5.
Analysis
Several organizational support-related topics, including employee growth,
engagement, and satisfaction, were examined in the Human Resource Development
(HRD) questionnaire. Based on the response structure, the analysis has been
divided into five major themes: HRD Climate, Performance Management,
Organizational Development, Career Development, and Training and Development.
Every theme offers a thorough analysis of the trends, differences, and issues seen in
various divisions and positions.
Average Scores By HRD Dimensions
4.4
4.2
3.8
3.6
3.4
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5.1 Training and Development
This dimension assessed the effectiveness of training formats, the degree to which
the organization provides learning opportunities, and whether learning is in line with
the professional needs of employees. Technical departments like IT Support, UX
Design, and QA Testing showed a sharp contrast to the majority of employees, who
responded favourably to the availability of training opportunities, particularly those in
managerial and HR roles. Workers in these fields expressed disagreement or strong
disagreement with the suitability of training formats, arguing that courses were out-
of-date, irrelevant to their roles, or Un interactive.
Several workers stated that although training is provided, it seems more "checklist-
based" than growth-oriented and does not directly aid in their professional
development. For example, the Customer Service and Data Analyst employees
pointed out that the training format did not fit their job role requirements or learning
style.
Key Takeaway: Despite the organization's initiative to invest in training, its
implementation does not align with the needs of individual departments. As a result,
training is viewed as superficial rather than transformative. Training impact could be
increased by incorporating practical, blended learning techniques (online + hands-on
workshops) and conducting a needs assessment prior to scheduling training
sessions.
Training & Development
Strongly Agree Agree
Neutral Disagree
Strongly Disagree
5.2 Career Development
This section evaluated the availability of coaching or mentoring support, awareness
of promotion pathways, and clarity of career progression. This area's findings
showed one of the dataset's most alarming patterns. Many respondents (including
those from the fields of operations, software engineering, and marketing) disagreed
or strongly disagreed with statements about career guidance and advancement.
Long-term growth or promotion criteria remained unclear to even those with training
access. For instance, several workers who gave training a high rating nevertheless
expressed discontent with goal-setting instructions and promotion awareness.
Additionally, career coaching and mentoring were either poorly explained or
unavailable. This disparity primarily impacted technical and support employees,
many of whom were unsure of their future responsibilities and expectations.
According to some respondents, career planning was not discussed at all during
performance reviews.
Key Takeaway: The information points to a discrepancy between actual career
development planning and current HRD initiatives. Employee motivation and clarity
would be improved by implementing internal career roadmaps, regular career
planning sessions, and structured mentorship programs. Utilizing department-
specific Individual Development Plans (IDPs) could greatly cut down on uncertainty
and encourage internal mobility.
Career Development
Strongly Agree Agree
Neutral Disagree
Strongly Disagree
5.3 Organizational Development
Organizational flexibility, teamwork, and innovation-openness were assessed in this
section. Employees consistently expressed strong agreement that the company is
flexible and encourages innovation, despite shortcomings in training and career
advancement. HR specialists, project managers, and product managers stated that
their divisions encouraged cross-functional cooperation and encouraged
experimentation.
Responses to the question of communication during organizational changes,
however, were divided. Junior employees, especially those working in customer
service and support roles, felt excluded from the change implementation process
due to poor communication and lack of involvement, while management and mid-
level roles had a clear understanding of transitions.
Key Takeaway: Although the company is seen as adaptable and team-focused, not
all job levels are included in its change of communication tactics. Including
employees in feedback loops and ensuring that change initiatives are communicated
clearly can increase collective ownership and lessen resistance during transitions.
Organizational Development
Strongly Agree Agree
Neutral Disagree
Strongly Disagree
5.4 Performance Management
This section examines whether rewards are commensurate with effort, feedback is
given, and how frequently performance is evaluated. Another area with conflicting
findings was performance feedback. Most operational-level employees reported that
appraisals are either too critical, unclear, or delayed, while a small percentage of
respondents (especially those in supervisory positions) stated that they receive
timely and useful feedback. Sales, customer service, and QA testing staff expressed
a great deal of discontent with the way their contributions are valued.
Dissatisfaction with pay and benefits was also a prevalent complaint across
departments. Many workers believed that their pay did not fairly reflect the amount of
work they were doing, and some said they were not given enough credit for extra
work or excellent performance. Some even pointed out a discrepancy between
appraisals and real work requirements.
Key Takeaway: Effort and recognition are seen as being out of balance. Establishing
a transparent and unambiguous performance evaluation system that is connected to
quantifiable KPIs and project results would be advantageous for the company. Peer
recognition initiatives, two-way feedback sessions, and routine check-ins can all help
close motivation and retention gaps.
Performance Management
Strongly Agree Agree
Neutral Disagree
Strongly Disagree
5.5 HRD Climate
The broader workplace—perceptions of inclusivity, respect, leadership
communication, and the existence of a supportive culture—was examined in this
concluding section. This was the divisive area for responses. Some workers said
they felt valued, heard, and included in leadership discussions, particularly those in
senior or managerial positions. However, a large number of junior and mid-level
employees, especially those in marketing, customer support, and information
technology, expressed feeling cut off from leadership and excluded from decision-
making. Participation in team discussions decreased as a result of several people
feeling their ideas were ignored or disregarded.
Awareness of HR policies and mentorship accessibility were also shortcomings.
Some respondents said they didn't know who to ask for career-related advice, and
others said HR policies weren't applied uniformly across departments or weren't
shared clearly.
Key Takeaway: Although the organization's top demonstrates strong HR values,
lower tiers do not implement them consistently. Standardizing communication,
encouraging psychological safety (safe spaces for speaking up), and making sure
that workplace regulations are applied consistently should be HR's top priorities. The
workplace environment could be further improved by holding frequent diversity and
inclusion workshops, anonymous feedback surveys, and culture audits.
HRD Climate
Strongly Agree Agree
Neutral Disagree
Strongly Disagree
Dimensions Strengths Gaps Identified
Training and Development Training exists, employees value Training formats not aligned with
learning job roles
Career Development Few individuals found clarity in Lack of mentorship, unclear
growth promotion paths
Organizational Development Adaptability, collaboration Communication needs
appreciated improvement
Performance Management Some receive valuable feedback Appraisals inconsistent; rewards
don't reflect effort
HRD Climate Inclusion & respect valued at Junior staff feel unheard; HR
higher levels policies poorly communicated
