Sample Answer
Establishing Development Needs for Junior Managers in a Manufacturing Organisation
Introduction
In a rapidly changing business environment, the ability of organisations to identify and address employee development needs is critical to long-term success. For manufacturing firms in particular, where operational efficiency, technological advancement, and quality control are key competitive factors, developing junior managers is essential for sustaining productivity and leadership pipelines. Junior managers act as a bridge between frontline employees and senior management, translating strategic objectives into operational performance. Consequently, their development must be structured, evidence-based, and aligned with both organisational and individual goals.
This essay critically examines how the notion and framework of development needs can be implemented in a large manufacturing company. It explores key theories of employee learning and development, frameworks for identifying training and development needs, and practical approaches to designing and assessing learning interventions. The discussion integrates academic perspectives from human resource development (HRD) literature with practical examples from the manufacturing sector.
Understanding Development Needs
Development needs refer to the gap between current employee competencies and those required to perform effectively in existing or future roles (Armstrong, 2020). For junior managers, these may include technical knowledge, leadership skills, communication, problem-solving, and decision-making abilities. The identification of such needs ensures that learning initiatives are targeted and contribute directly to organisational performance.
According to Boydell and Leary (1996), development needs analysis (DNA) differs from traditional training needs analysis (TNA) because it focuses not only on current job performance but also on future potential and career growth. In a manufacturing setting, this distinction is important: junior managers must be prepared for technological change, automation, and evolving leadership challenges.
Kolb’s (1984) experiential learning theory provides a foundational perspective for understanding how managers develop. The theory argues that learning is a cyclical process involving experience, reflection, conceptualisation, and experimentation. Junior managers in manufacturing environments often learn best through practical, problem-solving activities that allow them to apply theory to real-world situations.
Framework for Identifying Development Needs
The process of identifying development needs must be systematic and data-driven. A structured framework helps ensure objectivity and alignment with business goals. Several models exist, but one of the most effective for managerial roles is the Training Needs Analysis (TNA) Framework (Goldstein & Ford, 2002), adapted here for developmental purposes. This framework includes three levels: organisational, task, and individual analysis.
Organisational Analysis
At this level, the organisation’s strategic objectives and environmental context are examined. In manufacturing, factors such as automation, sustainability, global competition, and lean production influence the competencies required of managers. For example, if a company adopts Industry 4.0 technologies such as AI-driven production or robotics, junior managers will need digital literacy and adaptability skills (Sung & Choi, 2018).
Organisational analysis also identifies cultural or structural barriers to learning. A rigid hierarchy or production-focused culture may limit open feedback or experimentation. Therefore, leadership must promote a learning-oriented climate where continuous improvement is valued (Garavan et al., 2016).
Task Analysis
Task analysis identifies the skills, knowledge, and behaviours necessary for effective job performance. For junior managers, this may involve understanding production planning, quality assurance, health and safety, and employee supervision. Competency frameworks, such as those recommended by the Chartered Institute of Personnel and Development (CIPD, 2023), provide a structured reference for defining such skills.
For instance, a manufacturing company might use the National Occupational Standards (NOS) for management to map out core competencies like resource allocation, performance monitoring, and problem-solving. Comparing these to current capabilities highlights specific developmental gaps.
Individual Analysis
Finally, individual analysis assesses the needs of specific managers through performance appraisals, 360-degree feedback, and self-assessment tools. According to McClelland’s (1973) competency theory, high-performing managers display key behavioural competencies such as achievement orientation, initiative, and interpersonal influence. By using psychometric assessments and feedback mechanisms, HR professionals can identify which of these traits require enhancement.
A combination of quantitative data (KPIs, error rates, production metrics) and qualitative input (peer reviews, mentoring feedback) provides a balanced understanding of each manager’s development needs.
