Designing a Training Program: A Training Manager's Dilemma|Human Resource|Organization Behavior|Case Study|Case Studies

Designing a Training Program: A Training Manager's Dilemma

            
 
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Case Details:
Case Code : HROB110
Case Length : 5 Pages
Period : -
Pub Date : 2008
Teaching Note :Not Available
Organization : -
Industry : Consumer Appliances/Direct Selling/Miscellaneous
Countries : India

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This case study was compiled from generalized experience of the author, 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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Designing a Training Program: A Training Manager's Dilemma

"Sunit, you've done a great job in identifying the training needs for first-line managers. The choice of topics for the training program is also good. However, our job is just half done.

I want you to sort out the issues I pointed out to you regarding the design of the training program. I want you to think over the design again.

Come back to me with the suggested changes… And I want you to concentrate on how we can make this training program more effective," said VK Prasad (Prasad), the Vice-president- HRD of Direc2U, a direct sales company that dealt in a range of consumer appliances.

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

Sunit Verma (Verma) had been working as the Training Manager in Direc2U for the past 6 months. During this period he had been involved in the training of ten batches of trainee sales representatives. For the last three months, a lot of his time and effort had been dedicated to identifying the training needs of the first-line managers of the company.

Last week Verma spent a lot of time identifying the training needs under Prasad's guidance. They also identified the topics that were to be taught in the proposed training program for first-line managers.

Thereafter, Verma was entrusted with the responsibility of designing the training program.

Verma had drafted a training design proposal and had come to Prasad to get it ratified but now it seemed that he had considerable changes to make before the training design proposal would be approved.

Before joining as the Training Manager in Direc2U, Verma had practically no job experience. He had just graduated from a reputed business school in North India with a specialization in HRD. Summer training at one of the leading fast moving consumer goods companies in India as part of his MBA curriculum -- where he was involved in a training need analysis (TNA) project for the company's sales representatives -- was about his only experience in the training function. In fact, Prasad who had initially interviewed him for the position, was quite impressed with his project work...


 

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