MaxPlus Co Going Digital HRD Business Report

Assessment Brief

HRD Summative (MaxPlus Co.)

Title:  MaxPlus Co. “Going Digital” HRD Business Report

SECTION 1

You have just been employed as the Head of Training and Development for MaxPlus Co. The company has been going for more than 50 years and is a market leader within the financial sector, but recently, it is facing a substantial decline in the number of its younger Millennial and ‘Gen Y’ retail banking customers, who are preferring instead to bank with competitor fintech banks. To reverse this situation, MaxPlus has decided to create a new ‘Digital Banking’ department, responsible for designing and creating new digital banking products and services. The new ‘Digital Banking’ department will consist of 10 experienced financial advisors (redeployed from other departments in Maxplus) and 10 new employees who are recent graduates in computer science and have been hired to design, programme and develop the digital banking interface software and data analytics.  

After having conducted a thorough Training Needs Analysis (TNA), you have identified the following attitudes, skills and knowledge required for the employees. The 10 financial advisors need to develop their knowledge of digitalization, while the 10 computer programmers require a working knowledge of banking and finance. You have also realised that the financial advisors and computer programmers need to communicate more as a team. The division would therefore perform significantly better if its members improved their teamworking skills. Lastly, you have recognized that all employees need to embrace the attitude of being adaptable to change in order to navigate ongoing disruptions in the digital banking sector. Moreover, the attitude of being customer focused needs further enhancement for all employees. MaxPlus seeks to strategically improve upon the customer experience it offers to compete with fintech banks and attract more customers.

As the new Head of Training and Development you are tasked with designing HRD interventions and justifying your choice of three HRD delivery methods to ensure that all the ‘Digital Banking’ employees can acquire and develop the attitudes, skills and knowledge required.

You are now asked to produce a business report for your HR Director, addressing the following questions:

1. Which three training and/or developmental delivery methods would you undertake to ensure that all employees have acquired the necessary attitudes, skills and knowledge required? Justify your suggestions with reference to the relevant academic literature.
2. How would you ensure the effectiveness of your three training/learning delivery methods? Taking into account contextual and environmental factors, justify why the approach and methods you have chosen are appropriate for the learners.
3. What practical problems might arise from conducting the training and development activities you suggest, and how would you deal with them?

Critically reviewing and evaluating the relevant academic literature on HRD is essential. This summative assessment will provide the opportunity for you to demonstrate analytical, conceptual and application skills in evaluating and dealing with complex issues relating to HRD management. It would also allow you to highlight your ability to provide strategic recommendations and solutions to training and developmental issues through the medium of a business report.

SECTION 2

Rules regarding assessment

These can be found in the module handbook.

1. The total length of your assignment should not exceed 1,500 words. This piece of work accounts for 50% of your final grade.
2. The deadline for your summative assessment is: 14^th August 2020 (11.00pm).
3. For all work submitted make sure to include your full name and student number on the cover page.
4. You should save your assignment as a PDF file (e.g. Paul Smith_HRD assignment), and submit it on the respective Dropbox folder on NOW before the due date/time.
5. Late submissions are subject to penalties unless supported by acceptable evidence. Rules regarding late submissions are outlined in the module handbook.
6. You should address all questions above. You should justify your answers with reference to relevant literature.
7. You should pay attention to the rules on plagiarism in the module handbook. Details are offered on the module handbook. There is a respective Dropbox link to check the originality of your work before its final submission. REMEMBER: You are allowed ONE file per submission. Use the Turnitin report (demonstrates your originality score) wisely.
8. Your work will be assessed through a specific set of criteria. Please advise the assessment marking grid for guidance (available on NOW).

Sample Answer

MaxPlus Co. “Going Digital” HRD Business Report

Prepared for: HR Director
Prepared by: Head of Training and Development

Introduction

MaxPlus Co. has a strong reputation in the financial sector, with more than 50 years of experience. However, the company has recently faced a loss of younger customers to fintech competitors. To address this decline, MaxPlus has launched a new Digital Banking department that combines 10 redeployed financial advisors with 10 newly recruited computer science graduates. The success of this initiative depends on ensuring that both groups of employees develop the skills, knowledge, and attitudes necessary to thrive in a rapidly changing and customer-focused digital environment.

The following report outlines three key training and development (HRD) delivery methods designed to bridge knowledge gaps, improve teamwork, and foster the right attitudes. Each method is justified with reference to relevant academic literature, followed by a plan for evaluating effectiveness and addressing potential challenges.

Section 1: Recommended HRD Delivery Methods

Blended Learning (E-Learning + Workshops)

The first HRD method is a blended learning approach, which combines online learning with face-to-face workshops. This method allows financial advisors to acquire technical knowledge of digitalisation and programming fundamentals, while computer science graduates can access structured modules on financial products, risk, and regulatory compliance.

Blended learning is widely supported in the literature as a flexible and cost-effective approach (Garrison & Vaughan, 2008). E-learning offers employees the chance to learn at their own pace, while workshops create space for peer discussion, clarification, and reinforcement. For MaxPlus, this dual model is practical as it can deliver consistent content to diverse learners while also promoting interaction.

Most importantly, blended learning fosters adaptability, a key attitude required in a disruptive sector. By engaging with new learning technologies and diverse topics, employees practise continuous learning behaviours that are essential in digital transformation (Salas et al., 2012).

Cross-Functional Team Projects

The second method is to design structured cross-functional projects where financial advisors and programmers work together on real problems, such as designing a customer-friendly mobile app prototype.

Action learning theory supports this approach, emphasising that employees learn best through solving real organisational challenges while reflecting on their experiences (Revans, 2011). Cross-functional collaboration promotes mutual understanding: advisors share banking knowledge, while programmers contribute technical expertise. This helps to break down knowledge silos and strengthens communication and teamwork skills.

For MaxPlus, team projects provide an opportunity to practise customer-focused thinking in a real context. Teams can be tasked with analysing customer journeys, identifying digital service gaps, and presenting solutions. This ensures that learning is directly linked to business goals and customer experience enhancement.

Coaching and Mentoring

The third recommended method is coaching and mentoring. Senior financial advisors can mentor graduates in banking and regulatory practices, while graduates can act as reverse mentors, helping advisors to grasp digital tools and trends.

Coaching and mentoring are strongly linked to attitude development, particularly adaptability and customer focus. According to Clutterbuck (2004), mentoring creates space for knowledge sharing, emotional support, and confidence building, while coaching enhances reflective thinking and problem solving. For MaxPlus, this dual approach promotes inter-generational learning and ensures that both groups feel valued.

Mentoring also improves retention, which is vital for a department made up of newly hired graduates. At the same time, reverse mentoring prevents resistance to change among advisors by showing them the relevance of digital banking.

Continued...