APPENDIX A: ASSESSMENT COVER SHEET
ASSESSMENT COVER SHEET
Surname
CASSIEM
First Name/s
MOGAMAT WAAFIQ
Student Number
203138
Subject
HUMAN RESOURCE DEVELOPMENT
Assessment Number
2
Tutor’s Name
MR PRAGASEN CHITRA
Date Submitted
05/10/2023
Submission ()
First Submission

Resubmission
2627 PRINCE NAIF STREET
Postal Address
OBHUR AL SHAMILIYAH (NORTH)
JEDDAH
SAUDI ARABIA
4981
E-Mail
WAAFIQC@GMAIL.COM
(Work)
Contact Numbers
(Home)
(Cell) +966 54 307 0849
Course/Intake
JANUARY 2023
Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.
Signature:
Date: 05/10/2023
Contents
QUESTION 1: HRD’S STRATEGIC APPROACH .......................................................................... 2
QUESTION 2: EMERGING TRENDS IN THE WORKPLACE .................................................... 5
QUESTION 3: IMPORTANCE OF INVESTING IN HRD PROCESSES AND PRACTICES ... 7
REFERENCES ............................................................................................................................................ 9
1
QUESTION 1: HRD’S STRATEGIC APPROACH
Beddeau (2022), states that what makes human resource approach strategic refers to aligning
of the company’s strategic goals with that of the human resources practices by linking the
methods, tools and functions and creating a policy that focuses on addressing the future needs
of the organizations and how employees impact such needs. This can be improve the
competitive capability of an organization by giving employees direction of where the company
is heading towards and the needs, objectives and targets of the company. This can be done
through diversity and inclusion programs, skills and training development programs and
affective employee engagement strategies (Sergio and Rylova, 2018). Volkswagens approach
to aligning their human resource approach to their business strategy focused on creating certain
programs targeted at employees’ contribution and development within the organization. The
first program launched was “Excellent Employer” which focused on training and development.
The second program launched was known as “Idea Management“ that focused on employees
contributing ideas for sustainability of the company. The next program launched by
Volkswagen was “We empower to perform”, which focused on the empowerment of women
and equal opportunities for all (Volkswagenag.com, 2016). Furthermore, Volkswagen has the
ability to improve and ensure that their human resource strategy aligns with their business
strategy by regularly reviewing and updating their strategies as the business landscape is always
changing and adapting.
According to Chandio (2020), Talent acquisition is a strategic process used to analyse the
company’s current and future vision and goals to ensure the survival and competitive
capabilities of a company through innovation and efficient means of looking for people with
specific skills and knowledge the company might need. Henceforth, Cooper (2013), states that
talent acquisition as a strategic human resource factor can improve a company’s competitive
capability by attracting scarce skills and knowledge that can make the company more
productive, innovative, transformative and increase revenue growth (Rabbi et al., 2015).
Consequently, Volkswagens approach to talent acquisition strategy was focused on researching
future visions and goals that could give the company a lead and identifying the potential skills
and knowledge necessary for the identified visions and goals. The main goals for Volkswagen
concentrated on technological auto motor innovations, electric cars, enhanced safety features
and control systems, engine enhancements, environmental and sustainability (Betala, 2018).
This catapulted their need for expertise in these fields and their human resources department
developed a selection and recruitment framework that seeks out individuals with these
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expertise by conducting interviews, and assessments that highlighted prospective employees’
capabilities (Sergio and Rylova, 2018). Volkswagen has done considerably well in identifying,
attracting and selecting talent across the organizations various global branches. However,
Betala (2018), states that currently, applying for a job at Volkswagen requires you to apply via
their website, which does not give prospective employees the option to apply to companies
outside of their country. This means that their might be scarce talent and knowledge within the
organizations ranks that are not being adequately contribute to the company’s vision and goals.
This could be solved by making use of a more universal application system for prospective
employees to apply to. Additionally, another drawback is that there are some people who have
the skills and knowledge, but are not considered for certain roles due to their lack of formal
qualifications. This issue can be resolved through the creation of a Human Resource framework
and policy that can assist these prospective employees to apply and be considered for these
positions on an equal footing as their formally qualified counterparts.
Moreover, another factor to look at, is employee retention. This is a company’s ability to keep
employees with scarce skills and knowledge from wanting to leave the company through
employee engagement, development and educational enhancements and other employee
retention initiatives (Sergio and Rylova, 2018). Furthermore, the retention of employees can
assist an organization in competitive advantage by ensuring they do not loose valued employees
that improves the company’s vision and goals. Employees identified by Talent management
can assist the company in enhanced productivity, innovation, transformation and revenue
growth. Additionally, their contribution can also assist the company to steer through
unexpected and difficult periods. This is evident in the sustainability scandal that rocked
Volkswagen during 2015, when employees managed to assist top management in steering
through the difficult period of this scandal. Therefore, Volkswagen’s approach to employee
retention has been focused on empowering employees through career advancement and
training, determining the best possible method of employee engagement and creating a
holistically positive environment whereby employees feel valued and motivated. Additionally,
Volkswagen has shown to have a 99.5 % retention rate (Sergio and Ryvola, 2018).
Furthermore, Volkswagen has from top management has done a lot of work in ensuring the
retention of employees. However, there are some improvements that is necessary within the
organization. Volkswagen has still not been able to affectively create a framework around
employee engagement and this has been evident in the way certain branches of the company is
handled by the management of that branch. This has caused that some employees feel a lack of
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desire or willingness to share their skills and knowledge due to inadequate power dynamics.
Volkswagen needs to ensure that this factor is adequately addressed and that employee
engagement is transparent and that there can be a way that employee’s voices are heard and
management monitored and held accountable for any incompetency with regards to employee
engagement and developing a comprehensive talent management strategy.
According to Nguyen (2019), another factor of strategic human resource management is
professional development is the process and activities by employees to develop their skills and
knowledge through skills development, workshop training and formal qualifications.
Professional development is imperative to the improvement of the competitive capability of an
organization as it ensures that employees have the skills and knowledge to weather difficult
periods of a company and also that their professional development can contribute to an
organizations innovation and transformation. Volkswagens approached professional
development by launching various programs that focused on skill development, formal
qualifications development and workshop training (Sergio and Ryvola, 2018). Professional
development can be improved by continuous research and review of professional development
training and assess how it is aligned to the companies vision and goals.
Hereafter, Mut (2018) states that, performance management is about tracking employees
performance within the workspace in teams, units or individually. Additionally, performance
management is focused on creating systems, processes and practices that measure these
performances. It is imperative to note that, ensuring the improvement of performance
management does ensure that a company continuous to hold onto or to advance its competitive
edge. This is evident with the Volkswagen sustainability scandal whereby many engineers that
lied about the progress of their sustainability to meet targets were laid off (Sergio and Ryvola,
2018). Additionally, this is also evident in how Volkswagen has ensured to launch many of
their projects for professional development. This showed that the company does care about the
fact that its visions and goals align with the companies as performance management is meant
to look at this as a factor (Mut, 2018). A recommendation on how Volkswagen can ensure to
improve or keep improving on their performance management is to set out a policy that aligns
with their visions and goals and highlight this in their performance management assessments.
In addition, having a diverse and inclusive labor force has proven to be a great asset to a
company in all spheres. A workforce with different backgrounds, ethnicities, religion, gender,
culture and traditions are a company’s bank of innovation, ideas and expansion (Grissom,
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2018). According to Kumar (2021), diversity and inclusion is driver of innovation as it assists
a company to look at a something from various different angles. This gives the company a
competitive edge in the various projects that they undertake. Additionally, the response to
issues the company might face can be well mitigated by the diverse workforce as issues are
understood in different ways. Furthermore, the introduction of women in the workforce has
proven to bring more enhance productivity (Kumar, 2021). Volkswagens approach to diversity
and inclusion was to create and launch various projects that were meant to enhance previously
disadvantaged people within society like women, people of colour and financially
disadvantaged people. This has given Volkswagen the competitive capabilities in how they
approach their various policies on important world changing issues like climate change (Sergio
and Ryvola, 2018. However, Volkswagen has the ability to improve their diversity and
inclusivity in their workplace by continuously reviewing and updating their diversity and
inclusion policy and framework as there are still certain issues within this realm that are a big
issue within middle management.
QUESTION 2: EMERGING TRENDS IN THE WORKPLACE
Digital Transformation and technological integration has been a huge trend that has seen the
workplace evolving and seeking to make use of technology such as Artificial intelligence to
address the skills shortages in companies (Meister, 2023). However, this has come with its own
issues and implications. Human Resource Development professionals have been looking at
how to make use of this new technology to benefit them (Hughes, 2019). However, this means
that an already burnt out department of human resources need to embrace, adapt and learn the
use of artificial intelligence. Conversely, the output achieved in this emerging trend is the
improved employee learning and development as well as the temporary relieve of skills
shortage. Additionally, another workplace trend that has been seen on the rise is hybrid working
systems (Hughes, 2019). While this is a very advantageous model to introduce in a company,
it does place unnecessary pressure on HRD professionals to have to adapt and embrace this
culture of work by having training on how hybrid models work. The hybrid working model
become a popular model during the COVID-19 pandemic as people were unable to be in close
proximity of another. The implication this can have is that it can be a negative aspect when
issues arise that requires physical presence and normally HRD professionals will need to pick
up the slack of this. However, the output of achieved in this is a well-equipped, happier and
not overworked workforce with more productivity and enhanced communication and
collaboration skills. (Meister, 2023)
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Furthermore, Meister (2023), states that Diversity and inclusion has been an emerging
workplace trend that is imperative in the workforce competitive advantage. Henceforth, HRD
Professionals plays an effective role in creating frameworks that include all levels of the
organization through cross-cultural collaboration, training and skills development on diversity
and inclusivity in the workplace. However, this can prove to be a major implication for HRD
professionals as navigating and managing diversity can be a difficult experience and promoting
throughout the company. The failure of this can cause many to feel discriminated, ostracized
and biasness. It can also lead to major employee dissatisfaction. However, the success will
result in employees feeling valued and included that will result in increased productivity,
innovation and participation in the company (Scroggins and Benson, 2010).
In addition, professional development and lifelong learning has emerged as a workplace trend
that has seen many employees enhance their skills and knowledge through training, formal
qualifications or workshops (Hughes, 2019). HRD professional’s role is significant in this
aspect as they identify skills and knowledge that are necessary and have the responsibility of
promoting and motivating employees with potential for professional development (Scroggins
and Benson, 2010). The implication of this is that HRD professionals need to constantly keep
up to date with emerging skills and knowledges needed for the workplace and is responsible in
developing and creating development plans and motivate employees to professionally develop
themselves. This is seen as an implication as HRD professionals has to accept responsibility
and motivation of other people’s professional development. In contrast, this can be seen as an
advantageous aspect as the company gains highly skilled individuals that can assist in steering
the company through stormy weathers and the evolving global markets. Additionally, the
upskilling of the workforce assist in creating adaptability and agility within employees
(Tjepkema et al., n.d.). Nonetheless, with the rise of awareness for mental and physical health,
companies has been forced to ensure that they focus on employee well-being as one major
factor to ensure their employees wellbeing (Adams, 2019). This has seen HRD professionals
to focus on employee engagement of employees work-life balance, mental health support and
general health check-ups. HRD professionals are meant to create policies and frameworks that
will address the issues that arises from these engagements and find ways and means to ensure
that the aspects of employee well-being is in line with the company’s strategic visions and
goals (Qaisar, Mariam and Ahmad, 2018). However, the output achieved in this employees that
feel valued, supported and motivated in their workplace and bring also brings a better work
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environment whereby productivity, innovation and transformation is highlighted by the
employees themselves (Swayze and Burke-Smalley, 2013).
QUESTION 3: IMPORTANCE OF INVESTING IN HRD PROCESSES AND
PRACTICES
Human Resource development processes and practices has proven to be imperative for an
organizations success and ultimate survival. Human Resource development processes and
practices emphasizes the education, training, development and career planning and growth of
the employees in line with the organizations need to have optimal success in its performance
(Mohammed et al., 2022). The lack of human resource development practices and processes
will result in a company’s lack of performance, reduction in productivity and innovation.
HRD’s process and practices assist a company in building a workforce with a rich background
of skills and knowledge. This is important for a company’s performance, efficiency and
customer satisfaction. HRD usually assists in this regard by doing research on the company’s
needs and direction and look at either places of collaboration or create opportunities for
professional development through training and formal development of qualification
(Kontoghiorghes and Frangou, 2009). This assists lower performance companies to improve
their performance by having the skills and knowledge on how to effectively be adaptable, agile
and responsive that positively contributes to the organizations growth and enhanced production
output and improved quality of products. Additionally, it ensures that the company has an
innovative, transformative and knowledgeable workforce. Likewise, HRD professionals are
responsible with the motivation and encouragement of employee’s professional development.
This is beneficial for a company’s competitive advantage whereby an increase in
knowledgeable and skilled employees bring new and innovative ideas to the table that can
result in new and improved products or services, resulting in improved revenue growth of a
company (Tarique and Schuler, 2010).
Additionally, HRD development processes and practices is significant in employee
engagement and employee well-being. Making this a priority for employees, ensures that they
feel valued and important, which results in a workforce that loyal, committed and motivated to
seeing the growth and success of the company and its vision and goals (Døving and Nordhaug,
2010). Additionally, employees that feel valued would not necessarily feel the need to look for
another company, which also reduces turnover rates and costs, as well as the expense of the
hiring and training process involved in employing a new person. Furthermore, another benefit
in investing in Human Resource development processes and practices gives the company an
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improved image and reputation, which has a positive influence on employee retention and
talent acquisition (Tarique and Schuler, 2010). It is important to note that the competition for
skilled employees and the lack of them has created a major gap that many employees take
advantage of. Investing and prioritizing Human Resource Development ensures a company can
retain high performing employees and attract more talent to a company by highlighting their
continued support and motivation for Human Resources to motivate growth and development
(Tarique and Schuler, 2010). Correspondingly, Nneji and Asikhia (2021) states that
organizational culture is another benefit that comes with investing in HRD processes and
practices. Human Resource Development Professionals play a significant role in creating
promoting a positive work environment. This ends up acting like a domino effect whereby a
positive work environment leads to an enhanced employee morale, satisfaction and well-being
that leads to an enhanced collaboration efforts, teamwork and effective communication that are
directed towards the company’s strategies objectives and goals (Rasak Bamidele, 2022).
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