Semester 1 Final Assignment Professional Practice

Professional Practice
Semester 1 Final Assignment

LO1, LO2, LO3, LO4
CSD 72
Ifaz Hussain
1
Contents
LO1 Part 1 – Organizing a Training Event.....................................................................................................4
Task 1 – IT-BPM Company and Recruitment............................................................................................4
Task 1.1 – Vision and Mission..............................................................................................................4
Task 1.2 – Induction Program..............................................................................................................4
Task 1.3 – IT Training Event.................................................................................................................5
Task 1.4 – Effective Use of Communication Skills................................................................................5
Task 2 – Event Schedule..........................................................................................................................6
Task 2.1 – Event Budget.......................................................................................................................6
Task 2.2 – Event Master Plan...............................................................................................................6
Task 2.3 – Contingency........................................................................................................................8
Task 3 – Event Plan..................................................................................................................................8
Task 3.1 – IT Training Event Agenda....................................................................................................9
Task 3.2 – Audience Feedback and Analysis........................................................................................9
Task 4 – Event Teamwork......................................................................................................................14
Task 4.1 - Responsibility.....................................................................................................................14
Task 4.2 - Teamwork..........................................................................................................................14
Task 4.3 - Negotiating........................................................................................................................14
Task 4.4 - Patience.............................................................................................................................14
Task 4.5 - Leadership.........................................................................................................................14
LO1 Part 2 – Training Event Presentation..................................................................................................15
Task 5 – Presentation slides...................................................................................................................15
LO2 Part 1 – Problem and Problem solving skills.......................................................................................29
Task 6 – Employee Feedback and Analysis............................................................................................29
Task 7 – Problem Solving Techniques....................................................................................................33
Task 8 – Problem Solving Tools..............................................................................................................33
Task 9 – Improving Employee Performance..........................................................................................34
Task 9.1 – Reducing Worktime..........................................................................................................35
Task 9.2 – Reducing Workload...........................................................................................................35
Task 9.3 – Providing Incentives..........................................................................................................35
Task 9.4 – Time scale.........................................................................................................................35
Task 9.5 – Solution Evaluation...........................................................................................................36
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Task 10 – Critical Reasoning...................................................................................................................38

Task 10.1 – Steps to Critical Thinking.................................................................................................39
LO2 Part 2 – Presentation..........................................................................................................................40
Task 11 – Employee Well-Being.............................................................................................................40
LO3 Part 1 – Teamwork within the event..................................................................................................52
Task 12 – Teamwork Characteristics......................................................................................................52
Task 12.1 – Teamwork Standards......................................................................................................52
Task 12.2 – Teamwork Obstacles.......................................................................................................52
Task 13 – Impact of Teamwork..............................................................................................................52
Task 14 – Working with others..............................................................................................................53
Task 14.1 – Being an Effective Team Member...................................................................................53
Task 14.2 – Difference between Group and Team.............................................................................53
Task 15 – Team Roles............................................................................................................................54
Task 15.1 – Belbin’s Team Role..........................................................................................................54
Task 15.2 – Critical Self Evaluation.....................................................................................................54
Task 16 – Group Development..............................................................................................................55
Task 16.1 – Forming...........................................................................................................................55
Task 16.2 – Storming.........................................................................................................................55
Task 16.3 – Norming..........................................................................................................................55
Task 16.4 – Performing......................................................................................................................56
Task 16.5 – Adjourning......................................................................................................................56
LO4 Part 1 – Continuing Professional Development(CPD).........................................................................58
Task 17 – Importance of CPD.................................................................................................................58
Task 18 – Personal CPD..........................................................................................................................58
Task 19 – Motivation.............................................................................................................................64
Task 19.1 – Motivational Theories Comparison.................................................................................66
Task 19.2 – Best Motivational Theory................................................................................................67
Task 20 – Importance of CPD in IT-BPM industry..................................................................................67
Task 20.1 – Measuring CPD Effectiveness..........................................................................................68
References.................................................................................................................................................70
Figure 1 - Training Event Budget..................................................................................................................9
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Figure 2 - Training Event Master Plan..........................................................................................................9

Figure 3 - Training Event Poster.................................................................................................................10
Figure 4 - Training Event Contingency Plan...............................................................................................11
Figure 5 - Training Event Contingency Budget...........................................................................................11
Figure 6 - Training Event Agenda...............................................................................................................12
Figure 7 - Audience Feedback Q1..............................................................................................................13
Figure 10 - Audience Feedback Q4............................................................................................................14
Figure 14 - Task 5.1....................................................................................................................................18
Figure 15 - Task 5.2....................................................................................................................................18
Figure 16 - Task 5.3....................................................................................................................................19
Figure 17 - Task 5.4....................................................................................................................................19
Figure 18 - Task 5.5....................................................................................................................................20
Figure 19 - Task 5.6....................................................................................................................................20
Figure 20 - Task 5.7....................................................................................................................................21
Figure 21 - Task 5.8....................................................................................................................................21
Figure 22 - Task 5.9....................................................................................................................................22
Figure 23 - Task 5.10..................................................................................................................................22
Figure 24 - Task 5.11..................................................................................................................................23
Figure 25 - Task 5.12..................................................................................................................................23
Figure 26 - Task 5.13..................................................................................................................................24
Figure 27 - Task 5.14..................................................................................................................................24
Figure 28 - Task 5.15..................................................................................................................................25
Figure 29 - Task 5.16..................................................................................................................................25
Figure 30 - Task 5.17..................................................................................................................................26
Figure 31 - Task 5.18..................................................................................................................................26
Figure 32 - Task 5.19..................................................................................................................................27
Figure 33 - Task 5.20..................................................................................................................................27
Figure 34 - Task 5.21..................................................................................................................................28
Figure 35 - Task 5.22..................................................................................................................................28
Figure 36 - Task 5.23..................................................................................................................................29
Figure 37 - Task 5.24..................................................................................................................................29
Figure 38 - Task 5.25..................................................................................................................................30
Figure 39 - Task 5.26..................................................................................................................................30
Figure 1 - Task 6 Q1...................................................................................................................................32
Figure 2 - Task 6 Q2...................................................................................................................................33
Figure 3 - Task 6 Q3...................................................................................................................................33
Figure 4 - Task 6 Q4...................................................................................................................................34
Figure 5 - Task 6 Q6...................................................................................................................................35
Figure 6 - Task 6 Q5...................................................................................................................................35
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Figure 7 - Task 6 Q7...................................................................................................................................36

Figure 8 - Task 8 RCA.................................................................................................................................37
Figure 9 - Task 9.5 Q1................................................................................................................................39
Figure 10 - Task 9.5 Q2..............................................................................................................................39
Figure 11 - Task 9.5 Q3..............................................................................................................................40
Figure 12 - Task 9.5 Q4..............................................................................................................................40
Figure 13 - Task 9.5 Q5..............................................................................................................................41
Figure 14 - Task 9.5 Q6..............................................................................................................................41
Figure 15 - Task 11.1..................................................................................................................................43
Figure 16 - Task 11.2..................................................................................................................................43
Figure 17 - Task 11.3..................................................................................................................................44
Figure 18 - Task 11.4..................................................................................................................................44
Figure 19 - Task 11.5..................................................................................................................................45
Figure 20 - Task 11.6..................................................................................................................................45
Figure 21 - Task 11.7..................................................................................................................................46
Figure 22 - Task 11.8..................................................................................................................................46
Figure 23 - Task 11.9..................................................................................................................................47
Figure 24 - Task 11.10................................................................................................................................47
Figure 25 - Task 11.11................................................................................................................................48
Figure 26 - Task 11.12................................................................................................................................48
Figure 27 - Task 11.13................................................................................................................................49
Figure 28 - Task 11.14................................................................................................................................49
Figure 29 - Task 11.15................................................................................................................................50
Figure 30 - Task 11.16................................................................................................................................50
Figure 31 - Task 11.17................................................................................................................................51
Figure 32 - Task 11.18................................................................................................................................51
Figure 33 - Task 11.19................................................................................................................................52
Figure 34 - Task 11.20................................................................................................................................52
Figure 35 - Task 11.21................................................................................................................................53
Figure 36 - Task 11.22................................................................................................................................53
Figure 1 - Team & Group Difference (Asana, 2021)...................................................................................56
Figure 2 - Belbin's Team Role Assigned.....................................................................................................57
Figure 1 - Employability Skills....................................................................................................................62
Figure 2 – Qualification..............................................................................................................................63
Figure 3 - SWOT Analysis...........................................................................................................................64
Figure 4 - PDP step 1..................................................................................................................................65
Figure 5 - Enforcing Strength.....................................................................................................................65
Figure 6 - Developing Problem Areas........................................................................................................65
Figure 7 - Personal Development Plan.......................................................................................................66
Figure 8 - Maslow’s Hierarchy of needs (Knowledge Hut, n.d.).................................................................68
Figure 9 - Herzberg's two factor theory (Knowledge Hut, n.d.).................................................................68
Figure 10 - Motivational Theories Comparison..........................................................................................70
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Semester 1 Assignment
Learning Outcome 1
CSD 72
Ifaz Hussain
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LO1 Part 1 – Organizing a Training Event

Task 1 – IT-BPM Company and Recruitment
When it comes to the IT-BPM sector in our country which started out in the Philippines and
took five years to develop in our own soil, the strategy adopted was defined by a consultative
process between both public and private stakeholders as the goal was to make the country an
international destination for IT-BPM and also Asia’s favorite Centre of excellence.
Things seem to be looking up for the country as there’s been substantial expansion and growth
over the last 10 years with the industry growing more than 300% and acquiring US$1.2 billion in
revenue.
Training and development have been one of the main focus of investors as they spend 5 - 10
times more than other industries and there’s also generally better compensation provided to
employees.
As a software engineer working in this field our company expects the best not just of myself but
of everyone no matter the rank, qualification or experience. To understand the company, one
must understand the Vision and Mission of the company:
Task 1.1 – Vision and Mission
Vision
 To become a primary innovator and leader in the world of Information Technology.
 To become a Facilitator of growth and experience for people who work here.
 To achieve success through hard work, determination and co-operation.
Mission
 Utilizing all resources available in a smart and efficient manner to achieve growth.
 Providing efficient training to employees and giving proper experience for a strong
backbone.
 Using various research methods to acquire and maintain an edge in the industry.
 Co-operating with partners to achieve national success.
Task 1.2 – Induction Program
This industry has a lot of job opportunities for those aspiring to join our company and when
new recruits arrive a selected group within the company will organize a one-day induction
program for those recruits. The group will consist of myself, an HR department executive, a
marketing consultant, and a finance manager.
Structure
The program will first make them aware of how the company is structured as they will be
involved in the in one of six departments under a Chief Executive Officer (CEO), the
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departments being, Production Department, Operations Department, Finance Department,

Administration Department, Marketing Department, and the Business Coordination
Department (Keaton, 2021).
Procedures
The new employees will also have to understand the procedures to be followed when they start
work such as understanding the vision and mission of the company, appropriate behavior and
conduct, not to take for granted the vacation and sick leave, what qualifies as compensation,
understanding the health benefits policy, and other procedures like safety and attire
(popleHum, n.d.).
Expectations and Requirements
No matter the qualification and experience of the employees everyone will still have to work by
displaying a respectful attitude towards their peers and be honest with them. They will have to
understand that they are now representing the organization and will have to be careful and
responsible in how they are perceived by others. There are reasons why the company chose
these individuals as they are greatly qualified and experienced or have some of the greatest
potential to grow and as such certain standards will have to be set when working (Schooley,
2020).
Task 1.3 – IT Training Event
For those directly working in IT a special training event will be organized. This event will be
focused on the programming language known as C#. The event will take place at B.M.I.C.H and
employees will be notified via social media, email and direct notice. It will be held on
16/12/2021 and 17/12/2021 and will be a 5-hour,30 minutes long event with 500 employees
attending per Day for two days. A facilitator by the name of Irfan Ibrahim will give a special
presentation on C# to have a better understanding of the language. There will also be activities
for the employees to take part in and prizes to be won.
Task 1.4 – Effective Use of Communication Skills
Even if this is a training event the interest of the audience was very crucial to make sure every
important point is captured and the employees leave the hall much more informed than when
they arrived hence the presenter made sure his verbal vocabulary and charisma was more
down to earth and at times even humorous while still delivering the importance and
functionality of the programming language that was to be learned by these employees (Lumen,
n.d.).
It’s not just how the presenter delivered the presentation verbally that matters of course, even
non-verbal cues and movements were used to communicate with the audience once again in
order to capture their interest in the event as the presenter made various non-verbal
expressions throughout the event and this was enough to keep the employees focused and not
dose off while in the middle of the event (Lumen, n.d.).
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Task 2 – Event Schedule

The main objective of this event will be to familiarize the employee when it comes to the
programming language of C#.
The team involved in organizing this event will be myself as the head of the production
department, Arosha Dinal as a marketing consultant, Dilip Roy as an HR executive, Azkhaan
Junaid as a finance manager, Yohan Dissanayake as marketing executive, and Umair Zameer as
CEO.
Task 2.1 – Event Budget
There were certain costs that were incurred when planning this event and a budget breakdown
was created to record these costs.
Expense Cost
Venue Cost Rs. 30,000

Food and Drinks Cost Rs. 20,000
Presenter Cost Rs. 20,000
Transport Cost Rs. 5,000
Prize Cost Rs. 6,000
Total Rs. 81,000
Figure 1 - Training Event Budget
Task 2.2 – Event Master Plan
C# Training Event Master Plan

Event aspect Plan
Venue B.M.I.C.H Hall
Date 16th and 17th December 2021
Time 10:00am – 03:30pm
Capacity 500 employees per Day
Presenter Mr. Irfan Ibrahim
Activities IT Programming Quiz
Refreshments Fish buns, Samosas and fruit juice.
Sponsors Wavehunt Inc.
Figure 2 - Training Event Master Plan
The training event will be held on

December 16th 2021 at the B.M.I.C.H Hall
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and will be sponsored by Wavehunt Inc. To further encourage employees to attend the event, a
poster was designed by the marketing department to further brand this event.
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Task 2.3 – Contingency

Of course, things could go array and especially in this time period with the Corona virus still at large in
the world we already had to limit the attendance to just 500 in accordance with Covid-19 guidelines, but
should there be another deadly wave to hit the country then a contingency plan will be required.
C# Training Event Contingency Plan

Event aspect Plan
Venue Virtual through Zoom
Date 16th December 2021
Time 10:00am – 03:30pm
Capacity 1000 employees
Presenter Mr. Irfan Ibrahim
Activities IT Programming Quiz
Refreshments -
Sponsors Wavehunt Inc.
Figure 4 - Training Event Contingency Plan
The budget also will be adjusted accordingly.
Expense Cost
Meeting Cost Rs. 4,000

Presenter Cost Rs. 20,000
Prize Cost Rs. 6,000
Total Rs. 30,000
Figure 5 - Training Event Contingency Budget
As seen in the above tables the capacity will be increased as the Event will be virtual and so more
employees will be able to join as Covid-19 guidelines don’t apply when at home.
Task 3 – Event Plan

This event was planned by taking into consideration the goal of this event which is to learn
more about C# and a special team was organized as mentioned before to bring this event into
fruition. We then established our budget and set the date and time and also created a master
plan. We then booked our venue at B.M.I.C.H Hall and branded our event to the theme of C#
and included a poster as well. We also were able to get sponsored by Wavehunt Inc. which is a
software and web developing company.
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We felt that the most suitable activity would be a quiz based on IT and general programming as
employees attending the event will have some prior knowledge and might either refresh their
memory on the subject or even learn something new.
The workloads were prioritized based on which department will be most appropriate to handle
it. The budget and cost recording were handled by the finance department, whereas finding the
presenter, creating the poster, and booking the venue was in the hands of the marketing
department. The structure of the event, planning of the activities and prizes was handled by the
production department, recording the progress of the event planning and attending to
employee needs and complaints was handled by the HR department. Coordinating the event
planning and creating the master plan was done by the CEO. Contingencies were also done by
the marketing, Finance, and production department.
Each department involved had their assigned tasks and deadlines for when to complete those
tasks as the event needed to completed not just quickly, but efficiently as well. In order to make
sure the tasks were completed on time, incentives were provided such as bonuses, raises and
even promotions which seemed to motivate all those involved to complete their respective
tasks as efficiently as possible.
Task 3.1 – IT Training Event Agenda
TIME EVENT PRESENTER
10:00AM – 10:10AM Welcome Speech Arosha Dinal

10:10AM – 10:25AM Industry Introduction Dilip Roy
10:25AM – 10:40AM Company Introduction Umair Zameer
10:40AM – 12:25PM Presentation on C# Irfan Ibrahim
12:25PM – 01:00PM Break
01:00PM – 01:30PM Q & A Session Irfan Ibrahim
01:30PM – 02:45PM IT Based Quiz Ifaz Hussain
02:45PM – 03:15PM Prize Giving Ceremony Azkhaan Junaid
03:15PM – 03:30PM Thank You Speech Yohan Dissanayake
Figure 6 - Training Event Agenda
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Task 3.2 – Audience Feedback and Analysis

After the event we passed a survey onto the audience about the event and received their
feedback.
Figure 7 - Audience Feedback Q1

We first inquired about how generally rated this event on a scale of 1-5 and it seems to overall
be positive feedback as 80% of the respondents rated it at least 4/5 and the balance 20% giving
a 3/5 rating suggests that even they found it to be somewhat good.
According to the survey it seems most of the employees felt there was at least a good
atmosphere if not amazing which is required to further help them absorb whatever is being said
in the event with great interest. However, there seems to be a few who felt the atmosphere
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was below par and the team certainly needs to address this as it could lead to those few
employees not absorbing as much as we want them to in this event.
In this it definitely seems as the atmosphere might’ve affected how some people captured
everything that was said in a negative manner as while the majority of employees were to
capture most of what was said if not all of it, there are once again a few outliers that need to be
addressed.
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It seems the presenter Mr. Irfan Ibrahim was able to do a very good job as he was able to make
the presentation rather interesting for around 80% of the employees attended. This means that
employees will at the very least be looking to explore more C# and that in turn will benefit the
company.
The presenter definitely was creative and innovative enough to make around 50% of the
audience feel as if they learned something new despite their qualifications and educational
backgrounds and this will in turn develop the character of the employees who might feel that
there’s a lot more to programming than they imagined.
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The quiz proved to be quite interesting as expected since employees already have the
knowledge that they possess to answer most question, but at the same time it was still a little
challenging for most to spark some thought in their minds and for some it looked to be almost
too easy which is a good sign showing that they might prove to be a valuable asset for the
company.
The presenter was able to present very well according to at least half of those surveyed and
around 90% think that at the very least his presentation was good enough and the worst review
seems to suggest that his delivery was just okay. This altogether is a good thing for the
company because if the presentation was delivered well, chances are employees absorbed a lot
from it.
Overall the positives of this event tend to be that most recruits found it beneficial, the
atmosphere was great for most of them, most were able to capture what was being said and
even found it very interesting along with learning something new from the event, even the
questions at the quiz seemed to be challenging enough for most employees although some
found it too challenging while others not so much, the presenters’ delivery was also another
positive as he was able to keep the audience hooked and interested by even presenting things
that were rather new at least based on what the audience responded in the survey and he was
also able to explain in a way that most of the audience was able to capture it.
The negatives of this event were that there were a minority of people who generally rated this
event as a bit below standard as they felt that the atmosphere wasn’t great and they were only
able to capture a bit of what was presented by the presenter and as such they probably
couldn’t find it interesting, but it must’ve rather frustrating which only hampered their ability to
learn anything new from the event. Some people found that the quiz was too easy and weren’t
really feeling excited, but rather bored with answering the questions while some found it to be
too hard which only frustrated them. Few people found the delivery of the presenter to be
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rather average and this might have only added to them not capturing much of the presentation
which might’ve also contributed to more frustration.
Task 4 – Event Teamwork
Organizing an event is a team effort and as such there’s a lot of soft skills involved in the
process.
Task 4.1 - Responsibility
Each person and each department involved will have to take responsibility for their respective
task and they had to do those tasks while understanding that it is all interconnected and if one
task is faulty then the whole event will end up faulty irrespective of how well other
departments have done and with the incentives in place these faults were greatly minimized to
the point where they could be easily corrected (iStudy, n.d.).
Task 4.2 - Teamwork
Communication and coordination between individuals and departments was key when
organizing the event and also when running the event as the group had to collectively work
together to ensure a smooth and efficient process was occurring when planning and running
the event. If there was any miscommunication or lack of communication or even no proper
coordination within the team, then the event would have had to be delayed or even cancelled
which would not help the organization to reach their goal of a better trained workforce (Youth
Employment UK, n.d.).
Task 4.3 - Negotiating
Organizing this event was also at times a bit more diplomatic as negotiations had to take
especially when trying to get sponsors and booking the hall to accommodate as many
employees as we can. Therefore, the team had to show its’ character by assuring sponsors a
successful event and money well spent, and discipline was required in order to fit 500 students
per day for two days following the Covid-19 guidelines to ensure an outbreak won’t happen
(karrass, 2019).
Task 4.4 - Patience
A great deal of patience was required when communicating and coordinating within the team
especially when mistakes were made or tasks had to be redone, but the team was able to
persevere and come out with a good training event for its’ employees (Todorovic, 2021).
Task 4.5 - Leadership
There was great leadership shown especially from the CEO who coordinated the event planning
and from myself who oversaw the event functioning properly along with the HR executive. We
had to not only coordinate, but also motivate everyone involved especially when mistakes were
made as that tended to demoralize not just the individual, but the whole team as the tasks
tended to be interconnected with each other (Todorovic, 2021).
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LO1 Part 2 – Training Event Presentation

Task 5 – Presentation slides
Figure 14 - Task 5.1
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Learning Outcome 2
CSD 72
Ifaz Hussain
31
LO2 Part 1 – Problem- and Problem-solving skills

Problems are basically situations or scenarios where something is wrong somewhere with
regard to anything be it a person or an object or anything else and this needs to be overcome.
To overcome problems, we’re going to need problem solving skills and these skills will be
through an analysis of the problem such as defining the Problem with the necessary tools (5
Whys, Appreciation, Root Cause Analysis, CATWOE), generating alternatives, evaluating and
selecting alternatives by considering quantitative and qualitative factors developing a plan to
implement solutions (ASQ, n.d.).
The IT-BPM industry like many other industries do face certain issues and problems that need
to be addressed and, in this report, we will be looking at one problem in particular and try to
find a solution for it. The problem in question is why over the past year employees’ overall
performance has gone down thereby lowering the standard within the industry. To analyze this,
we shall be using a particular tool known as the Root Cause Analysis tool.
Task 6 – Employee Feedback and Analysis
As it is well known that the world right now for the past year has been hit with a deadly
pandemic which is causing major issues for companies and industries to perform as efficiently
as they possibly can for this reason the industry has taken some drastic measures with regard
to its’ employees such as overworking them without appropriately rewarding them which can
lead to an increase in employee stress and a decrease in overall performance. A questionnaire
was prepared and passed out to employees working in the IT-BPM industry and the questions
were basically about their work issues within the industry over the last year.
Question 1
Figure 40 - Task 6 Q1
The results of this question finds that most employees who answered found it very difficult to
work this year in the industry generally compared with previous years.
Question 2
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Employees seem to have found it difficult manage their time over the last year which could be
for many reasons such increased workload and worktime. This could be concerning as not
properly managing time will make employees feel as if they aren’t organized which will only
stress them out and cause drops in production quality and even quantity.
Question 3
As expected, the lack of time management might’ve have been one of the reasons why stress
management for employees have plummeted over the last along with more work, wore hours,
and maybe even no proper rewards or incentives which could all increase stress and hamper
the quality of work the employee puts out.
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Question 4
As seen with the results of this question, the workload has definitely increased for most
employees which probably explains why their time management and stress management have
been ineffective.
Question 5
In this question, it seems most workers had to work overtime as well which might have been
required because of their increased workload and so if these two factors were playing a role in
lowering worker performance, then there’s also the possibility that workers are not rewarded
appropriately for their efforts either because the company can’t afford it or the company feels
that the extra work does not require extra reward.
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Question 6
With all the problems highlighted in the previous questions, it only natural that most
employees who answered this question answered negatively when asked if they feel motivated
to work as they had to increase their workload and even work overtime without proper
rewards or incentives and so they don’t have the desire to be creative or innovative or maybe
even work at all if the job wasn’t necessary for their survival. This demotivation will only cause
problems in production as either the quality or quantity or even both will go down.
Question 7
This question is to only confirms all the assumptions made so far as it highlights that most
employees have not been properly rewarded for their work and so it only contributed to the
workers being demotivated and causing a drop in their performance.
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Based on the answers given we can see perhaps what could have been the reason or reasons
for as to why overall employee performance has gone down over the last year. As expected,
because of the increase in workload without proper incentives and rewards, workers are under
pressure and don’t feel motivated to complete tasks which would most likely reduce the quality
of their work. So based on that we are now able to identify some of the causes of their low
performance and now we can appropriately address them to find a solution.
Task 7 – Problem Solving Techniques
When trying to solve this problem, we must first analyze the problem by defining what the
problem is and in this case the problem as mentioned before is an overall drop in employee
performance in the IT-BPM industry (ASQ, n.d.).
After Defining the problem, we have to evaluate and select alternatives. During the evaluation
process managers compare the alternatives by considering the quantitative factors which can
be measured numerically and are tangible in nature such as the questionnaire provided to the
employees, and qualitative factors which tend to be intangible in nature like the quality of work
or feelings of the employees (ASQ, n.d.).
After evaluating and selecting an alternative, we have to develop a plan in order to implement
the solution. There will be certain elements to this plan such as the process or action for solving
the problem will be followed one step at a time, having a communication strategy to notify
stakeholders, informing people who are affected by the change/who care for you if necessary,
identifying and allocating resources, having a timeline to implement the solution (ASQ, n.d.).
Task 8 – Problem Solving Tools
Certain tools can be used to help in defining the problem and they are:
The 5 Whys – The problem is defined by asking questions one at a time for 5 times based on the
word “Why”. This will help to get down to the root of the problem and once the basic
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foundation of the problem is identified, we would be able to start from there and our way back
up (MindTools, n.d.).
Appreciation – In this method you start with a fact and try to figure out the implications of that
fact by asking a question like “So what?” and you continue the process until you feel that you
have drawn out all possible conclusions (MindTools, n.d.).
Root Cause Analysis – This is where the problem becomes a symptom that is triggered by
certain events and actions that are interrelated with each other and by tracing back these
actions we’ll be able to determine the appropriate theories based on the actual theme where
the problem started and how it became the main problem, we are now facing (tableau, n.d.).
CATWOE – CATWOE is basically a mnemonic for Customers – Finding out who they are and how
they will be affected, Actors – The people who will be involved with the problem, the people
who will solve the problem and the impacts on their success, Transformation process – The
business activity or systems affected by the issue, Worldview – Finding out the bigger picture
with regard to the wider impact of the problem, Owner – Who owns the business and what role
will they play in solving the problem, Environmental Constraints – How will business rules and
procedures impact the success of the solution (improvement service, n.d.).
For our problem the tool which we will utilize to help in defining the problem will be the Root
Cause Analysis.
Figure 47 - Task 8 RCA
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Task 9 – Improving Employee Performance
Now that we’ve defined our problem as the overall decrease in employee performance, we
have to evaluate alternatives and implement the solution and even evaluate whether the
problem was solved or not.
We can start by first analyzing some of the answers from the questionnaire especially the ones
where most of the employees feel as if they are working for too long, working too much and on
top of that are not appropriately rewarded for their normal work either.
Task 9.1 – Reducing Worktime
We can start by reducing the time needed for an employee to work and give them room to
breathe as they will try to use that time to spend it with family and friends and increase their
happiness and well-being which will only motivate them more to work.
The minimum worktime will depend on company to company as there was a reason for this
increased worktime to occur in the first place. Therefore, companies can try to reduce
worktime to the least amount they feel possible and at the same time would still satisfy
employees.
Task 9.2 – Reducing Workload
If the worktime reduction is not enough or not possible then those companies along with the
ones who were able to reduce the worktime could try to also reduce the workload of the
employee by requiring, they do less tasks than before to at least achieve some of the benefits
like having more breathing room which might increase motivation.
Task 9.3 – Providing Incentives
Another thing to take into account are the rewards and incentives. If the company is still having
difficulty reducing workload or/and worktime, then incentivizing employees with additional
rewards such as bonuses or maybe even a raise in their salary could still motivate them to
perform more efficiently and productively. This is not limited to the companies who couldn’t
reduce workload and/or worktime as companies who were able to accomplish it can still try to
motivate their employees further by incentivizing them as well.
If the company doesn’t have proper financial strength to incentivize their employees, then
government assistance will have to be provided and if the government also does not have
proper financial strength to support them, then it will be up to some members of the
international community to help out.
Task 9.4 – Time scale
In order to reduce employee worktime, workload and providing incentives the process will have
to begin after notifying everybody involved including stakeholders and of course employees.
Since time and resources are going to be reallocated for employees, the company will need
time to plan how it’s going to be done. All in all, it should take about a week at least and 4
weeks at most. The solutions will be in place for the next 3 months to determine whether it was
affective or not.
38
Task 9.5 – Solution Evaluation

Based on the applied solutions we’ve handed out questionnaires again this time to company
CEOs to evaluate whether or not the solutions we provided were effective.
Figure 48 - Task 9.5 Q1
39
40

Based on the answers provided we can safely conclude that the solutions were quite effective
as the 3 months testing period has at the very least been generally good for the company with
the production quality at least somewhat improved for all companies and well improved for at
least 90% of the companies. The minimum rating for employee effectiveness being related was
7/10 whereas 70% of CEOs rated it 9/10 showing just how much the solutions positively
impacted the employees who in turn positively impacted the company. The revenue of all
companies involved have increased to at least on a scale of 8-10 along with future prospects
looking good with 90% of companies crediting employees contributing a lot to these positive
aspects.
Task 10 – Critical Reasoning
Thinking critically will constantly challenge ideas that seem to be a given even if it seems to be
functioning properly, critical thinking will help in finding better ones (Tomaszewski, 2021).
41
Task 10.1 – Steps to Critical Thinking

Identify the problem – When identifying the problem, make sure to be as precise as possible as
this can make it easier to find solutions (Tomaszewski, 2021).
Gather data, opinions and arguments – Be sure to look at several sources which can enable you
to present different ideas and points of view (Tomaszewski, 2021).
Analyze and evaluate the data – Check if the sources are reliable and if the conclusions are
backed by data or seem to be just an argument or opinion. Also, if there is a hypothesis make
sure there is enough data or information to support it (Tomaszewski, 2021).
Identify Assumptions – Make sure your sources are as unbiased as it can be and also that you
didn’t have any bias when searching for answers (Tomaszewski, 2021).
Establish Significance – Identify if the information is important and if the sample size is
sufficient and also if any arguments or opinions presented is relevant to the problem
(Tomaszewski, 2021).
Reach a Conclusion – Weigh the strengths and limitations of all possible options and see which
one/ones are possible and sufficiently supported (Tomaszewski, 2021).
Present – Present the conclusion to stakeholders (Tomaszewski, 2021).
This is how critical reasoning and thinking will apply to a task or event which will enable in
eliminating or minimizing problems faced by the organization which will only lead to company
growth.
42
LO2 Part 2 – Presentation

Task 11 – Employee Well-Being
43
44
45
46
47
48
49
50
51
52
53
Learning Outcome 3
CSD 72
Ifaz Hussain
54
LO3 Part 1 – Teamwork within the event

Making sure that both the Induction Program and Training Event for our new recruits had a very
successful depended on our team to work efficiently together and that includes having proper
team dynamics and even adapting to unfamiliar environments.
Task 12 – Teamwork Characteristics
Our team consisted of very talented individuals who each had their own skills to apply to their
respective tasks as we worked together on both the induction program and training event while
also supporting each other to the best of our ability.
Task 12.1 – Teamwork Standards
In order to efficiently complete planning our training event we had to set certain standards as a
team such as setting group goals and coming to meetings prepared. Everybody had to try and
pull their weight in the team by providing their contributions on time which could be helped by
setting individual goals which match the overall team goals. Timelines were set for team
objectives and the CEO was appointed to lead and motivate us. We all had clear roles and
responsibilities and we tried not to criticize teammates when they were not present.
Communication was rather open as we discussed our progress and status and made group
decisions after the discussion was over. Conflict within the team had to be managed positively
by appreciating differences between individuals. There were times where we had to take risks
as well while also trying to balance between our own individual roles and team-related roles
(Athens Micro, 2021).
Task 12.2 – Teamwork Obstacles
There were times where our progress was being hampered and the team wasn’t working as
efficiently as we would have liked. This made us look out for certain developments within the
team to address them and resolve them. Individual members at times might try to persuade
their fellow team mates on their own view without respecting and/or appreciating the other
views and they might even focus on their own interest over their team goals. There might even
be a problem with the decision-making process which will only lead to delays and/or
inefficiencies. A lack of leadership or even just poor leadership could just result in lower
motivation for the rest of the team which might drop their quality of work. Team roles have to
be made clear otherwise there would just be confusion which will result in the team performing
below par. There also could be other factors causing a lack of motivation such not providing
proper rewards or incentives for the completed tasks. The goals of the team should be properly
outlined for everyone and it should be ensured that there is to be no conflict among different
individual goals or even team goals. A proper line of communication has to be established as
poor communication will only result in further delays or inaccuracies (Egeland, 2019).
Task 13 – Impact of Teamwork
Working with this team certainly opened up some opportunities for improvement and this was
true for everyone involved as were able to learn different ideas, theories and solutions from
different people whose background might not be similar to ours as we discussed and built on
those ideas and even came up with some rather creative solutions. Our skills were developed as
55
we had to cooperate with each other and even sometimes compromised with each other and
we even had to delegate certain tasks while at the same time managing our time. Most
importantly though, it was an opportunity to just get along with everyone and even make some
new friends and expand our social circles (University of Birmingham, n.d.).
Working with this team didn’t just help us accomplish our project goal, but it also carries out of
the project such as if we were to leave the company whether it be on good terms or bad, our
resume can certainly be improved with our team working experience as many modern job
opportunities require teamwork as a necessary skill of the individual. Our learning experience is
also broadened to a much larger extent along with the development of our skills. There also
tends to be some modules which use teamwork as an assessment itself. These are the impacts
that working in a team within different environments would have on individuals’ part of that
team.
Task 14 – Working with others
Each member of the team tried to as effective as they possibly could and to do this, they tried
to follow certain individual standards within the team that is not related to their tasks, but
towards working with others.
Task 14.1 – Being an Effective Team Member
Individuals would often try to be encouraging towards other to motivate them a bit more while
also listening to different opinions from everyone involved. If someone was having difficulty
with their tasks or doing something related to their task, individuals will try to offer their help to
the best of their ability to ease off some of the burden from their teammate. It’s also important
for team members to not just listen to different ideas, but to build on them as well as this will
make the provider of those ideas to feel more motivated to perform better. Whether an
employee is a leader of a group or not is irrelevant when trying to include everybody in the
decision-making process as this will make them feel as if they are important. It’s also important
to properly and appropriately indicate whether or not you agree/disagree with an idea/opinion.
Pull your weight in the team by offering information or even making some suggestions.
Individuals must also look out for body language with their teammates as it helps in identifying
if they are satisfied or not with something (Kaye, 2016).
Task 14.2 – Difference between Group and Team
It’s important to note that what we accomplished was done as a team and not as a group as
there tends to be a difference between the two.
Comparison Group Team
When a task is completed by a People who collectively have one
Meaning collection of individuals working identity joining together to
together. accomplish their goal.
Leader One Leader May have more than one
Process Discuss, Decide and Delegate the Tasks Discuss, Decide and Do the Tasks
Focus Reaching Individual Goals Reaching Team Goals
Accountability On the Individual Can be Individually or Collectively
Leadership Unstructured Structured
56
Figure 76 - Team & Group Difference (Asana, 2021)
Task 15 – Team Roles

Each member of our team played a unique role in helping us achieve our goal which can’t be
described conventionally. Therefore, to get a better understanding, a framework known as
Belbin’s team roles shall be applied to understand how our members contributed to our
project.
Belbin’s Team Role is basically when team progress is effectively facilitated due to nine different
behavioral attributes identified by Dr. Meredith Belbin during her research at Henley (BELBIN,
n.d.).
Shaper: - These people are dynamic and they also challenge the team to improve (BELBIN, n.d.).
Implementer: - They try to get things done and turn the team’s ideas and concepts into
practical actions and plans (BELBIN, n.d.).
Completer-Finisher: - These people make sure projects are completed thoroughly (BELBIN,
n.d.).
Coordinator: - They tend to be calm and good natured and can even delegate tasks efficiently
while also recognizing the value each member brings to the table (BELBIN, n.d.).
Team Worker: - They try and provide support while also making sure that internal efficiency
between team members is maintained (BELBIN, n.d.).
Resource Investigator: - On behalf of the team, they develop contacts to go and explore any
available resource options and also handle any negotiations for those resources (BELBIN, n.d.).
Plant: - Provides new ideas and approaches by being creative and innovative (BELBIN, n.d.).
Monitor-Evaluator: - Analyzes and evaluates data (BELBIN, n.d.).
Specialist: - Contain specialized knowledge for the job in hand and fully commit to their field of
expertise (BELBIN, n.d.).
Task 15.1 – Belbin’s Team Role
Belbin’s Team Roles
Ifaz Hussain Arosha Dilip Roy Azkhaan Yohan Umair
Dinal Junaid Dissanayake Zameer
Implementer Resource Team Worker Team Worker Shaper Coordinator
Investigator
Specialist Monitor- Completer- Completer- Plant Shaper
Evaluator Finisher Finisher
Figure 77 - Belbin's Team Role Assigned
57
Task 15.2 – Critical Self Evaluation

As for my own role, I’m a Software Engineer which gives me a specialized skillset in what I bring
to the table as I would be the person who tends to have the best knowledge out of our group
regarding the programming language C# for our training event and I can even evaluate if the
presenter that we’ve chosen is up to the mark of what we want in this event. I also try to
convert my ideas as well as everyone else’s ideas into practical actions within the plan such as
deciding what to talk about in the event and using data from the marketing department to
suggest discussing about a programming language and using more marketing research data to
suggest learning about C#.
Task 16 – Group Development
The development of our team happened in five stages after we’ve formed our group and tried
to accomplish our goal. Each member had tasks that were at times interdependent and hence
would affect the performance of the entire group.
The model we’ll be using to analyze this development is one that was proposed by Bruce
Tuckman that included four stages called forming, storming, norming, performing and later a
fifth stage was added called adjourning.
Task 16.1 – Forming
This is where the new group is formed and the members come together and interact with each
other while being excited and anxious on trying to know the scope of the task and how to
approach it. They generally come with a desire to be accepted by others while avoiding conflict
and controversy (Megha, 2015).
When our team was formed there was also a general sense of excitement as there were some
new faces along with a few familiar ones. There was some angst in the air with regard to the
project we would receive. To better get to know each other we held a small get-together to
ease the tensions a bit.
Task 16.2 – Storming
This is where individuals will interact with each with regard to their tasks to be completed. This
stage also tends to be where conflict and competition among group members will be at their
peak as dominant members come in front while others remain silent and continue to remain in
the forming stage. That’s why in the storming stage the issues arising tends to be leadership,
responsibility, strategies, rules, authority, evaluation, reward systems etc. (Megha, 2015).
The board of the company held a meeting and relayed through the CEO the reward system and
structure of our team who in turn came up with strategies to complete the project.
Task 16.3 – Norming
After the roles and responsibilities are made clear for everybody involved, members start
settling in and begin to work towards the target while at the same time appreciating everybody
else’s experience and skills (Megha, 2015).
After identifying our tasks and how they are interrelated with other members’ tasks, we worked
according to the deadlines given as some members might relay on our task completion such as
58
when the marketing department has to collect data to find out the current demand of the
market and then only will the team be able to move forward in identifying what we need to
present in the event which ended up being about C#.
Task 16.4 – Performing
At this stage there tends to be synergy between team members as they work towards
accomplishing a goal by being flexible and interdependent. Members tend to know each other
well to the point of being able to handle any complex problem faced by the team. At this stage
everyone is task-oriented and people-oriented. Therefore, the roles and responsibilities of
members changes according to different situations while still performing efficiently (Megha,
2015).
As our team grew closer and everybody started to improve, meeting deadlines became much
easier and since we were comfortable around each other we felt more inclined to take a more
leadership role and express ourselves and even take other responsibilities as well.
Task 16.5 – Adjourning
The final stage of the group development is when the group is terminated and members are
separated as the main purpose of the group is fulfilled. There tends to be a sense of loss felt by
the former members due to this separation as well which has led to some authors referring to
this stage as “mourning or deforming” (Megha, 2015).
While the team was happy and proud of conducting a generally well-reviewed event, the fact
that the team was going to be split up now definitely made the outcome feel a little bitter-
sweet as everyone had grown closer to each other and there was a sense of uncertainty if they
would ever work together again.
59
Learning Outcome 4
CSD 72
Ifaz Hussain
60
LO4 Part 1 – Continuing Professional Development (CPD)

A CPD basically describes the measures used by an individual who is working or even reading a
course to develop their skills and abilities further as it enables learning to become conscious
and proactive, rather than passive and reactive. It is mediated by taking into account vocational
skills, practical skills into academic qualifications. It is important to maintain and continually
improve our skills even after finishing our formal education (BPP, 2020).
Task 17 – Importance of CPD
Global industries are continually evolving and it’s becoming more difficult to ignore the
importance of CPD as it will enable individuals to maintain or improve their current skills while
at the same time trying to reduce shortcomings which can provide them with a competitive
edge by setting them apart from many other candidates in job interviews for example (BPP,
2020).
By planning a CPD, individuals can take charge of their development and aspirations by being
personally empowered from professional autonomy thereby increasing their confidence in their
ability which can carry over into an improvement in work performance. This increase in
motivation can benefit employers as well due to the increased possibility that a motivated staff
tends to be more loyal to the company that supports their development (BPP, 2020).
Another benefit of having a CPD is that it ensures both academic and vocational qualifications
don’t become obsolete as individuals will be able to continually develop their proficiencies,
regardless of their standing and qualifications (BPP, 2020).
Task 18 – Personal CPD
Where am I now?
I am a software engineer working in the IT-BPM industry as the head of my company’s
production team.
Where do I want to be?
I wish to become the CEO of my company by the year 2024.
What do I have to do to get there?
Employability Skills Assessment Action Review
Improve focus by practicing through
Listening Good 7 days
techniques such as meditation.
Try to create and maintain a better and more
14
Time management Average productive schedule of daily life especially with
days
regard to doing projects.
Continue to Listen more and understand what
30
Communication Very Good is being said to properly capture what is being
days
said and then give appropriate responses.
Teamwork Good Continue to move with people and be more 15
61
friendly and open minded and help with

days
organizing events for experience.
Try to empathize with others to be more
13
Approachability Poor relatable to them by speaking to them in a
days
manner that is friendly and down to earth
Open up to others by continuously practicing
how to speak with them and mention any 10
Transparency Average
faults that were done by myself in an days
appropriate manner.
Try to initiate events and functions and lead
28
Leadership Good with the organizing process to get more
days
experience.
Continuously research more info related to
21
Problem Solving Average software and keep practicing things such as
days
programming and web designing etc.
Figure 78 - Employability Skills
Qualification Module Deadline Progress

HND in Business Business and the
Management Business December 2018 Completed
Environment
Marketing Essential December 2018 Completed
Human Resource
December 2018 Completed
Management
Management &
Operations
Management
April 2019 Completed
Accounting
Managing a
Successful Business April 2019 Completed
Project
Business Law April 2019 Completed
Entrepreneurship
and Small Business April 2019 Completed
Management
Research Project August 2019 Completed
Organizational
August 2019 Completed
Behavior
Operations & Project
Management or
Understanding &
Leading Change or
Global Business December 2019 Completed
Environment or
62
Statistic for
Management
Business Strategy December 2019 Completed
Strategy for
Management and December 2020 Completed
Marketing
Business Finance
Management
Cross-cultural
BSc (Hons) Business December 2020 Completed
Management
Administration
HR Management December 2020 Completed
Academic and
Professional December 2020 Completed
Development
Business Consultancy
Project
Business Skills for
Reading
Leadership
Management of
Strategy and
Reading
Organizational
Change
International
Business Issues and Reading
Practice
Enterprise and
Reading
Master of Business Entrepreneurship
Administration International
(MBA) Management in Reading
Context
Continued Personal
and Professional Reading
Development
Management
Reading
Research methods
International
Management /
Reading
Consultancy / Work
based Project
Figure 79 – Qualification
Experience – Head of Production Department for 8 years,
Strengths Weaknesses
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Communication
Reading
Problem solving
Presenting
Approachability
Listening
Time Management
Teamwork
Leadership
Opportunities Threats
Upcoming projects Project Deadlines
Group Works Tough Schedule
Group events Low workforce Motivation
Figure 80 - SWOT Analysis
Personal Development Plan

What are the key relationships that will be important for success in this role?
Finishing the Masters in Business Administration will allow me to have the
qualification to become the CEO of the company and to finish it properly, I’ll need to
keep my attendance up along with reviewing my assignments and submitting them.
What will be the key tasks that you will be performing?
The key tasks that I will be performing are in the field of Administration and even
Leadership.
What additional knowledge and understanding will you need?
I will need to understand a bit more on management, also I would be trying to
increase my experience as head of the production department while I’m reading my
masters.
With whom, and how will you mostly be communicating?
I will be communicating with my seniors and lecturers who are qualified or even
have experience in the field of business or management and it will be through many
mediums such as mail, email, text messages, and even physical meetings.
How clearly will your goals be defined?
My short-term goals are to complete my master’s in business administration and
continue with my experience as production head.
What personal pressures will this role impose on you?
I will have to maintain standards especially when I’m leading and managing while
still the production head, there will also be deadlines to meet and projects to be
completed. Also, there might be less time for socializing with family and friends than
before.
To fulfill the requirements of my role as a CEO I need to:
64
Finish HND in Business Management

Finish BSc (Hons) Business Administration
Quali Complete Master of Business Administration
ficati (MBA)
on
11 Years as Head of Production Department

Expe 5 Years as Head of IT
rienc
e
Figure 81 - PDP step 1
The requirements of my role:

Area of Strength How to use it more intensively
Communication Use it to express my ideas and opinions more especially during meetings
Listening Skills Use it to empathize with colleagues and subordinates to improve their
trust with me
Teamwork Use it to improve my coordination with others and improve my
relationship with everyone involved
Leadership Use it to get things done and motivate people involved in any team I’m a
part of.
Figure 82 - Enforcing Strength
Areas for Development:

Problem Areas Develop
Approachability Open up to someone I trust to be more down to earth which will help
me be more approachable with everyone else.
Problem-Solving Get more research done and more knowledge to equip my mind with
info which will only make me more efficient in problem-solving.
Time-Management Separate my daily schedule into time blocs to more efficiently manage
my time.
Figure 83 - Developing Problem Areas
Development Specific Action Blockers and Support How will I know
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Objective how to remove Required whether I

them achieved it?
Time Create and Having the Will require a If by the end of
Management maintain better mental proper template the day I feel
schedule of daily discipline to to build the like I could sleep
life. follow the schedule on and like a baby
schedule which will also need without stress,
can be improved less then the
through unpredictable schedule must
meditation situations in life be working.
to occur
Approachability Friendly Anxiety and Will require If colleagues and
communication nervousness good ice subordinates are
with colleagues which can also breakers to start comfortable in
and be improved by conversation approaching me
subordinates. meditation and and also need to and are often
breathing be sensitive to approaching me,
techniques others reception then I must be
very
approachable.
Transparency Opening up to Anxiety and Will require If colleagues and
people and nervousness training partner subordinated
admitting which can also to practice on trust my words,
wrongdoings. be improved by how to admit then I must be
meditation and the wrong that quite
breathing was done transparent.
techniques
Problem Solving Doing more Having the Will require If new problems
research and mental proper tools to arise and I am
practice. discipline and research info able to
creativity to and practice confidently
keep with projects. tackle them
researching even if at the
which can be time the
improved solution isn’t
through clear, then my
meditation and problem solving
a better must have
schedule improved.
Figure 84 - Personal Development Plan
Task 19 – Motivation
Motivational theory is when we study people on what makes them want to work towards a goal
especially within a business environment as a motivated employee is more productive which in
66
turn only makes him/her more profitable. There are 2 factors influencing motivation and they
are extrinsic factors where people are motivated by things such as bonuses or deadlines and
intrinsic factors where people are motivated by their own needs such as wanting to impress
people (Sands, 2021).
Employers when trying to motivate their employees use different tools at their disposal such as
rewarding them through bonuses and raises etc., creating trust by letting employees know that
their interests are always taken into account, recognizing the hard work that employees do and
maybe even rewarding them in a certain way such as employee of the month, giving employees
a clear path to develop and advance their career, giving employees a strong business purpose
to increase their commitment (Sands, 2021).
There are certain theories used with regard to motivation they are:
Maslow’s hierarchy of needs: - This theory suggests that people will be motivated if their needs
are fulfilled which starts from the most basic of needs which is on the lower end of the
hierarchy and if those needs are fulfilled the next level in the hierarchy will need to be fulfilled.
The hierarchy will be in the form of a pyramid. (Knowledge Hut, n.d.).
At the lowest end of the pyramid there are the physiological needs which tend to be very basic
and general human needs such as food, water, air, sleep, clothing, shelter etc. After the
physiological needs are met then the next stage in the hierarchy tends to be safety needs which
will protect from threats and other dangers such as sicknesses, employee security etc. The next
stage of the hierarchy are the social needs of individuals where they establish relationships with
each other and after that we have self-esteem needs in the hierarchy where individuals require
respect and recognition and finally on the hierarchy are the self-actualization needs which
determines how the individual can come up in life through personal development, learning and
work (Knowledge Hut, n.d.).
67
Figure 85 - Maslow’s Hierarchy of needs (Knowledge Hut, n.d.)

Employers will have to understand which level of the hierarchy are each employee at as those
specific needs will have to be satisfied in order to move up the hierarchy which will theoretically
result in more motivation and in turn better employee performance (Knowledge Hut, n.d.).
Hertzberg’s two factor theory: - This theory separated the needs into two main categories
called “Hygiene Factors” and “Motivating Factors”. Hygiene factors records what could cause
employee dissatisfaction and if these factors are poor, they could further demotivate the
employees and improving the hygiene factors will not necessarily improve motivation as these
factors alone are not enough to motivate people (Knowledge Hut, n.d.).
Herzberg’s two-factor principles

Influenced by hygiene Improving motivator factors Influenced by motivating
Factors (Dis-satisfiers) increases job satisfaction factors (Satisfiers)
 Achievements
 Working condition
Improving the hygiene  Recognition
 Coworker relations
factors decreases job  Responsibility
 Policies & rules
dissatisfaction  Work itself
 Supervisor quality
 Personal growth
Figure 86 - Herzberg's two factor theory (Knowledge Hut, n.d.)
ERG Theory: - This theory basically condenses Maslow’s theory into 3 core needs namely
existence, relatedness, and growth. Existence needs take into account basic living requirements
such as food, water, air, sleep, clothing, shelter etc. These are also covered with Maslow’s
hierarchy of needs under physiological needs. Maslow’s safety needs are also covered in Erg’s
existence needs which will include health, employee security and property. Relatedness needs
68
is about the importance of creating and maintaining interpersonal relationships through social
interactions and is also aligned with the social needs as well as the self-esteem needs
mentioned in Maslow’s hierarchy. Growth needs are aligned with part of the self-esteem needs
and also the self-actualization needs as it describes an intrinsic desire to develop oneself
personally. This theory also stipulates that people will be frustrated or aggravated if a certain
level of needs is being disrupted and they might even regress to the previous level needs
(Knowledge Hut, n.d.).
Employees have various needs to be satisfied that managers need to understand and ERG
theory focuses on one need at a time which might not motivate the employee effectively as
they might have multiple needs to be satisfied at the same time. There is also an added effect
on the workplace when taking into account the frustration-regression aspect of this theory such
as if there are no opportunities for advancement and growth for the employee, he/she might
try to fulfill previous level needs such relatedness needs and if those needs cannot be met due
to the circumstances or environment, then they might revert to existing needs to be fulfilled
and so they will remain frustrated until the growth needs are discovered by the manager to
fulfill (Knowledge Hut, n.d.).
Task 19.1 – Motivational Theories Comparison
Comparison/Theory Maslow’s Hierarchy Herzberg’s Two ERG Theory
of Needs Factor Theory
How it works Splitting employee Classifying employee Splitting employee
needs into a needs into 2 broad needs into 3 groups
hierarchy categories namely based on a hierarchy
hygiene and
motivating factors
How employees are Needs have to be Increasing job Needs have to be
motivated met one level at a satisfaction by met one level at a
time until the highest improving motivating time until the highest
level is fulfilled factors and level is fulfilled
decreasing job
dissatisfaction by
improving hygiene
factors
How employees are Needs not being met If motivating factors Needs not being met
demotivated will cause regression are not met it will will cause regression
in the hierarchy and cause demotivation in the hierarchy and
the more the which will be the more the
employee regresses, worsened if hygiene employee regresses,
the more they are factors are also poor the more they are
demotivated demotivated
Flaws Employees could Managers might be While each level
have multiple needs able to control contains multiple
at the same time and hygiene factors, but needs, there can still
69
this hierarchy only this will only be instances where

focuses on one need decrease chances for employees can have
at a time demotivation and not more needs than
necessarily increase provided within a
motivation level at the same
time and the
hierarchy only
focuses one level at a
time
Figure 87 - Motivational Theories Comparison
Task 19.2 – Best Motivational Theory

While each motivational theory will have their benefits, the best one of the three
mentioned would most likely be Herzberg’s two factor theory as it not only takes into
account factors that motivate employees such as achievements, recognition, responsibility,
work itself, personal growth etc., it also takes into account factors known as hygiene factors
for which employers can control that could cause job dissatisfaction which would only
demotivate employees. These hygiene factors give the employers some form of control
when it comes to preventing employees from feeling demotivated although it these factors
do not necessarily improve motivation as that will be reliant on the motivating factors.
Therefore, by taking into account the motivating factors which employers have to keep an
eye on, if they are fulfilled then employees will be motivated which will lead to many
benefits such as increased productivity, commitment to company etc. If the hygiene factors
are met, then employees may or may not be motivated depending on the situation and the
factors, but the chance of them being dissatisfied will be dropping and employers will only
have to worry about the motivating factors and give them the necessary opportunities to
meet those factors.
Task 20 – Importance of CPD in IT-BPM industry
When working a CPD can help employees become better at what they do as they progress
through their development goals and how much they progress will depend on how much they
are encouraged by employers to learn and engage in CPD and with the industry being based on
IT this can be especially useful as there is a constant need to improve products and services and
one of the ways to do this is with creativity which can only happen if employees try to improve
themselves which the CPD can assist in and the employers will have to encourage it. With high
performing businesses, employers will play a key role with regard to CPD as employees will be
in an environment that is imbued with learning and development and so investing in that will
encourage employees to get some of the benefits of CPD (Desai, n.d.).
The benefits of CPD for employers include maintaining high organization standards, positively
contributing to the growth and success of the organization, promoting working relationships
with employees that are healthy while also creating a learning culture, employee productivity
goes up as the workforce is more motivated and efficient, employee commitment to the
70
company will go up as they feel valued by the company, employers will be more prepared for
any changes or shifts in the industry (Desai, n.d.).
For employees the benefits of CPD include learning new relevant skills and keeping
qualifications up to date, knowledge gaps could be plugged which will also help employees to
adapt to changes, CPD will assist on improving productivity learning abilities, employees will be
able to show ambition and their aptitude along with their willingness to learn new skills,
employees will be focused on career progression which will lead to more job security along with
any successes achieved at work (Desai, n.d.).
Task 20.1 – Measuring CPD Effectiveness
Before the CPD takes place, there are some things to be identified such as the target of the CPD
activity/ why this activity is being developed, the impact expected from CPD/any changes or
improvements to be seen, expected outcomes/what do participants expect to learn, how will
success be determined/how will CPD impact be measured (skillforcare, n.d.).
The things to consider after the CPD activity includes any evidence for the impact of CPD, had
the CPD impact been expected, anything unexpected from CPD impact, how to follow up from
CPD activity to maximize the benefit (skillforcare, n.d.).
Some potential outcomes from CPD activity may include both formal and informal outcome.
The formal outcomes may include statistics measuring CPD impact by assessing internal and
external factors, questionnaires providing feedback as quantitative evidence for any impact on
the development of the employee, measuring how CPD has impacted recruitment and
retention of workers by using absence and staff turnover rates along with figuring out how it
has contributed to a culture of positive learning. Informal outcomes may include workers
feeling more positive and fondness for the workplace as they feel valued and are achieving their
learning needs, staff are able to articulate the CPD culture in the workplace as their
development is being proactively engaged in, dialog and feedback tends to be informal at
performance management reviews, staff attitudes could be positive as their approach to CPD
can be varied and innovative when it comes to themselves or their team and workplace,
outcomes can be evaluated by gathering and valuing feedback who need care and support
which can be fed into CPD of a worker or department (skillforcare, n.d.).
To measure CPD impact ‘SMART’ objectives could be used which is an acronym that stands for
Specific, Measurable, Achievable, Realistic, Time-bound (skillforcare, n.d.).
Specific – A single, precise outcome or achievement that is described by something. When
describing it, make sure to use action verbs like analyze, apply, change, compare, complete,
create, determine, develop, differentiate, identify, investigate, maintain, perform, plan,
present, review, write and terms with ambiguity should be avoided like ‘be aware of’, ‘be
prepared for’, ‘develop a relationship with’, ‘update knowledge about’ (skillforcare, n.d.).
Measurable – Changes should be observed and recorded from a baseline which will act as
evidence that the objective has been achieved which can be numerically (how many?) or
descriptively (what’s changed?) done (skillforcare, n.d.).
71
Achievable – The objectives shouldn’t be made too easy or too difficult to achieve as it could
end up demotivating the individual trying to achieve it (skillforcare, n.d.).
Realistic – This is where an objective could be achieved realistically with the available time and
resources given to the individual (skillforcare, n.d.).
Time-bound – Deadlines will need to be set as people will need to focus their attention to
complete their objectives. This could motivate individuals if their demands which impact their
ability to meet the set deadline have been taken into account (skillforcare, n.d.).
Another important thing to consider is the period of time the impact is measured whether it’s
in the short term (Immediately after), medium term (maybe around three months later) or the
long term (usually about 12 months later) to make sure that the practice had embedded the
skills and knowledge into the individual (skillforcare, n.d.).
72
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Semester 1 Final Assignment Professional Practice

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Semester 1 Final Assignment

Task 10 – Critical Reasoning...................................................................................................................38

Figure 1 - Training Event Budget..................................................................................................................9

Figure 2 - Training Event Master Plan..........................................................................................................9

Figure 7 - Task 6 Q7...................................................................................................................................36

LO1 Part 1 – Organizing a Training Event

departments being, Production Department, Operations Department, Finance Department,

Task 2 – Event Schedule

Venue Cost Rs. 30,000

Task 2.2 – Event Master Plan

C# Training Event Master Plan

The training event will be held on

Task 2.3 – Contingency

C# Training Event Contingency Plan

The budget also will be adjusted accordingly.

Meeting Cost Rs. 4,000

Task 3 – Event Plan

10:00AM – 10:10AM Welcome Speech Arosha Dinal

Task 3.2 – Audience Feedback and Analysis

Figure 7 - Audience Feedback Q1

Figure 8 - Audience Feedback Q2

Figure 9 - Audience Feedback Q3

Figure 10 - Audience Feedback Q4

Figure 11 - Audience Feedback Q5

Figure 12 - Audience Feedback Q6

Figure 13 - Audience Feedback Q7

LO1 Part 2 – Training Event Presentation

Figure 14 - Task 5.1

Figure 15 - Task 5.2

Figure 16 - Task 5.3

Figure 17 - Task 5.4

Figure 18 - Task 5.5

Figure 19 - Task 5.6

Figure 20 - Task 5.7

Figure 21 - Task 5.8

Figure 22 - Task 5.9

Figure 23 - Task 5.10

Figure 24 - Task 5.11

Figure 25 - Task 5.12

Figure 26 - Task 5.13

Figure 27 - Task 5.14

Figure 28 - Task 5.15

Figure 29 - Task 5.16

Figure 30 - Task 5.17

Figure 31 - Task 5.18

Figure 32 - Task 5.19

Figure 33 - Task 5.20

Figure 34 - Task 5.21

Figure 35 - Task 5.22

Figure 36 - Task 5.23

Figure 37 - Task 5.24

Figure 38 - Task 5.25

Figure 39 - Task 5.26

LO2 Part 1 – Problem- and Problem-solving skills

Figure 47 - Task 8 RCA

Task 9 – Improving Employee Performance

Task 9.5 – Solution Evaluation

Figure 48 - Task 9.5 Q1

Figure 49 - Task 9.5 Q2

Figure 50 - Task 9.5 Q4

Figure 51 - Task 9.5 Q3

Figure 52 - Task 9.5 Q6

Figure 53 - Task 9.5 Q5