PRINCIPLES OF EDUCATION AND TRAINING (PTD712S)
FEEDBACK TUTORIAL LETTER 1
SEMESTER 2 OF 2015
Dear Student
The aim of this tutorial letter is to give you feedback on assignment one.
General Comments
This assignment was based on Case study with one application question, hence performance was above
average. However some of you did not comply with assignment requirements by submitting typed-written
assignments. Some handwritings were undecipherable and work was just sloppy and untidy. Next time
you will score a zero for not complying with assignment criteria.
Referencing still seems to be a problem. The Poly is using APA referencing style; a guide that is available
at the Poly library and could be bought for a mere N$ 30.00. Please try to get a copy; you will need it
especially for your research projects.
Feedback on assignment one
Case Study: Supporting a Training and Development Culture at TNT
Background
TNT Namibia Ltd, the express and logistics delivery service, employs over 1500 staff working throughout
the Namibia and SADC. The majority of these employees work at one of over 20 major depots as drivers
or operational loaders, servicing both the Namibia and international and SADC. The delivery and logistics
industry is heavily monitored to ensure that the flow of parcels can be tracked, but also for security
reasons.
TNT believes in 'growing your own timber', promoting staff from within the company; several depot
general managers started out as drivers or indoor sales executives. It is therefore important to TNT that
staff have a meaningful development path. One of the challenges has been to change the attitude of line
managers from 'my job is getting parcels out' to 'my job is to develop my staff to do their jobs better'.
Unusually for an organisation employing mainly blue-collar staff, all staff, from drivers and loading bay
operators to general managers and directors, have annual appraisals.
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Promoting the Development Culture
TNT is committed to Investors in People (IiP) and has won awards for its training and development. The
company firmly believes that individual learning, rather than directive training, is critical to business
success. To quote from one of the managers, John Shilongo, Depot General Manager, 'Training,
developing and empowering your people gives you the freedom and the confidence to make changes
quickly, affect your business positively and achieve results.' The benefits of this culture can be seen in
better delegation, succession planning, and in reducing staff turnover - crucial when there is a national
driver shortage.
This view is articulated and promoted through the production of a people development charter. This one
page document is displayed prominently throughout all offices and depots and is highlighted as part of the
induction process. The charter outlines what is expected from senior managers, line managers and staff
in the following terms:
All TNT managers will:
•
remain actively committed to the development of TNT people
•
work to build a company culture which encourages and supports learning
•
lead by example in developing people
•
recognise and respect the valuable contribution of our people
Your line manager will:
•
actively encourage your personal and professional development
•
provide you with regular feedback on your performance
•
help you to continuously improve your skills and knowledge
•
ensure your learning is linked to the success of your team and the company
You should:
•
take responsibility for your own development and learning
•
apply new skills and knowledge at your workplace
•
know that whatever your job, wherever your location, you have the opportunity to
develop
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Supporting and Auditing Training and Learning
A team of eight regional training officers, managed by a regional training manager, supports and audits
the systems in place for training and learning. They must ensure that 'what is promised' happens. Their
responsibilities include: monitoring and supporting line managers at depots; carrying out all internal
audits; checking personnel files and appraisal forms.
Line managers undertake appraisal training as part of their management training and carry immediate
responsibility for ensuring all their staff have meaningful appraisals. The regional training officers support
line managers but also check that appraisals take place annually and that any training needs that are
identified are met.
One of the key reasons for the success of TNT's training and learning interventions is its evident
alignment with the culture and practices of the organisation. Regular performance indicators on the
training and learning efforts (for example appraisal forms completed and training requests met) are
produced and discussed at management meetings.
As John Strong, Head of People Development says 'It's imperative that our line managers take their
people management responsibilities seriously to enable them to develop their staff for success. The
regional training officer's role is to support and encourage line managers in their people management
responsibilities as well as to report and assess how they perform against target.'
1. What according to the case study is the mission of TNT?
•
(4)
The mission is of TNT is to transport and track parcels all over the world. This
express and logistics delivery service ensures that the flow of parcels can be
tracked, but also for security reasons.
2. Explain your understanding the following statement and concept:
•
”growing out own timber” –TNT believes in developing their own employees through
training and learning intervention programmes; for example several depot general
managers started out as drivers or indoor sales executives.
•
“Blue-collar” staff- are regarded as those doing physical/manual labour mostly in
operations or example in the case of TNT-
drivers or operational loaders.
(2)
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3. Identify one challenge that TNT is currently facing.
•
(2)
One of the challenges has been to change the attitude of line managers from 'my
job is getting parcels out' to 'my job is to develop my staff to do their jobs better'
4. What are the benefits of the training and learning intervention for TNT?
•
(6)
'Training, developing and empowering your people gives you the freedom and the
confidence to make changes quickly, affect your business positively and achieve
results.' The benefits of this culture can be seen in better delegation, succession
planning, and in reducing staff turnover - crucial when there is a national driver
shortage.
5. How is training and development promoted in TNT?
•
(2)
It is being promoted through the production of a people development charter
6. What methods does TNT employ to get the message across in order to engage as many
employees as possible?
(4)
•
This one page document is displayed prominently throughout all offices and
depots and is highlighted as part of the induction process. The charter outlines
what is expected from senior managers, line managers and staff.
7. How are these training interventions supported in TNT?
•
(4)
A team of eight regional training officers, managed by a regional training manager,
supports and audits the systems in place for training and learning. Their
responsibilities include: monitoring and supporting line managers at depots;
carrying out all internal audits; checking personnel files and appraisal forms.
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8. Why do you think is TNT so successful in their training and learning interventions?
•
(4)
One of the key reasons for the success of TNT's training and learning interventions
is its evident alignment with the culture and practices of the organisation. Regular
performance indicators on the training and learning efforts (for example appraisal
forms completed and training requests met) are produced and discussed at
management meetings.
9. How do training officers contribute to the training and learning intervention in TNT?
•
(4)
The regional training officer's role is to support and encourage line managers in
their people management responsibilities as well as to report and assess how they
perform against target.'
10. Describe the conditions under which performance appraisal normally should take place. (14)
Performance appraisal is a process conducted within an organisation to access the
performance of staff within their various positions. Performance objectives are done
based on the job description of the employee.
The appraisal process should be conducted under the following conditions:
•
The employee and the line manager should agree on targets or goals that the
employee should work towards. These goals should be agreed upon in advance to
allow the employee to have time to perform and achieve them in the timeframe
agreed upon. These goals are usually the key performance areas (KPA’s) drawn
from the job description for the employee to focus and excel on.
•
Performance reviews are done from time-to-time with the line manager to discuss
the job performance, targets or goals and to identify potential training needs.
•
Dependent on the needs of both the employee and the company, the appraisals are
either done quarterly, every six months or once a year.
•
One-on-one appraisal meetings are held to discuss progress, challenges and
failures on agreed goals- for immediate remedial action.
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•
The employee should be given sufficient time to conduct a self-appraisal before
the line manager do his/her part upon which the one-on-one discussion follows.
•
The line manager should give the appraise time to bring forward any internal or
external elements that could affect his/her performance and not just take a
decision due to his/her position of authority.
•
The outcome of the discussion should not only be to assess performance but also
to identify strengths and weaknesses and draw up a plan of action for
improvement.
11. List the approaches for measuring performance.
(4)
Approaches to Measuring Performance
•
Trait Approach
•
Behaviour Approach
•
Results Approach
•
Comparative approach
Useful tips for writing exams:
•
Make sure you master the learning objectives stated in the beginning of a chapter of the study
guide as well as in the prescribed textbook.
•
Make sure you work through all relevant chapters thoroughly.
•
“Compress you work.
•
Make shorter notes than that which you have in your notebooks and work printouts.
•
Focus on structured questions as well. Learn them by heart, as you are likely to obtain a lot of
marks in the exams, if you know them.
•
Remember: All structured questions are potential goldmines for marks in the exams. But it
depends on you and it will help you score in multiple choices questions as well as true/false.
•
This will eliminate the chances of guessing and wasting time.
•
Start studying well in advance as each one has a different learning style.
•
Don’t hesitate to consult the library staff at the Polytechnicon for assistance.
•
When
doing
Internet
search,
consult
the
new
Subject
Portals
pages
under http://www.polytechnic.edu.na/library/search/portals.hph.
•
The Subject Portals is an excellent resource for information. You won’t be disappointed.
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•
The old online examination papers are often a great help. By studying one of those, you will have
an
idea
more
or
less
what
to
expect.
See
old
papers
at
URL: http://www.polytechnic.edu.na/library/search/exam_papers.hph
Good luck with the exams.
Mr. L.J. Bock
Tel: 081 896 5385
E-mail: lbock@polytechnic.edu.na
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