Training and Development Case Study

Topics: Human resource management, Skill, Training and development Pages: 7 (2354 words) Published: March 29, 2011

Case Study
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Course: Professional Qualification in Human Resource Management December, 2010

Table of Contents
Introduction-Training & Development3
Q1-Key issues identified in the Case4
Q2-The role of Training Manager-Ravi5
Q3-Suggestions for improvement6

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 was revealed that the product knowledge of medical reps and sales reps was not up to the expectations. Finally CEO requested a total plan for training initiatives in 2009 in order to approve money for further training programs that would be organized by the company in the future. Q1-Key issues identified in the Case

When considered the case study we can point out several issues that have caused this sort of a situation in the company itself; * Improper planning of the overall training programs of the company The planning stage of a relevant training program is critical since if it fails to plan, it plans to fail the overall training program which is going to be conducted in the near future. With regard to the above case study we can elaborate that initial planning has not been properly carried out, hence the problems that are related to evaluation arisen respectfully. And it has not been properly figured out, how the training would be effectively carried out during the relevant time period, and how the trainees should link the outcomes of the training to their day to day job role. * The real training needs are not being identified

The case itself depicts that the real training needs is not been properly identified and therefore the trainees would have not obtained the sufficient training which is more suitable to their job roles and responsibilities. And their effort, to put on the training they undergo has been reduced to a level, which cannot be expected in accordance with the company standards. * Not selected the best people to be trained, since the training department has arbitrarily nominated the trainees. The training department has not undergone a proper evaluation of selecting the people, while who is more suitable to the training in order to achieve the optimum outcome of the investment, in other words getting the maximum ROT(Return on Training) to the company in more effective manner. * Adhoc money allocation of the company without...

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
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