks to gather a broad input of
employee sentiment, Google also conducts yearly upward feedback surveys where direct reports have
the opportunity to rate their managers. Similar to the Googlegeist, this information helps leaders spot
trends, best practices, and potential problem areas (PerformYard, n.d.).
 OKRs: A goal-setting framework called OKRs, or Objectives and Key Results, is used by individuals,
teams, and organizations to set measurable objectives and monitor their results. Google assigns about
4-6 Objectives and Key Results (OKRs) each quarter to help the company maintain a sharp focus and
to make sure that employees are aware of how their work affects both their specific work area and the
company as a whole. OKRs also promote team effort. Annually, overall targets drive the creation of
sub-objectives (PerformYard, n.d.).
 Meritocracy: With a strong emphasis on meritocracy, Google works to reward employees for their
contributions through bonuses, grants of equity stock options, and prizes (PerformYard, n.d.).

5. Innovation: Since the beginning, Google has grown as a result of a relentless culture of innovation. The
physical environment is specifically created to promote innovation. The design of Google's workspace is
intended to foster collaboration by promoting "casual collisions". They knock down walls where they are
unnecessary, resulting in an environment where employees sit close together (Couch, 2023).

Google is known for asking its employees to work on something new or unique. Additionally, they use
weekly crowd-sourcing questions to create buzz around new ideas. A large T-Rex skeleton dominates
Google's main outdoor area. It serves as a reminder to everyone that the company must stay innovative, or it
will become extinct like the dinosaurs (Couch, 2023).

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6. Productivity: At Google, the pace of work is not laissez-faire. Google employees are required to meet
strict deadlines and high standards. All the services and perks were offered so that employees could
concentrate on their work. Google employs a number of strategies to increase productivity. For example, the
CFO of Google funds a crowdsourced productivity improvement process called "Bureaucracy Busters" in
which employees can vote on waste reduction ideas (Couch, 2023).

7. Perks: Google has an outstanding culture with excellent perks that help it to attract, retain, and keep its
employees happy. These perks are:

 Free breakfast, lunch, and dinner. Organic food is prepared by a chef.

 Free medical and dental care
 Free haircuts
 Free dry cleaning
 Free massages
 Swimming pools and gyms
 Subsidies for hybrid cars
 Nap pods
 Video games, foosball, and ping pong
 On-site physicians
 Death Benefits

Obviously, all these benefits come at a cost to Google, but they include these perks to reduce employee
dissatisfaction and high turnover. Because of this culture, Google consistently ranks as one of the best places
to work (Bulygo, 2022).

8. A culture Based on qualitative and quantitative data:

Human resources, or People Operations, is a science at Google. They continuously experiment to discover
new methods to maximize their employees' performance and happiness. Following are the findings of
Google's Prasad Setty and his People Analytics team:

 Lunch lines: Google provides all of its employees with free meals and snacks. There will be questions
and doubts about the ideal length of the lunch line, the right balance between a long line where people
waste time and a short line where people miss out on meeting other people, the ideal happy medium,

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 etc. Google estimates that it will take three to four minutes. Any shorter, and they miss out on
meeting new people, any longer and they risk wasting time (Bulygo, 2022).
 Lunch tables: Another finding was that long lunch tables encourage interaction among employees.
They will encounter more people as a result, who they can get to know (Bulygo, 2022).
 Paid Maternity Leave: According to Google, women were leaving the company at a rate that was
twice as high as that of everyone else. This was especially observed with new mothers. Google
offered 12 weeks of paid time off for new mothers. Laszlo Bock (former Senior Vice president of
People's Operations at Google) changed the plan so that new mothers could receive 5 months of paid
leave with benefits. They are permitted to divide up this time however they see fit (for example,
taking a few days off before giving birth). This policy change resulted in a 50% decrease in attrition
for new mothers (Bulygo, 2022).
 A warm welcome to all new employees: A friendly welcome for a new employee has a significant
impact. Laszlo Bock claims that by saying "Hello, nice to meet you, you're on my team, we're gonna
be working together" and doing "a few other things," a manager can increase productivity by 15%
over the course of the following nine months (Bulygo, 2022).
 Diner Booths vs. Conference Rooms: Laszlo Bock and his team discovered that diner booths are more
effective at encouraging creativity than conference rooms (Bulygo, 2022).

In conclusion, Google's dedication to promoting a High-Performance Working culture has produced

remarkable results in terms of improved employee engagement, unwavering commitment, and long-lasting
competitive advantage. Google has created an environment where employees feel empowered to share ideas
and take calculated risks, resulting in improved collaboration and productivity. Google has done this by
prioritizing psychological safety and strong leadership. The organization's capacity to recognize strengths,
address weaknesses, and maximize employee potential is further strengthened by the data-driven decision-
making approach and extensive performance management practices. As a result, Google not only recruits and
retains top talent but also maintains its status as a tech giant, profiting from a workforce that is driven,
creative, and committed to producing outstanding results.

2. Different approaches to performance management and how they support high

performance culture and commitment.

2.1 Performance Management

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Performance management is an approach for creating and maintaining improved employee performance,
which boosts the effectiveness of business operations. Performance management in practice refers to
management's continuous efforts to help employees develop, set clear goals and provide regular feedback
throughout the year. Employee performance management is a much more dynamic and involved process with
better results compared to other methods of reviewing employee performance, such as yearly performance
appraisals (Andreev, 2023).

2.2 Performance Management Approaches

A) Goal-setting and Key Performance Indicators (KPIs):

KPIs help set the metrics to be used to evaluate employees, the baseline for these metrics, and how managers
and stakeholders can use them to track and evaluate progress. KPIs are effective when they are set after final
goals have been established for the employee and are achievable and measurable. Setting clear and
measurable goals with specific KPIs will help employees understand what is expected of them and provide a
sense of direction and purpose. It promotes a high-performance culture by coordinating individual efforts
with organizational goals (Karkara, 2022).

However, KPIs do not always provide information that you can use right away. It takes time to see the effects
of implementing a new initiative, program, or sales process. Determining the effectiveness of efforts and
processes also takes time. KPIs may also produce contradictory information or necessitate extensive analysis
to find the truth in numbers. Instead of measuring every goal of the organization, KPIs are best used to track
a few of the most important ones. KPIs also evaluate a company's performance against a very specific metric
that doesn't necessarily indicate that it is moving in the right direction. Managing performance is essential,
but KPIs are useless if employees don't act on the data received (Zwart, 2021).

To achieve high productivity and efficiency, Amazon sets challenging performance goals for the employees
working in its fulfillment centers. Although this strategy helps Amazon meet customer demands, it has faced
criticism for creating a high-stress environment, leading to employee burnout.

B) Continuous Feedback and Coaching:

Continuous feedback results in positive changes and improvements. Employees will benefit from continuous
feedback because it clarifies what is expected from them and provides clear guidelines for improvement.

Continuous Feedback consists of 5 components known as the 5 C's:

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  Clear: It's essential that employees understand exactly what is expected of them and what
improvements need to be made for any feedback session to be successful.
 Candid: In order for the feedback to be useful, it's essential that both the manager and the employee
be honest and candid.
 Continuous: Feedback is most effective when it is given regularly. By doing this, the employer can
make sure that employees are able to show consistent improvement and that they can correct their
course if they go off track.
 Constructive: Feedback must be constructive so that recipients can reflect positively on their
performance and avoid demotivation or self-doubt. The most common way of giving constructive
feedback is through the ‘Sandwich Method’ where feedback is initiated with a positive comment,
followed by a negative comment and finally ending with a positive note.
 Collaborative: Feedback must be a joint effort between the two parties, with each party supporting the
other's development.

However, continuous feedback is not a good way for employees to bring up serious personality conflicts with
other employees or problems with how they work. Serious issues with other employees must be reported to
HR directly. As employees receive more feedback, it might become more challenging for them to keep track
of expectations and make any necessary changes to their daily tasks. This sense of overwhelm can make
learning and development difficult for them (TruQu, 2018).

Deloitte is the world's largest professional services network in terms of both revenue and number of
professionals. Simplifying its performance management process has been a priority for Deloitte. Deloitte
came up with a system called 'Performance Snapshot'. At the end of every project (or once every quarter for
long-term projects), all managers answer four future-focused questions about each team member (Shehzad,
2019).

The four statements, together known as a ‘Performance Snapshot’, are as follows:

1) " If it were my money, I would give this person the biggest pay raise and bonus possible based on what I
know about their performance. This measures general performance as well as an individual's special
contribution to the organization on a five-point scale from "strongly agree" to "strongly disagree."

2) Based on what I know of this person's performance, I would always want them to be a part of my team.
This measures an individual's ability to cooperate effectively with others using the same five-point scale.

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3) This person is at risk of underperforming. This identifies issues that could be harmful to the customer or
the team using a yes/no format.

4) This individual is ready for a promotion right now. This measures potential by requesting a yes/no
response.

The Performance Snapshot is complemented by regular 'check-in' conversations between managers and
employees. Deloitte avoids using the term "rating," citing the flaws in rating systems, particularly those that
give ratings. Their own research in this area has influenced Deloitte's approach. They want to make it as
simple as they can for managers to evaluate performance. Another reason for this simplified approach was to
save time and money, as their previous approach reportedly required two million hours to fill out forms,
attend meetings, and argue back and forth over ratings (Shehzad, 2019).

C) 360-degree Feedback:

360-degree feedback is a tool that allows each employee to receive performance feedback from his or her
supervisor or manager as well as four to eight peers, reporting staff members, coworkers, and customers.
Each employee can learn how others perceive their effectiveness as a worker, colleague, or staff member
through 360-degree feedback. As more people participate in the process, managers can spend less time giving
feedback, which can save them time. It is one of the best methods to understand organizational and personal
developmental needs (Heathfield, 2022)

However, there are many ways for raters to give inaccurate ratings; they may inflate ratings in order to make
an employee look good or they might deflate ratings to make an employee look bad. They might also work
together to alter the system so that everyone's performance is artificially inflated. All these possibilities show
that it is not the most reliable approach to use. Since 360-degree feedback processes are usually anonymous,
people receiving feedback have no options if they want to better understand the feedback, which is another
drawback. 360-degree feedback is not the same as a performance management system. It merely forms a
small part of the development and feedback that a performance management system offers within an
organization. A 360-degree feedback process needs to be linked to the organization's overall strategic goals
in order to be effective (Heathfield, 2022).

In his book 'No Rules Rules', Netflix co-founder and CEO Reed Hastings discussed his 360-degree feedback
procedure. At first, Hastings thought that each employee would receive written, anonymous feedback so

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Hastings and the executive team implemented an annual written 360. Each employee receives written
feedback from any coworker who wishes to provide it as part of the written 360, including bosses,
supervisors, peers, and subordinates. Comments must be constructive and actionable, and they must clearly
state what an employee should start doing, keep doing, and stop doing. The annual 360s are not tied to raises,
promotions, or firings, but rather to provide each employee with detailed feedback. Later, Hastings noticed
that the biggest benefit of the written 360s was the discussions that arose from the written comments, so he
implemented face-to-face 360-degree reviews. During a live 360, a manager and their team gather and
circulate the room for several hours as each employee takes a turn receiving feedback (Aster, 2022).

Compared to written 360s, live 360-degree reviews have several benefits. They allow for immediate
clarification and elaboration of feedback, resulting in a better understanding of the issues at hand. Employees
can have meaningful conversations about their strengths, weaknesses, and potential growth areas rather than
relying solely on written comments.

D) Training and Development Initiatives:

Training and development programs are advantageous for both managers and employees because they give
employees the chance to improve their skills and learn new ones. Managers may notice increased team
productivity and a change in company culture as a result of training and development initiatives. These
programs can also lower employee turnover and boost employee retention. Employees can learn leadership
skills through training and development programs in addition to the skills required for their current positions.
Through Training and development, employees are kept informed about changes in their industry as well as
concerns like safety, ethics, and quality standards. Additionally, it helps managers in developing employee
strengths and identifying areas for improvement (Saldanha, 2023).

Unfortunately, it takes a long time to train employees. This time is usually removed from a working day,
which could have an impact on output and work quality. Although in-house training is usually free, advanced
training is sometimes necessary; this comes at a cost, which is another disadvantage.

In 2008, the late co-founder and CEO Steve Jobs established Apple University. To lead the new initiative,
Jobs hired Joel Podolny, who was Yale School of Management's dean at the time (Rubin, 2014). Apple runs
its training programs year-round in-house, unlike many other corporations. The courses are developed and
taught by the full-time faculty, which also includes instructors, writers, and editors. Some of Apple's faculty
members are graduates of prestigious universities like Yale, Harvard, Berkeley, Stanford, and M.I.T. Others
continue to hold positions at their schools while working for Apple. Courses range from those for leaders of
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newly acquired companies to learn how to integrate their former businesses into Apple to those about
simplifying products. Apple University teaches employees important lessons about Apple's decision-making
processes that led to the company's rapid growth and success (Gurman, 2014).

E) Stack Ranking:

Stack ranking is a method of performance management where managers give employees a performance
rating based on how they compare with coworkers. This rating produces a bell-shaped distribution, with the
top 20% being referred to as top performers, the middle 70% as average performers, and the bottom 10% as
low performers (Campbell, 2022).

However, this method is more quantitative than qualitative and might create a negative work atmosphere
where employees compete against one another. Additionally, this model might lower employee morale and
lead to dissatisfaction (Karkara, 2022).

Microsoft's "Stack Ranking" system was criticized for promoting internal competition and preventing
collaboration. When Microsoft began using stack ranking, it was still one of the world's most powerful
technology companies. However, as companies such as Apple and Google continued to rise toward
innovation, Microsoft failed to join them. Kurt Earticle's widely read 2012 Vanity Fair article linked
Microsoft's "lost decade" to stack ranking. In the article, a former Microsoft employee discussed the stack
ranking method of performance management, saying the following:‍"If you were on a team of ten people, you
would have entered the first day aware that, despite how well everyone performed, two people would receive
excellent reviews, seven would receive mediocre reviews, and one would receive a terrible review. It causes
employees to focus on competing with one another rather than competing with other companies." (Tansey,
2023).

F) Rewards and Recognition Programs:

Extrinsic and intrinsic motivations are the basis of high performance, and they result from establishing
effective rewards and recognition practices. Organizations must realize that a simple cash bonus is
insufficient to motivate and improve employee performance. Younger employees are much more responsive
to non-cash incentives like travel opportunities, unique dining experiences, or even movie tickets.
Employees who receive recognition are more motivated to work hard and wisely. Employees are more likely
to offer creative ideas and act on improving their overall performance at work when they feel like they are a
part of the bigger picture (Reddy, 2019).

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It can be difficult to keep track of employee rewards and recognition programs in large companies. HP makes
an effort to keep a workplace culture where employees are valued. They planned amusing office events like
virtual dance parties and Michelin-star chef-led cooking classes during the pandemic. The business also
rewards its employees for their volunteer hours. Each employee is eligible to receive a $50 Good Card for
their 10 hours of volunteer work each quarter (Recognize, n.d.).

The employee rewards program at Typeform, a survey company based in Barcelona, uses merit money. Merit
money is a type of peer-to-peer employee recognition in which employees earn points or "play money" from
their colleagues as a form of acknowledgment or appreciation. Then, these points can be exchanged for
money or gift cards (Recognize, n.d.).

3. Factors to be Considered When Planning Development and Training Activities in an

Organization.

When planning training and development activities, several factors must be considered to ensure their
effectiveness and alignment with organizational goals. These factors can differ depending on the
organization's size, industry, and specific training requirements. Some of these factors are:

A) Need Assessment and GAP Analysis: A thorough needs assessment is essential for identifying
specific skill gaps and performance deficiencies within the organization, and this assessment informs
the development of clear and measurable learning objectives that outline the desired outcomes of the
training program (Ali, 2016).
B) Organization Goals and Strategy: Training and development efforts must be closely aligned with the
organization's overall goals and strategy. The skills and competencies necessary to accomplish
strategic goals must be identified (Ali, 2016). Microsoft has training programs to upskill employees
on the latest technologies and software. These initiatives are consistent with the company's vision of
empowering people through technology, as well as its strategic focus on cloud-based services and
artificial intelligence.
C) Consideration of Learning Styles: The learning styles of employees vary, including kinesthetic,
visual, and auditory. Tailoring training content and delivery methods to different learning preferences
improves engagement and knowledge retention (Ali, 2016).
D) Delivery Mode: For training to be accessible and effective, the right delivery method must be chosen.
Focusing too much on one mode or ignoring technological advancements can hinder the learning
experience (Ali, 2016).
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 E) Budget: To provide high-quality training, adequate funding must be allocated (Ali, 2016). An
excellent example of Apple's commitment to employee training and development is Apple University.
Its main objective is to familiarize Apple employees with the company's history, culture, and design
ethics. The program gives employees a greater understanding of Apple's core values, principles, and
innovative techniques, fostering a sense of purpose among employees.
F) Audience: Considering the audience is an important aspect of training. It's important to consider
details like how long they've worked for the company, whether they're new hires, and which
departments they work in. Considering these factors can help in creating a relevant delivery method
that results in better training (Ali, 2016).
G) Content: Training content must be relevant, up-to-date, and in line with organizational goals (Ali,
2016). Google regularly updates its training content to reflect the latest developments in technology
and market trends, making sure that its employees stay at the forefront of innovation.
H) Assessment and Evaluation: Regular assessment and evaluation of training effectiveness is required
to identify areas for improvement and measure the impact of training on employee performance (Ali,
2016). Cisco, for example, has exams, testing, and certification policies in place to provide learners
with a fair and secure certification experience (Cisco, 2023).

3.1 Types of Training Delivery Modes:

 Instructor-led Training (ILT): Instructor-led training, also known as classroom training, is a

traditional type of training, and it is best used to develop a general understanding of the training topic.
ILT is the training modality that learners prefer most, according to research from Training Industry,
Inc. 55% of learners said that they prefer this approach. ILT works best when a large group of
learners needs to be taught a relatively small amount of information quickly, with the instructor's
credibility and training abilities serving as the only added value. Another significant advantage of ILT
is the interactivity, as learners can ask questions and receive immediate responses (Gautam, 2019).

Microsoft uses instructor-led training for technical skills development in its Microsoft Certified Solutions
Expert (MCSE) certification program. IT professionals attend classroom-based training sessions led by
certified instructors to gain expertise in Microsoft technologies (Koenig, 2023).

 Virtual Classrooms: Organizations may utilize virtual classrooms to deliver real-time training in the
form of text, video, and documents. They can conduct training anywhere, and learners can attend the

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 session from anywhere, saving companies a lot of time and money on logistics and venues (Gautam,
2019).

Cisco Systems utilizes virtual classrooms to conduct product training and certifications for its global sales
team. Sales representatives from different locations can attend real-time training sessions through virtual
classrooms, saving time and travel costs (Cisco, 2023).

 E-learning: These online programs combine text, audio, and video with forums, discussion, and/or
interactive assessment. Organizations can provide flexible learning opportunities to a global audience
in a short period of time by delivering interactive and engaging training programs in the form of
games, videos, HTML, quizzes, and other content (Gautam, 2019).

Through its "Virtual Contact Center," Amazon provides online training for customer service employees on
customer interactions, problem-solving, and company policies (Talenteria, 2021).

 Blended Learning: Organizations can also use combined approaches with blended learning. For
organizations with diverse training requirements and complex learning objectives, a blended learning
approach is ideal (Gautam, 2019).

IBM adopts a blended learning approach for its leadership development program. Participants attend a mix of
in-person workshops, virtual webinars, and online courses, ensuring a comprehensive learning experience.

 On-the-job Training: Employee training that takes place in the actual workplace is known as on-the-
job training. This type of training is both practical and relevant. Employees learn how to perform their
duties in actual work settings, which can help in their understanding of their work and allow them to
receive immediate feedback from managers (Ferguson, 2023).

Walmart implements on-the-job training for its store associates to learn tasks like cash handling, stocking
shelves, and customer service. New hires receive hands-on training from experienced colleagues. Walmart
Academy teaches learners the skills they need to succeed at work, ranging from leadership to technical skills
(Walmart, 2023).

 Gamification or Game-based Training: Gamification is an innovative and engaging training

method that has grown in popularity recently. It is a method of employee training that uses game
mechanics and elements to make learning more fun and interesting. Gamification is an effective
strategy for encouraging employees to learn and advance their skills because it is based on the idea
that challenges, competition, and rewards naturally motivate people. However, it can be difficult to
17
 balance game mechanics and learning objectives, which is one potential drawback. Employees may
become more focused on the competition than the learning objectives if the game-like elements are
too prominent (Ferguson, 2023).

Deloitte has seen a 37% increase in the use of its Deloitte Leadership Academy (DLA) training program
since implementing gamification principles. DLA is an online training program for both its clients and its
own employees. DLA discovered that by incorporating missions, badges, and leaderboards into a user-
friendly platform alongside video lectures, in-depth courses, tests, and quizzes, users became more engaged
and were more likely to complete the online training programs. Since the Academy's inception in 2008, it has
had more than 20,000 executive users. A badge is awarded to learners who successfully complete each online
course. Some of those badges, known as "Snowflake" badges, are secret badges that can only be obtained by
completing straightforward competencies. These are designed to surprise and excite learners, and they can
only be accessed by completing certain goals. For example, if every employee in a department watches the
same video in the same week, they will all be awarded a snowflake badge. James Sanders, Manager of
Innovation at Deloitte Consulting, says that this reward is unexpected and surprises and delights their
learners (Meister, 2013).

 Job Rotation: Job rotation is a great way to train employees by moving them around different roles
within the company. With job rotation, employees gain new skills, gain a deeper understanding of the
company, and are better equipped for future leadership positions. Employers gain from having a
flexible workforce that can change with their changing business requirements. However, job rotation
can have some disadvantages. When they transition to a new role, employees may experience stress
or anxiety. Additionally, if important people are moved around too much, teams may suffer
(Ferguson, 2023).

General Electric has two-year rotational programs for university graduates into GE Businesses. These
programs can help new hires gain skills in critical functions of the company (GE Careers, 2023).

 Cross-training or Multi-skilling: Cross-training or multi-skilling is like learning to play multiple

instruments in a band. It involves training employees to carry out duties that are unrelated to their
primary responsibilities. There are many ways to receive this training, including classroom training,
on-the-job training, and mentoring. Cross-training is a great way to increase the company's
adaptability and ability to make quick changes when necessary. Employees gain new skills, a deeper
understanding of their workplaces, and a stronger sense of purpose as a result, which increases their

18
 sense of engagement and job satisfaction (Ferguson, 2023). Google encourages cross-training among
its engineering teams. Engineers are encouraged to work on projects outside their main expertise.
 Coaching or Mentoring: Both coaching and mentoring are effective training methods that can be
used to help employees in acquiring new skills and realizing their full potential. Although they are
frequently used interchangeably, mentoring and coaching are two different types of training.
Coaching usually involves working one-on-one with an employee to identify their areas for
improvement and develop a plan for reaching their objectives. This could involve providing advice,
establishing goals, and offering support and direction as the employee works to develop their abilities.
On the other hand, mentoring is more concerned with fostering relationships and offering direction
and advice over a longer period of time. Mentors use their knowledge and experience to help their
mentees develop their careers (Ferguson, 2023).
 Peer-to-Peer Training: Peer-to-peer training, also known as peer learning, is a training technique in
which employees teach and learn from one another. Employees use this strategy to teach their peers
new skills and knowledge by sharing their experience and knowledge. Peer-to-peer learning can occur
in a variety of ways, such as casual conversations, team projects, coaching, mentoring, and on-the-job
training. It can be especially effective for teaching soft skills like communication, collaboration, and
leadership, which are often best learned through experience. Additionally, it motivates employees to
take charge of their own learning and professional growth and to see themselves as active subjects in
the organization's success (Ferguson, 2023). Adobe promotes peer-to-peer learning through its
"Learning Week" event. During this week, employees conduct workshops and share expertise on
various topics.
 Conferences or Workshops: Conferences and workshops are an excellent way to provide employees
with training opportunities. They usually take place in person or virtually and give employees the
chance to network, gain knowledge from experts, and think of new ideas. One of the biggest benefits
of conferences and workshops is that they provide a unique learning experience that can be difficult
to duplicate internally. Employees could come across new ideas and perspectives at conferences and
workshops that they might not have otherwise. Another advantage of conferences and workshops is
that they can be tailored to specific industries, topics, or roles. This means that employees can attend
events that are directly related to their jobs. However, it can be costly, both in terms of registration
fees and travel expenses (Ferguson, 2023).

19
Each year, Salesforce hosts the Dreamforce conference, which brings together professionals from the tech
sector to discuss the latest trends and innovations in CRM and cloud computing. Dreamforce, which began in
2003, has evolved into far more than a conference. Its is a must-see, immersive experience. Attendees will be
empowered to grow their organizations and careers through inspiring keynotes and sessions, visionary
thinking and the future of technology, and lessons on how business can be the greatest platform for change
(Oles, 2022).

 Case Studies and Role-playing: Role-playing and case studies are two training methods that can be
fun as well as beneficial ways to help employees learn new skills and knowledge. Case studies
involve presenting employees with a real-world scenario or problem and asking them to analyze and
solve it. Employees who use this method will improve their critical thinking and problem-solving
abilities. Role-playing involves asking employees to act out a scenario or play the role of a specific
person in a made-up situation. Employees can practice interacting with one another in a safe and
controlled environment, making this technique particularly effective for teaching communication and
conflict resolution skills. Both role-playing and case studies can be interesting and interactive training
methods that let employees learn by doing (Ferguson, 2023).
 Self-directed or Self-paced learning: Self-directed or self-paced learning is a training technique that
allows employees to direct their own learning and development. Employees are given the freedom to
select what they want to learn, how they want to learn it, and when they want to learn it rather than
being directed by a trainer or instructor. This approach can be especially beneficial for employees
who prefer to learn at their own pace or who have busy schedules that make it difficult to attend
formal training programs (Ferguson, 2023).

LinkedIn offers self-paced learning through its LinkedIn Learning platform, where employees can access a
vast library of courses on various topics to enhance their skills and knowledge.

4. Personal and Professional Development Plan as a Marketing Manager

4.1 Skill Audit

A skills audit is the process of evaluating, assessing, and measuring the abilities and skills of individuals or a
group of people within a company. It involves determining knowledge, competencies, and skills necessary
for particular job roles as well as assessing whether individuals are capable of carrying out their duties
effectively. The information can then be analyzed to concentrate on areas where people or teams need to

20
develop their skills. This audit enables organizational leaders to create a comprehensive skills map or skills
inventory for their workplace (Cullen, 2023).

Skill Audit for Self as a Marketing Manager:

Skill Area Current Desired Development Needs

Proficiency Proficiency
Level Level
Digital Intermediate Advanced Enroll in an advanced digital marketing course, such as
Marketing "Digital Marketing Mastery Certification," to further
develop my knowledge of social media, content
marketing, SEO, and SEM strategies.
Analytical Proficient Expert Learn advanced data analysis methods and software,
Skills such as Google Analytics, A/B testing, and customer
segmentation, by attending a comprehensive marketing
analytics workshop.
Leadership Basic Advanced Enroll in a management/leadership course to improve
and Team strategic leadership, conflict resolution, and team-
Management building skills.
Communicat Proficient Excellent Attending a public speaking or communication
ion Skills workshop to improve presentation skills, interpersonal
communication, and active listening abilities.
Project Proficient Master Obtain a project management certification, such as the
management PMP (Project Management Professional), to advance my
knowledge of planning, carrying out projects, managing
risks, and allocating resources.
Creativity Good Excellent Participate in brainstorming sessions and creative
and thinking workshops that foster innovative thinking, idea
Innovation generation, and creative solutions.
Adaptability Satisfactory Highly Regularly attend industry-related forums, conferences,
Adaptable and webinars to stay up-to-date on the latest marketing
trends and adapt strategies accordingly.

The skill audit has given me insightful information about my current areas of strength and where I need to
make improvements. Although I have a strong foundation in analytical thinking and digital marketing, I
recognize the need to improve my leadership, communication, project management, creativity, and
adaptability skills. Recognizing these gaps is essential for my continued growth and development as a
Marketing Manager.

4.2 Personal and Professional Development Plan (CPD Cycle)

Continuous Professional Development, or CPD, includes a wide range of learning. It exists to ensure that
professionals continue to develop their expertise and skills even after receiving a formal qualification. It
21
enables people, irrespective of their age, profession, or educational level, to continuously upskill, develop,
and enhance their proficiencies (Salvatore, 2021).

The CPD cycle divides the task of completing a CPD activity into four stages: planning, action, reflection,
and evaluation. In this sense, the CPD cycle serves as a tool for assessing the effectiveness and development
of a person's CPD.

Personal and Professional Development Plan for Self as a Marketing Manager

Objective Planning Action Reflection Evaluation Timeline

Objective 1- Enroll in an Register for the Reflect on the -Monitor campaign 6 Months
Enhance advanced course course and take learning performance metrics
Digital in digital part in the experience and and assess the use of
Marketing marketing, like webinars and note the most new strategies and
Knowledge “Digital discussions. important techniques.
Marketing lessons learned -Measure the impact
Mastery and key of enhanced digital
Certification.” takeaways from marketing knowledge
the course and on lead generation
webinars. and customer
engagement.
Objective 2- Enroll in an Actively Reflect on any -Use advanced 3 Months
Improve online course or participate in challenges analytics methods
Analytical attend a the workshop encountered when analyzing data
Skills comprehensive by completing during data for ongoing
marketing the exercises analysis and marketing initiatives.
analytics and case come up with
workshop. studies. solutions. -Use data analysis
methods to analyze
marketing data and
come to data-driven
decisions.

-Analyze the impact

of data-driven
strategies on
improving the
campaign
performance and
return on investment.
Objective 3- Participate in Hold frequent Reflect on Measure team 2 months
Develop coaching sessions one-on-one leadership performance and
Leadership or a leadership meetings with experiences, engagement to
and Team development team members seek feedback evaluate the impact of
Management program to to get feedback from team leadership
advance and improve members. development.
22
 leadership skills. management.

Objective 4- Enroll in public Participate in Reflect on Measure client and 3 months

Enhance speaking or role-playing communication employee satisfaction
Communicat communication exercises and improvement and feedback on
ion Skills workshops. mock and challenges communication
presentations to faced during effectiveness.
build practice.
confidence in
communication
Objective 5- Obtain project - To learn best Reflect on Measure project 4 months
Master management practices, observed best success based on
Project resources and observe practices and objectives and client
Management tools. experienced project feedback.
project management
managers while challenges.
they work on
marketing
projects.

- Lead small
marketing
projects
independently,
applying
project
management
principles.
Objective 6- Participate in - Engage in Reflect on the Measure the impact 6 months
Boost brainstorming creative effectiveness of of creative solutions
Creativity sessions and hobbies, such creative ideas and innovations on
and creative as painting, generated and the differentiation
Innovation workshops. writing, or challenges factor of products or
photography, to faced in the services from
foster process. competitors. Also,
creativity. measure the impact of
innovation on
- Collaborate customer
with cross- engagement.
functional
teams in
brainstorming
sessions to
generate
innovative
ideas.
Objective 7- Identify areas for - Take on Reflect on Measure success in 5 months

23
 Foster professional marketing adaptability navigating dynamic
Adaptability growth and projects in new improvement marketing challenges
challenge in areas or and learnings and adapting to new
marketing. industries to from new marketing areas.
challenge experiences.
adaptability.

- Look for
opportunities to
work with
diverse teams
to embrace
various
perspectives.
To ensure continuous growth, I will regularly reflect on my personal and professional development journey.
After completing each action step, I will evaluate its impact on my skills and competencies, as well as its
applicability in my current role as a Marketing Manager. Insightful questions to ask during further reflection
include:

1. Have the development objectives been achieved effectively?

2. How has the new learning contributed to improved job performance?
3. How has the application of new skills affected marketing campaigns and team dynamics?
4. What challenges were encountered during the development process, and how were they overcome?
5. What additional support or resources may be required for continuous improvement?

24
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