Training and Development Case Study

Topics: Management, Psychology, Education, Employment, Organizational studies and human resource management, Marketing / Pages: 10 (2354 words) / Published: Mar 29th, 2011

Case Study
Prepared By

Course: Professional Qualification in Human Resource Management
December, 2010

Table of Contents
Introduction-Training & Development 3
Introduction-Case-(Care-Link) 3
Q1-Key issues identified in the Case 4
Q2-The role of Training Manager-Ravi 5
Q3-Suggestions for improvement 6
References 7

Introduction-Training & Development
“In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development”-Wikipedia-Free Encyclopedia-2010. Simply the training could be shown as a process, through a cycle as below;

The Care-Link, a pharmaceutical and Health care company that has a staff of 200 and it contains around 77 medical reps and the management staff is comprised with around 7 managers in seven key areas. The training is mostly carried out in an outsourced basis and it is said that the company spends huge amount of money on training and developing its’ employees. The training would include overseas training and outsourced training. The in-house training is also carried out, but it is mainly handled by the Training manager, Mr. Ravi Fernando but this training is limited for the product training, and it incurs a minimum amount of cost respectively. Then a new CEO joins the company in 2009 and challenges Ravi to justify the effectiveness of training through evidences of reports. And there were series of discussions organized for the employees who were trained before. But they could not explain what they gained from the training and its practical advantages for their job.
Ultimately it

References: * Rosemary Harrison (2005). Learning and Development. CIPD Publishing. pp. 5 * Patrick J. Montana and Bruce H. Charnov (2000). "Training and Development". Management. Barron 's Educational Series. pp. 225 * Thomas N. Garavan, Pat Costine, and Noreen Heraty (1995). "Training and Development: Concepts, Attitudes, and Issues". Training and Development in Ireland. Cengage Learning EMEA. pp. 1 * Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th Ed.). London * Prahalad, C. and Hamel, G. (1990) 'The core competences of the organization ' Harv Ulrich, Dave (1996). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Pressard Business Review and Development

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