Changes in HRD Hansen group

Group 4

SUBMITTED BY SUBMITTED TO
Ahmed Ali Dr : Nidhi Gaba
Changes in HRD Hansen group:
Introduction
The Case Study is basically talking about the chance in HRD at Hansen Group,
one of the finest companies in U.K. working in the field of construction; how
they diversified their way of working and work field. The group increased its
investments in learning and development sector even after the existence of
Credit Crunch which made it highly difficult for those in field of construction.
Where everyone was decreasing their spending’s on learning and development
field Hansen group yet continued. This resulted into introducing schemes for
team leaders so that they can learn online and the group even continued
recruiting graduates so that they can get a chance to get developed. The
ideology driving the group is that they believe that talented individuals are their
key for success that’s the reason why they invest and serve them with the best
possible way.
Here the learning and development team at Hansen group works efficiently to
provide business learning requirements. They also provide efficient learning
solutions to support the achievement of business goals. Off-the-job classroom
programmes, short course, online learning interactions, workbooks and many
more are provided at Hansen learning solutions. The group has started getting
people just for the sake of planning better ways for learning and development.
As the need for training the staff comes the group has taken measurable steps
in that field, by making a management to look after the standards of training.
The Learning and Development team started working on, to how should the old
classroom method has to be changed so that the staff can get a good interactive
modules and frameworks to learn. In resulting to this idea they started with a
series of bite-sized interactive modules for construction site staff so that they
can get trained more efficiently, these were known as ‘toolbox talks’.
Hansen group along with changing its previous method of training also invested
in technology-based learning programs mostly software based. Through this
digital program the staff is taught about many new technologies in the field of
construction. For workers, street cleaners and other employees’ members
from Learning and Development team started teaching them how mobile
phones, DVDs and internet works. The only motto was to enhance their skills.
 The way in which Hansen group worked and taught for their employees
resulted in a new approach towards learning and development of trainees.

Challenges faced by Hansen group and there suggestions that can

be implemented:
1. Problem: - As a responsible employer, Hanson UK is dedicated to
ensuring all employees are treated fairly and have equal opportunities, and
they naturally seek to nurture talent and extract the best possible output
from the workforce. To support this, they conduct personal development
plans with assessment and review activities at regular intervals in line with
company policy and best practices within management and HR. The
personal development process is aligned with corporate objectives as
strategic business plans change the personal development process may
need to change too. Historically personal development reviews were
managed through a paper-based process, which presented many problems,

 Lack of management visibility,

 Poor adherence to process by managers and workers.
 Due to different standards and the existing paper-based process,
 The information was cumbersome
 Not useful from a trend or logical point of view.
 facing economic downturn due to that recession in a business cycle

Solution:
Excel point worked with the HR department to produce a system that
reflected the policies and procedures required. The system needed to be
easy for users to use without the need to cascade training to hundreds of
people and centralised the information produced.
 Hanson UK conducts their personal development reviews twice a year,
and now all managers receive an automatic email from Excel point to
notify them to start the reviewing process when the process has begun
each manager in the organisational structure has clear visibility of their
responsibilities.
 It also lets senior management monitor managers ensure that they are
performing their reviews on time. Visibility is now instantaneous and
therefore all measures to increase adherence to the process including
automated reminders and the general real world management skills
required.
 Employees are scored on a consistent basis, all scores are added to the
system and later moderated to ensure that every individual is treated
 impartially. This information builds a valuable source of trends and
analysis as the years go by assisting both talent progression and skills
improvement.
 Since adopting the new system, Hanson has seen a significant rise in the
percentage of managers who now complete the process on time and in
agreement with guidelines. Now their HR department can request
amendments to the process, and they are made within days
2. Problem:- All businesses, no matter their size must comply with anti-monopoly
legislation. It is possible for large corporate players in any market sector
to effect pressure and working practices to dominate the market,
essentially creating a monopoly or cartel. Although Hanson UK has
always complied with the legislation, they sought to be able to
demonstrate best practice and hold up a leading light within the industry.
Hanson UK wanted to be able to:
 report, analyse, show and provide information
 illustrates how the company and their employees are fully acknowledging
their responsibilities under Competition Law,
 identifying any gaps.
 system that allows them to do this sets them apart from many other
organisations in this sector.
Solution:
 Integrated with data flows from the company HR system,
 Excel point automates monthly communication with managers
 Operational staff that operate in areas of the business or roles where they
may have reason to deal with suppliers and competitors.
 Hanson makes this proactive communication to record the responses
received to a few basic, fundamental questions, these responses
 none responses form the basis for reminders to be sent and for managers
to report on those people within the business that require training on the
importance of complying with this important legislation.
3. Problem:-There are 120 reasons why concrete may not be delivered to the intended
recipient if one of these reasons occurs then there’s the chance to lose a
substantial amount of money through costs associated with the journey,
labour, and product disposal.
 As concrete has a two-hour shelf-life Hanson UK only has a short time
during which they can sell the concrete to another customer.
But this change to the business transaction requires two levels of
approval from management and all of the associated amendments have
to be accounted completed via the corporate ERP system for the product
to be diverted, this would often take more than two hours.
Solution:
Excel point, we simplified the complicated process so that the end user
can go through the process :
 approval to accounting/documentation, to transaction quickly and
efficiently.
 The system sends automatic emails to obtain the two levels of approval
from the relevant people,
 documents change and is fully integrated with the ERP System so it can
push the transaction through.
 Ultimately, using our software saves Hanson a substantial amount of
money and ensures they are not wasting any valuable resource
Knowledge Related to the issue:-

Meaning of training and development:

Training and Development is one of the main functions of the human

resource management department. Training refers to a systematic setup
where employees are instructed and taught matters of technical knowledge
related to their jobs. It focuses on teaching employees how to use particular
machines or how to do specific tasks to increase efficiency.

The interrelated between the case study (HRD Hansen gruop) and
training and development is that all about to improve the performance
and self -fulfilment of there employee through a variety of educational
methods and programme.

How HRD at HANSEN GROUP applied the design training process:

1. Defined purpose of training and target:

Hansen drives learning and development innovation, provides analysis
of business learning requirement and manages the delivery of cost-
effective learning solutions to support the achievement of business
goals.
2. Define training goals and objective:
Hansen has made significant investment in technology-based learning (or
e-learning), particularly software that enables e-learning specialists within
the learning and development team to produce online training
programmes, several of which are compulsory for all employees.

3. Prepare the participation evaluation forms:

Hansen has tended to focus on the initial reactions of employees by asking
them to complete evaluation forms after having attended a training
programme. However, as part of the wider changes to learning and
development at the company, longer-term evaluation of interventions is
now in place.

4. Determined follow-up activities for the event:

The started a new apprenticeship(training of new generation) in that :
 New opportunity
 Recently recruited 2 new members
 Mainly focused on coaching culture,on the job training.

5. Development instructional activities:

In 2010, the L&D team sought to supplement its traditional classroom-
based training programmes with a series of bite-sized (typically half an
hour) interactive learning modules for construction site staff that were
linked together to form part of a meaningful programme of activities.
Questions:
1. why do you think that Hansen Construction has increased its investment
in learning and development activities despite the tough economic
climate?

Ans: As a result of the economic downturn, many construction firms have

decreased their spending on learning and development. Hansen
Construction has, however, increased its investment in these activities,
notably introducing a new apprenticeship scheme for construction team
leaders, expanding online learning provision and continuing to recruit
and develop significant numbers of graduates. Hansen recognises that
talented individuals are the lifeblood of the firm and, therefore, sees
investment in workforce development as a key dimension of its
employment proposition. This approach is felt to be in line with its
commitment to sustainability in its corporate activity.

2. what are the likely benefits associated with the introduction of an

individualised performance management system, and an associated
competency framework, to inform learning and development at Hansen?
Ans: The company introduced new performance management system that
focuses on individual performance and competencies behind the
performances . Some of the benefits of individual performance
management are as follows:
1. Each and every employee of organization should be highly motivated
towards work .with the help of performance management employes can
be given trainings to encourage them to improve their performance .
2.employess who are weak or who are unable to understand the work are
given proper trainings and counselling under performance management to
make them understand the work for better output .
3.there will be consistency of work and decisions as right person can be
selected for right job.
 3. What are likely to be the benefits of introducing the ‘bite-size’ training
programme delivered by site managers, a renewed focus on coaching and
substantial investment in e-learning at Hansen?
Ans: Bite sized training are generally a short time training(half and hour
usually)in which counselling is done for construction staff .It is also called
toolbox talks and lectures are delivered by site managers.
Some of its benefits are:
1.It helps employees to look forward to ideas against health and safety
issues.
2. These trainings are simply faster and most effective way of giving
trainings as staff spend less time in training and find it easier to balance
training and their work
3.shorter sessions as modern employes are keen to consume data that is
highly relevant to them in less time

4. What are likely to be the benefits of introducing the ‘bite-size’ training

programme delivered by site managers, a renewed focus on coaching and
substantial investment in e-learning at Hansen?
Ans: because focus on the initial reactions of employees by asking them to
complete evaluation forms after having attended a training programme.
However, as part of the wider changes to learning and development at the
company