Case Study: System’s

migration to New Skills

Joseph J John
Problem Statement

 The new automated information system adopted by the Dukes and Noble
Department store creates frustrations and difficulties with some employees,
especially older ones like Pat Dekkar. He cannot master the system itself
despite the fact that he is one of the supervisors who must be fully aware of
the system.
 Bob Williamson, one of the company’s managers, is being troubled by Pat’s
lack of mastery of the system. He doesn’t know what approach will he do
without offending Pat but he needs to decide soon for many factors are at
stake and being affected by the problem.
Qn.1 Is there a training problem?

 There is clearly a performance problem on Pat’s part. Pat was yet to show a
minimum level of proficiency in operating the new system. This problem
remains after Pat has completed a formal training program and has received
the same work experience as all the other employees. During that time, the
other employees learned the system well enough to operate it.
 It would be more precise to label the problem as more of a learning than a
training program, although they are closely linked. The issue facing Bob is
how to create some new kind of learning plan that would help Pat move to
proficiency. Unfortunately, Pat seems to be painting himself into a corner by
not wanting to discuss the problems he is facing.
Qn.2 What can Bob do to assist Pat in completing the learning process?

 Bob should make it possible to discuss the problem. He can do this by letting
Pat know that he’s noticed Pat may still be in a learning mode and that he
wants to help Pat. The matter should not be treated as a threat.
 Bob can acknowledge that people learn in different ways and at different
speeds, and that the task before him and Pat is how to find the learning
process that will work best for Pat.
 Bob needs to work out with Pat a plan that will help him learn the system. This
may begin by having Pat go through certain transactions so that Bob can
discover where Pat is running into difficulty. A training manual can be
provided.
 Bob should work with Pat regularly to practice some transactions. Working on
a demonstration and practice cycle can be effective. An alternative would be
for Bob to request training and coaching assistance from someone who
conducted the training
Qn.3 What should Bob expect of Pat’s performance
in conducting and completing his own learning?

 Pat may not be very effective at managing his own learning process.
Therefore, Bob should work with Pat regularly to help him do the following:
• Identify areas of skill discomfort (analysing skill deficiencies)
• Establish learning goals (to remove the deficiency)
• Locate instructional information (be it peers, Bob, the training manual, or
whatever)
• Practice the skills.
Bob should make it clear that he does expect Pat to take responsibility for his
learning process.
Qn.4 How should Bob respond to Pat in
the next few weeks?
 Bob should take a more active role in working with Pat to help him learn this
new system. If Bob is not actively coaching Pat in the new skills, he should be
checking with Pat regularly (at least every few days) to see how his learning is
proceeding. This may require Bob to casually check out how well Pat is
conducting transactions.
 The management can provide more training regarding the new system.
 If a couple of weeks pass and Pat is not making progress, Bob may need to
initiate stronger action.