[TYPE THE COMPANY NAME]
HRD3702 Assignment
3 (COMPLETE
GUIDELINE) Semester
1 2025 - DUE 24 April
2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
,HRD Strategies at Zenith Manufacturing Ltd Zenith Manufacturing Ltd, a
leading producer of industrial machinery in South Africa, faced an
increasingly competitive global market. Despite solid product innovation, the
company struggled with workforce inefficiencies, outdated skills, and high
turnover. A recent internal audit highlighted gaps in their human resource
management (HRM) and human resource development (HRD) strategies,
indicating a misalignment between HR initiatives and organisational goals.
Senior leadership recognised that to maintain their market position and drive
future growth, they needed to develop integrated HRM and HRD strategies
focused on performance, capability development, and fostering a learning
culture. Zenith embarked on designing an HRD framework aligned with their
strategic HRM objectives. They developed comprehensive HRD strategies to
enhance workforce competencies through structured learning paths,
leadership development programmes, and succession planning. New policies
formalise continuous learning, including mandatory annual training hours,
tuition assistance programmes, and professional certification sponsorships.
Systems, such as a learning management system (LMS), were implemented
to administer, monitor, and evaluate training programmes efficiently. These
policies provided clear guidelines for employee participation, eligibility for
development programs, and standardised performance assessments tied to
learning outcomes. Zenith’s long-term vision was to evolve into a learning
organisation characterised by lifelong learning and continuous organisational
renewal. They adopted Peter Senge’s (1990) five disciplines framework,
promoting systems thinking, personal mastery, mental models, shared
vision, and team learning. Cross-functional teams were formed to encourage
collaborative problem-solving and knowledge sharing. Regular knowledge
exchange workshops, job rotations, and innovation forums helped build a
culture where learning was ingrained into daily operations. Employees were
encouraged to pursue self-directed learning, which was supported by a
personal learning portal. This shift enables individuals to take ownership of
their professional growth while contributing to organisational agility. The
company’s human resource development division was restructured to
improve the management and administration of training operations. A
training and development (T&D) team was established, responsible for
performing a training needs analysis (TNA), designing competency-based
training programmes and measuring training effectiveness using the
Kirkpatrick Four-Level Evaluation Model. The training delivery methods were
diversified, combining classroom instruction, elearning modules, and on-the-
job training (OJT). A robust feedback mechanism was implemented to
continuously improve the quality of training. Additionally, T&D administrators
coordinated with external providers for niche technical skills and leadership
courses, ensuring that the programmes met industry standards and strategic
objectives. A crucial component of Zenith’s HRD strategy was the
development of managerial capabilities. Middle-and senior- level managers
underwent comprehensive leadership development programmes focused on
,coaching, performance management, emotional intelligence, and change
leadership. Managers were trained to identify team training needs, mentor
subordinates, and lead knowledge-sharing initiatives. HR Business Partners
(HRBPs) collaborated with line managers to integrate learning goals into
departmental key performance indicators (KPIs). Through management
development centres and 360-degree feedback tools, managers received
individualised development plans, which allowed them to model learning
behaviours and drive effective team development. An analysis was
conducted to evaluate the effectiveness of Zenith’s HRD strategy. The
results yielded a strong executive commitment to learning and development,
well-defined HRD policies and procedures, investment in modern training
technologies, and a culture of continuous improvement. There was also
resistance to change among some managers, limited internal HRD expertise
requiring reliance on external consultants, and balancing production
demands with learning schedules. Zenith Manufacturing recognised that
there is a need for technological advancements in manufacturing (e.g. the
fourth industrial revolution (4IR), which requires upskilling, expanding into
new markets with diverse workforce capabilities, and partnerships with
universities and research institutes for cuttingedge learning programmes.
However, Zenith realised that there was increasing competition for skilled
talent, economic downturns affecting training budgets, and the risk of
trained employees being headhunted by competitors. Zenith Manufacturing’s
holistic approach to HRD transformed the organisation into a learning-
focused enterprise. By developing structured strategies, robust systems, and
comprehensive policies, they fostered a culture of lifelong learning and
continuous organisational renewal. Investing in managerial development and
modern training administration enabled Zenith to enhance workforce
performance, adapt to industry changes, and secure its competitive
advantage in the global market. Question 1 1. Conduct a SWOT analysis of
Zenith Manufacturing by identifying its key strengths (3 marks), weaknesses
(3 marks), opportunities (3 marks), and threats (3 marks). Base your answer
on the information from the case study.
SWOT Analysis of Zenith Manufacturing Ltd
Strengths:
1. Comprehensive HRD Strategies: Zenith Manufacturing has developed and
implemented a robust HRD framework with structured learning paths, leadership
development programs, and succession planning. This comprehensive approach enhances
workforce competencies and supports continuous development (aligned with strategic
HRM objectives).
2. Technological Integration: The adoption of systems like a learning management
system (LMS) allows for efficient administration, monitoring, and evaluation of training
, programs. This demonstrates the company’s investment in modern training technologies
to improve overall training effectiveness.
3. Commitment to Lifelong Learning: Zenith’s long-term vision of becoming a learning
organisation—promoting lifelong learning and continuous renewal—creates a culture
where employees are empowered to grow professionally, thus contributing to
organizational agility.
Weaknesses:
1. Resistance to Change: Despite the comprehensive HRD strategies, there is resistance to
change among some managers, which could hinder the full implementation of the
learning culture and affect the success of the programs (e.g., reluctance to adopt new
systems or methods).
2. Limited Internal HRD Expertise: Zenith relies on external consultants due to limited
in-house HRD expertise. This dependence could lead to challenges in sustainability,
continuity, and control over training quality and customization in the long run.
3. Balancing Learning with Production Demands: The company faces difficulty in
balancing production schedules with the need for employee training, potentially leading
to workforce inefficiencies or delays in meeting operational targets.
Opportunities:
1. Technological Advancements (4IR): The company has identified a need to advance
technologically in line with the fourth industrial revolution (4IR). This offers an
opportunity to upskill the workforce and incorporate cutting-edge learning programs to
stay competitive in the industry.
2. Partnerships with Universities and Research Institutes: Zenith recognizes the value in
collaborating with universities and research institutes to access advanced learning
programs. These partnerships could enhance its talent pool, foster innovation, and
strengthen research and development initiatives.
3. Expansion into New Markets: As the company develops a more skilled and adaptable
workforce, it has the opportunity to expand into new markets with diverse workforce
capabilities, tapping into untapped global regions and improving its competitive edge.
Threats:
1. Competition for Skilled Talent: There is increasing competition for skilled talent in
the industry. Zenith may face challenges in retaining top performers, especially if
competitors offer better incentives or opportunities.
2. Economic Downturns Affecting Training Budgets: The risk of economic downturns
may reduce the available budget for training and development programs, which could
impact the company’s ability to invest in HRD strategies and limit its workforce’s
potential.
3. Risk of Employee Attrition: There is a risk of trained employees being headhunted
by competitors, particularly as Zenith invests in developing skills. This could result in a
loss of valuable human capital and create instability in the workforce.
HRD3702 Assignment
3 (COMPLETE
GUIDELINE) Semester
1 2025 - DUE 24 April
2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
,HRD Strategies at Zenith Manufacturing Ltd Zenith Manufacturing Ltd, a
leading producer of industrial machinery in South Africa, faced an
increasingly competitive global market. Despite solid product innovation, the
company struggled with workforce inefficiencies, outdated skills, and high
turnover. A recent internal audit highlighted gaps in their human resource
management (HRM) and human resource development (HRD) strategies,
indicating a misalignment between HR initiatives and organisational goals.
Senior leadership recognised that to maintain their market position and drive
future growth, they needed to develop integrated HRM and HRD strategies
focused on performance, capability development, and fostering a learning
culture. Zenith embarked on designing an HRD framework aligned with their
strategic HRM objectives. They developed comprehensive HRD strategies to
enhance workforce competencies through structured learning paths,
leadership development programmes, and succession planning. New policies
formalise continuous learning, including mandatory annual training hours,
tuition assistance programmes, and professional certification sponsorships.
Systems, such as a learning management system (LMS), were implemented
to administer, monitor, and evaluate training programmes efficiently. These
policies provided clear guidelines for employee participation, eligibility for
development programs, and standardised performance assessments tied to
learning outcomes. Zenith’s long-term vision was to evolve into a learning
organisation characterised by lifelong learning and continuous organisational
renewal. They adopted Peter Senge’s (1990) five disciplines framework,
promoting systems thinking, personal mastery, mental models, shared
vision, and team learning. Cross-functional teams were formed to encourage
collaborative problem-solving and knowledge sharing. Regular knowledge
exchange workshops, job rotations, and innovation forums helped build a
culture where learning was ingrained into daily operations. Employees were
encouraged to pursue self-directed learning, which was supported by a
personal learning portal. This shift enables individuals to take ownership of
their professional growth while contributing to organisational agility. The
company’s human resource development division was restructured to
improve the management and administration of training operations. A
training and development (T&D) team was established, responsible for
performing a training needs analysis (TNA), designing competency-based
training programmes and measuring training effectiveness using the
Kirkpatrick Four-Level Evaluation Model. The training delivery methods were
diversified, combining classroom instruction, elearning modules, and on-the-
job training (OJT). A robust feedback mechanism was implemented to
continuously improve the quality of training. Additionally, T&D administrators
coordinated with external providers for niche technical skills and leadership
courses, ensuring that the programmes met industry standards and strategic
objectives. A crucial component of Zenith’s HRD strategy was the
development of managerial capabilities. Middle-and senior- level managers
underwent comprehensive leadership development programmes focused on
,coaching, performance management, emotional intelligence, and change
leadership. Managers were trained to identify team training needs, mentor
subordinates, and lead knowledge-sharing initiatives. HR Business Partners
(HRBPs) collaborated with line managers to integrate learning goals into
departmental key performance indicators (KPIs). Through management
development centres and 360-degree feedback tools, managers received
individualised development plans, which allowed them to model learning
behaviours and drive effective team development. An analysis was
conducted to evaluate the effectiveness of Zenith’s HRD strategy. The
results yielded a strong executive commitment to learning and development,
well-defined HRD policies and procedures, investment in modern training
technologies, and a culture of continuous improvement. There was also
resistance to change among some managers, limited internal HRD expertise
requiring reliance on external consultants, and balancing production
demands with learning schedules. Zenith Manufacturing recognised that
there is a need for technological advancements in manufacturing (e.g. the
fourth industrial revolution (4IR), which requires upskilling, expanding into
new markets with diverse workforce capabilities, and partnerships with
universities and research institutes for cuttingedge learning programmes.
However, Zenith realised that there was increasing competition for skilled
talent, economic downturns affecting training budgets, and the risk of
trained employees being headhunted by competitors. Zenith Manufacturing’s
holistic approach to HRD transformed the organisation into a learning-
focused enterprise. By developing structured strategies, robust systems, and
comprehensive policies, they fostered a culture of lifelong learning and
continuous organisational renewal. Investing in managerial development and
modern training administration enabled Zenith to enhance workforce
performance, adapt to industry changes, and secure its competitive
advantage in the global market. Question 1 1. Conduct a SWOT analysis of
Zenith Manufacturing by identifying its key strengths (3 marks), weaknesses
(3 marks), opportunities (3 marks), and threats (3 marks). Base your answer
on the information from the case study.
SWOT Analysis of Zenith Manufacturing Ltd
Strengths:
1. Comprehensive HRD Strategies: Zenith Manufacturing has developed and
implemented a robust HRD framework with structured learning paths, leadership
development programs, and succession planning. This comprehensive approach enhances
workforce competencies and supports continuous development (aligned with strategic
HRM objectives).
2. Technological Integration: The adoption of systems like a learning management
system (LMS) allows for efficient administration, monitoring, and evaluation of training
, programs. This demonstrates the company’s investment in modern training technologies
to improve overall training effectiveness.
3. Commitment to Lifelong Learning: Zenith’s long-term vision of becoming a learning
organisation—promoting lifelong learning and continuous renewal—creates a culture
where employees are empowered to grow professionally, thus contributing to
organizational agility.
Weaknesses:
1. Resistance to Change: Despite the comprehensive HRD strategies, there is resistance to
change among some managers, which could hinder the full implementation of the
learning culture and affect the success of the programs (e.g., reluctance to adopt new
systems or methods).
2. Limited Internal HRD Expertise: Zenith relies on external consultants due to limited
in-house HRD expertise. This dependence could lead to challenges in sustainability,
continuity, and control over training quality and customization in the long run.
3. Balancing Learning with Production Demands: The company faces difficulty in
balancing production schedules with the need for employee training, potentially leading
to workforce inefficiencies or delays in meeting operational targets.
Opportunities:
1. Technological Advancements (4IR): The company has identified a need to advance
technologically in line with the fourth industrial revolution (4IR). This offers an
opportunity to upskill the workforce and incorporate cutting-edge learning programs to
stay competitive in the industry.
2. Partnerships with Universities and Research Institutes: Zenith recognizes the value in
collaborating with universities and research institutes to access advanced learning
programs. These partnerships could enhance its talent pool, foster innovation, and
strengthen research and development initiatives.
3. Expansion into New Markets: As the company develops a more skilled and adaptable
workforce, it has the opportunity to expand into new markets with diverse workforce
capabilities, tapping into untapped global regions and improving its competitive edge.
Threats:
1. Competition for Skilled Talent: There is increasing competition for skilled talent in
the industry. Zenith may face challenges in retaining top performers, especially if
competitors offer better incentives or opportunities.
2. Economic Downturns Affecting Training Budgets: The risk of economic downturns
may reduce the available budget for training and development programs, which could
impact the company’s ability to invest in HRD strategies and limit its workforce’s
potential.
3. Risk of Employee Attrition: There is a risk of trained employees being headhunted
by competitors, particularly as Zenith invests in developing skills. This could result in a
loss of valuable human capital and create instability in the workforce.
