Dear friends,I need an illustrative case study /role play on TNA, which can be used for teaching TNA. If it comes in interactive scenario (i.e sequence revealing), will do best.Thanks a lot.B
From Indonesia, Jakarta
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From Indonesia, Jakarta
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Dear Dr. Bayuhie,
Given below is the case study on TNA. I have acquired it from one of the Yahoo Groups and have not used it for training purposes. Therefore, its relevance or efficacy is not ascertained.
Regards,
Dinesh V Divekar
dineshdivekar(at)yahoo.com
HR CASE STUDY
XYZ was established in 1985 as a joint venture between various foreign companies. The company has grown from a capacity of 15,000 AC units in 1985, largely comprising an assembly operation, into the largest and only integrated manufacturing unit in India for Auto Air Conditioning systems. The company has the capability to manufacture compressors, condensers, heat exchangers, and all the connecting elements required to complete the AC Loop. The company has three plants in Noida, one in Manesar, and one in Pune. It also has an R&D center and Toolroom in Noida. The manufacturing capacity has grown to a level of 750,000 AC units per annum, with a plan to reach 1,000,000 per annum by 2008.
The HR department of the company has a well-developed training and development process but aims to enhance the training effectiveness evaluation process. For this purpose, they have implemented a policy where employees are required to undertake a project based on the training they have received, demonstrating practical application of their learning. Employees are then evaluated for 'On-the-job training effectiveness evaluation' based on their performance. In essence, they are assessed on how they apply their learning in their job. Employees are given three months to evaluate themselves and complete a project based on their learning. Subsequently, employees rate themselves according to their learning. Following this self-assessment, the employee is evaluated by their Head of Department (HOD) based on the project, learning, and its application. The HOD then rates the employee against the self-assessment. The HOD provides remarks and recommendations to the HR department, which helps determine the need for re-training or the success of the employee's training investment. This process is how the HR department evaluates on-the-job training effectiveness. However, the HR department faces a challenge as employees view this project work as an additional burden and tend to avoid it, failing to grasp the importance of the Training Effectiveness Form and project completion. Until the HR Audit, HR personnel continuously pursue employees to submit the Training Effectiveness forms, only to find that many employees complete them as a formality.
After extensive discussions on the matter, the AGM (HR) conveys that frequent policy changes could create a negative impression among employees. This impression suggests that the HR department changes policies whenever issues arise. The AGM believes that policies should not be altered frequently. Interestingly, employees never raise this issue when interacting with the HR Department.
The AGM asserts that if only 10-12% of employees take this exercise seriously, he will focus on motivating those employees to ensure policy success, disregarding the fact that the majority of employees avoid this exercise. Despite his firm stance, he continues to search for a solution to effectively execute this policy.
QUESTIONS:
1. Is the HR manager's stance of not changing the policy justified?
2. What course of action would you take if you were in the HR manager's position?
3. Is the method employed by the HR department to evaluate on-the-job training effectiveness appropriate? If not, what alternative method would you suggest?
Please review the corrections and let me know if you need further assistance.
From India, Bangalore
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8036Given below is the case study on TNA. I have acquired it from one of the Yahoo Groups and have not used it for training purposes. Therefore, its relevance or efficacy is not ascertained.
Regards,
Dinesh V Divekar
dineshdivekar(at)yahoo.com
HR CASE STUDY
XYZ was established in 1985 as a joint venture between various foreign companies. The company has grown from a capacity of 15,000 AC units in 1985, largely comprising an assembly operation, into the largest and only integrated manufacturing unit in India for Auto Air Conditioning systems. The company has the capability to manufacture compressors, condensers, heat exchangers, and all the connecting elements required to complete the AC Loop. The company has three plants in Noida, one in Manesar, and one in Pune. It also has an R&D center and Toolroom in Noida. The manufacturing capacity has grown to a level of 750,000 AC units per annum, with a plan to reach 1,000,000 per annum by 2008.
The HR department of the company has a well-developed training and development process but aims to enhance the training effectiveness evaluation process. For this purpose, they have implemented a policy where employees are required to undertake a project based on the training they have received, demonstrating practical application of their learning. Employees are then evaluated for 'On-the-job training effectiveness evaluation' based on their performance. In essence, they are assessed on how they apply their learning in their job. Employees are given three months to evaluate themselves and complete a project based on their learning. Subsequently, employees rate themselves according to their learning. Following this self-assessment, the employee is evaluated by their Head of Department (HOD) based on the project, learning, and its application. The HOD then rates the employee against the self-assessment. The HOD provides remarks and recommendations to the HR department, which helps determine the need for re-training or the success of the employee's training investment. This process is how the HR department evaluates on-the-job training effectiveness. However, the HR department faces a challenge as employees view this project work as an additional burden and tend to avoid it, failing to grasp the importance of the Training Effectiveness Form and project completion. Until the HR Audit, HR personnel continuously pursue employees to submit the Training Effectiveness forms, only to find that many employees complete them as a formality.
After extensive discussions on the matter, the AGM (HR) conveys that frequent policy changes could create a negative impression among employees. This impression suggests that the HR department changes policies whenever issues arise. The AGM believes that policies should not be altered frequently. Interestingly, employees never raise this issue when interacting with the HR Department.
The AGM asserts that if only 10-12% of employees take this exercise seriously, he will focus on motivating those employees to ensure policy success, disregarding the fact that the majority of employees avoid this exercise. Despite his firm stance, he continues to search for a solution to effectively execute this policy.
QUESTIONS:
1. Is the HR manager's stance of not changing the policy justified?
2. What course of action would you take if you were in the HR manager's position?
3. Is the method employed by the HR department to evaluate on-the-job training effectiveness appropriate? If not, what alternative method would you suggest?
Please review the corrections and let me know if you need further assistance.
From India, Bangalore
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Thanks Dinesh. I need more on how a company request a training for a performance problem that has several aspects to intervene, with scenario for each aspects. Anyway, I appreciate much your effort!B
From Indonesia, Jakarta
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From Indonesia, Jakarta
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Dear Dr. Bahuyie,
Please refer to the following books:
a) Little Book of Cases in Hospitality Management by Dana Tesone, Published by Pearson
b) 50 Cautionary Tales for Managers by Peter Honey Published by How To Book
c) Action Tools for Effective Managers by Margaret Mary Gootnick and David Gootnick published by AMACOM (American Management Association)
All the best!
Dinesh V Divekar
From India, Bangalore
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Please refer to the following books:
a) Little Book of Cases in Hospitality Management by Dana Tesone, Published by Pearson
b) 50 Cautionary Tales for Managers by Peter Honey Published by How To Book
c) Action Tools for Effective Managers by Margaret Mary Gootnick and David Gootnick published by AMACOM (American Management Association)
All the best!
Dinesh V Divekar
From India, Bangalore
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Dear Dr.Bahuyie, Hello! You can also refer to the book- 'Stories Trainers Tell' by Mary Wacker & Lori Silverman.
From India, Madras
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From India, Madras
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Hello,
With your above-given requirements, the sequence you may look into to either design a case study or solve it may somewhat look like this:
1. Identify the problem
2. Budgetary allocation
3. Trace the participants, i.e., TOP, MIDDLE, OR LOWER MANAGEMENT
4. Who will be the trainer
5. Number of participants
6. Method of Training, i.e., off-the-job or on-the-job
7. Pre-during-Post Analysis of the participants' performance
8. Evaluation of the training
9. Effectiveness of the training
10. Feedback from each participant
11. Checking of the participants' performance
12. Interval-feedback system
The rest of the details can be obtained from the experts on the forum. Thank you :)
Regards,
Lakshita Gaur:icon1:
From India, Jaipur
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With your above-given requirements, the sequence you may look into to either design a case study or solve it may somewhat look like this:
1. Identify the problem
2. Budgetary allocation
3. Trace the participants, i.e., TOP, MIDDLE, OR LOWER MANAGEMENT
4. Who will be the trainer
5. Number of participants
6. Method of Training, i.e., off-the-job or on-the-job
7. Pre-during-Post Analysis of the participants' performance
8. Evaluation of the training
9. Effectiveness of the training
10. Feedback from each participant
11. Checking of the participants' performance
12. Interval-feedback system
The rest of the details can be obtained from the experts on the forum. Thank you :)
Regards,
Lakshita Gaur:icon1:
From India, Jaipur
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