Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training|Human Resource|Organization Behavior|Case Study|Case Studies

Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training

            
 
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Case Details:

Case Code : HROB102
Case Length : 05 Pages
Period : -
Organization : -
Pub Date : 2008
Teaching Note :Not Available
Countries : India
Industry : Consumer appliances (Direct Selling)

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Introduction

"Rakesh, let me make it clear to you that I can't allocate any more money for training. I can understand why you want to conduct a training program on coaching skills for the line managers, but I can't help you in this regard. Not for another year at the very least. In fact, I may have to curtail your training budget for next year as we are going through a lean phase," said Sanjay Shah (Shah), the CEO of Direc2U, a direct sales company that dealt in a range of consumer appliances.

From his tone, it was clear that he would not entertain any further discussion on this topic.

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

Rakesh Sharma (Sharma) had been working as the training manager (TM) in Direc2U for the past three years. During this period he had single-handedly taken care of all the training and development (T&D) activities of the company. Of late, he felt that despite a contemporary training program, the sales force was unable to internalize the training due to lack of support from the line managers in the field. Sharma, who had ample experience in sales and sales force management before getting into the training function, understood the significance of the role of line managers in reinforcing the class room training.

His repeated proposals to conduct a training program on coaching for the line managers had fallen on deaf ears. But Sharma knew that he could not let the situation drift any longer. The company had failed to achieve its revenue targets in the previous year.

This year too, it was struggling to reach 75 percent of the projections. Since it was difficult to measure the return on investment (ROI) of training, the training budget tended to get the chop during tough times. In such as situation, Sharma could expect some cuts in his budget for the next year. Yet he knew that in tough times there was a greater need for T&D interventions...


 

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