You are on page 1of 15

HRM Case Study: The Training and Development Dilemma at WHITNEY and Company

Presented by

About the company


It is a global management consulting firm

Provides consulting services in finance,

operations and information technology Serves manufacturing and service organizations and government, health care and religious organizations

The companys plans


In the next five years the company plans to have

1200 managers and 200 partners Policy of promotion from within Focus on training and development of entry level employees.

Training procedure
Entry level employees spend two weeks at CEDC

followed by three additional months of training at a regional office Employees receive technical and systems training Employees also receive extensive training in the specific industries.

Issues
To evaluate the effectiveness of the training

program and the amount of training required To tackle increasing employee turnover rates To train employees to have excellent interpersonal skills.

Recommendations
IPO evaluation model for evaluating training Two weeks of training can be given at regional

training centers instead of at CEDC. This will be a cost effective method. It helps instructors(the field managers, who are on rotation basis) to train the employees at regional centers instead of going to CEDC. This will save time and cost and also help the trainers as it enables them to know what is currently happening in the field. Higher salary increments and incentives based on their performance Frequent promotions based on their performance Educate the aggressive employees about the significance of interpersonal skills and offer them training through interviews, role plays, sensitivity training

Evaluation of training
Input, process ,output model

Inputs- trainee qualifications, instructional materials Process 1. Plan training objectives 2. Developing and designing strategy 3. Deliver training Output Short term benefits of training Outcomes Long term results like company profitability, productivity etc

Steps in evaluation
Formulation of goals

Developing strategy
Use measurement tools Analyze data

Insurance brokerage firm

Emphasis on sales
Time, Effort, Money on sales Sales and profits down New training technique

PROBLEMS IDENTIFIED
COST NO PROPER EVALUATION TECHNIQUES

EVALUATION STRATEGY Principles: Clear about goals and purposes of evaluation. Continuous and specific Trainers should be able to appraise themselves. Evaluation based on objective methods and standards. Realistic target dates.

CRITERIA FOR EVALUATION


Training validity Transfer validity Intra-organisational validity Inter-organisational validity

Recommended techniques for evaluation


Before/After test

Control group and experimental group tesing

FOUR LEVELS OF EVALUATION REACTION- trainees reaction to the program.questionnaire. LEARNING- extend to which trainees have increased their knowledge or skills- tests BEHAVIOR- training used in the job- performance appraisal. RESULT- Overall outcome