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Background of the organization

Discuss about the Learning and Development Strategy of Red Telecom Communications.

In this report, a case study analysis will be made on the Red Telecom communications. The basic background of the organization along with the problems and how to resolve such problems with the help of the training will also be explained. The learning and the development for the intervention will also be clearly analysed along with the research of the different competencies in thee Australian market. The main aim of this report is to apply the different theoretical concepts of the L & D in the analysis of the Red Telecom communication of Australia.

The Red Telecom is an Australian organization that is well known for the different residential and the business sectors (Kunasegaran et al. 2015). The organization sells a wide range of web hosting, fibre optic internet, high speed broadband and home products. Lately, the organization underwent a restructure that has its customer service and technical divisions. Slowly the organization spread globally and out of its jurisdictions in Australia. Through different training in the cultural and the technical fields the organization has expelled in its international market. The technical division along with the customer resolution department made different levels in this organization and that slowly prospered. Later due to some internal problem in the Red Telecom organization their policies and the time-line was revised (Tiwari 2014).

The basic reason to provide the development and the learning is to make sure that the employees of the orgnization carry out their roles in a proper way. Some of the training like in the cultural fields and other fields like the safety and the occupational issues are somewhat mandatory in this Red Telecom organization (Griggs et al. 2014). This organisation is very keen about its improvements in the fields of efficiency, profitability and productivity that is move beyond the mandatory training and look at more diverse learning and development activity. Development and Learning can be regarded as the source for the various competitive advantages, from where the employees has gained appropriate knowledge and skills, that is a strong argument to invest in their employees so that the benefits can be reaped (McCauley-Smith  2017).

The provision for the development and the learning opportunity does not mean that the Red Telecom will become more effective and productive. There is a need to make the opportunity more appropriate in terms of the content that needs to be delivered in the add value of the employees and their organisation (Ahmad 2016). The learning and the development activity needs to be delivered in a very practical way that has practical benefits in their workplace as well.

Analysis

Many of the organisations just like the Red Telecom can recognize their value for providing the appropriate development and learning provision that supports the accreditations that includes the investors that is highly desirable. Prospective employees are enticed to go through the provisions that has a wide range for the development of the opportunity (Murthy 2015).

The adult learning is a theory that is a synonymn for the Andragogy (Roberts and Sambrook 2014). There are few characteristics that is based on the adult learning that is quite different from the assumptions that are about the child learners. The self concept, readiness towards learning, adult learning experience and their orientation towards learning are some of the major characteristics which when adopted by the employees can make improve the quality of work in the organization that will eventually build the name of the organization.

Sheehan, Garavan and Carbery (2014) stated that the training is required to be effective and worthwhile rather than the organisation developing various influencial strategies. This is consistent with almost a wide range of literature that accepts the training as the most important and recognized way in the evaluation of the key issues that is made worth to be proven. Rao, Narayana and Murty (2014) suggested that there is a need for the organisations to focus on the areas of the development and the learning process that will be made in order to reach the potential. These are  not limited only to the Red Communication of Australia but all parts of the world. The importance of the training can be viewed through various relationships with the stakeholders,

Slowly with time the people matures and their perspectives change from one application of the knowledge to their immediacy of the application. In this case of the Red Telecom the result is that the employees orientation towards the learning shifts from one subject to another that makes the centered ness as the subject to one of its major problem (Trehan and Rigg 2015).

The Red Communications is one of the major Communication company that is operated and owned by James Ryan, a leading business man in retail marketing strategy (Sheehan, Garavan and Carbery 2014). The core competencies revolves around the other telecommunication organisations that has the process and the value chain of the other retailers. The biggest few issues that has been faced by the Red Communications, one of the leading leadership retailer is that it needs to make a drive for growth. The growing costs and the flat revenues are not completely sustainable to each other (Gibb and Wallace 2014). 

Literature review

The role of the training in the learning and the development can be considered as an very effective part of the system that has begun with the comprehensive training in their way for identification of the specific needs. Through a very careful identification of these needs, it can be said that the gap exists in the knowledge and the skills and use of the appropriate interventions while addressing these gaps (Jaiswal and Singh 2014).

The process of the training needs analysis that can be in various forms, so that that an individual level can be discussed as a part of their performance management process (Rao 2014). This can be a discrete activity that has their own right in driving from the other organisational data. The rapid use of the staff surveys of an organisation as an example for the use of the data in making a specific area about their requiring development. There is a requirement for the attention in the training (Fuller and Unwin 2016). The training needs a complete analysis process that has a close link with the learning and the development objectives of the programs that are eventually considered a part of their training and analysis process.

Conclusion

From the above report, it can be stated that a complete analysis of the Red communications of Australia has been made that includes the Learning and the Development strategy. The learning and the Development strategies that includes the training has been used along with that its literature gap has also been stated. At the end, the training can be considered ass an essential part that will help the  organisation through various influential ways that is beneficial to the name and long run of the Red Communications.

References

Fuller, A. and Unwin, L., 2016. Applying an Apprenticeship Approach to HRD: Why the Concepts of Occupation, Identity and the Organisation of Workplace Learning Still Matter. In Human Resource Management, Innovation and Performance (pp. 66-79). Palgrave Macmillan UK.

Rao, T.V., 2014. HRD audit: Evaluating the human resource function for business improvement. SAGE Publications India.

Gibb, S. and Wallace, M., 2014. Soul mates or odd couples? Alignment theory and HRD. European Journal of Training and Development, 38(4), pp.286-301.

Jaiswal, A. and Singh, A.P., 2014. Role of HRD climate in organisational effectiveness Indian organisation.

Sheehan, M., Garavan, T.N. and Carbery, R., 2014. Innovation and human resource development (HRD). European Journal of Training and Development, 38(1/2), pp.2-14.

Trehan, K. and Rigg, C., 2015. Critical action learning research; opportunities and challenges for HRD research and practice. Handbook of research methods on human resource development, p.155.

Rao, S.A., Narayana, M.S. and Murty, T.N., 2014. Human resources development system in changing global environment-a challenging task. Abhinav-National Monthly Refereed Journal Of Research In Commerce & Management (Online ISSN 2277-1166), 3(1), pp.40-45.

Kunasegaran, M., Kunasegaran, M., Ismail, M., Ismail, M., Mohd Rasdi, R., Mohd Rasdi, R., Arif Ismail, I., Arif Ismail, I., Ramayah, T. and Ramayah, T., 2016. Talent development environment and workplace adaptation: The mediating effects of organisational support. European Journal of Training and Development, 40(6), pp.370-389.

Sheehan, M., N. Garavan, T. and Carbery, R., 2014. Sustainability, corporate social responsibility and HRD. European Journal of Training and Development, 38(5), pp.370-386.

Roberts, G. and Sambrook, S., 2014. Social networking and HRD. Human Resource Development International, 17(5), pp.577-587.

Murthy, P.V.R., 2015. A study of HRD practices and their impact on organisational culture.

Ahmad, M.K., 2016. Organizational Sustenance through HRD and Participative Strategies. International Journal of Multifaceted and Multilingual Studies, 3(2).

McCauley-Smith, C., 2017. Book review: HRD, OD, and institution building: Essays in memory of Udai Pareek.

Griggs, V.M., McLaren, D., Nixon, B. and Smith, J., 2014. Placing the transfer of learning at the heart of HRD Practice.

Tiwari, U., 2014. Training and Development, Job Satisfaction and HRD Climate in A Service Organisation. Asian Journal of Management, 5(4), pp.431-434.

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[Accessed 27 February 2024].

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