HUMAN RESOURCE DEVELOPMENT

TASK 2: Case study background VSO has learning and the exchange of skills and knowledge as its main reason for existence. Unlike traditional educational establishments like schools and colleges, however, there is very little standardisation in the learning context or process; and indeed precious little in the way of traditional educational facilities, tools and resources. The volunteers need to be able to learn quickly and effectively in the sense that they have to adapt to a very unfamiliar environment before they can exercise their skills. The notion of culture shock - a common problem associated with international assignments in all types of work is relevant here. Similarly Vso volunteers need to help others to learn. Not only do they need to teach their skills to those in the communities they are serving, but also they need to help and support their peers and successors. If VSO is to be efficient as a source of knowledge transfer, it must focus on effective learning approaches. The case study offers opportunities for members to consider the learning process in the 'low tech' environment of VSO work and the charitable status of the organisation. Considerable creativity is required, as well as a focus on those aspects of learning in organisation which are critical for it, with the sense of development Detail out what you would include in a four week pre- placement briefing programme for new volunteers. Who should be involved in its delivery and why? 2 Elaborate on how an understanding of learning styles will improve the effectiveness of your proposed programme? When and how could VSO use e-learning systems LMS to offer continuing development to its management team in the Ghana as well as its volunteers? 4 What employability skills do you think might be developed in young people who have limited work experience by the National Service Scheme? s. How can the VSO and other organisations ensure these skills are transferred back to the volunteers' home environments afterwards? 6. Expand on three (3) practical implications for HRD with regards to the way the programme would be run