I have been give this case study but I still have no idea about it.
Could you give me some guide line, Please? :cry:
Thanks a lot.
CASE STUDY for Learning & Development Re-sit Exam August 2005
Quite Big Co UK PLC (QBC)
You are the manager of the learning and development (L & D) department in a large
organisation that operates in a fast-moving environment. The company has to be highly costefficient,
innovative, and must remain close to its customers. It is split over four sites across
the UK, and employs approximately 2,000 staff. The sites are in England, Northern Island,
Scotland and Wales. There is a company training centre is based on the Cardiff site (Wales).
Your L & D department consists of nine staff and yourself. (Three of the staff are secretarial
or administrative). It is located in your Milton Keynes headquarters, where there is also a
small dedicated training centre. Your staff are responsible for designing and delivering most
of the company’s learning and development activity.
You are CIPD-qualified and have an MBA, and all training specialists are all suitably
experience and qualified trainers. The board has just decided that it wants 50 % of training to
be shifted onto its intranet (in-house computer network) over the next 24 months. The IT
services director has assured the board that the technical issues involved in such a shift
should not be problematic, and that they have a project team available to work on the task.
At present employees (apart from a small number of IT staff) do not use the company’s
intranet for training purposes. Training is delivered both at the QBC training centre (Cardiff)
and on-site using fairly traditional methods. Most staff are familiar with basic computerbased
learning resources such as CD Roms, but relatively few have an understanding of
sophisticated forms of electronically delivered learning.
The board claims that by moving much of the company’s training onto an intranet, the
following benefits should follow:
• More effective training administration, faster and more flexible learning and more
motivated learners.
• More cost-efficiency, because of likely economies of scale in training activity.
• Aid for human resource staff, by providing more up to date and high quality
information for and about learners.
• More time for senior human resource and learning and development staff to devote to
strategic issues, because of the reduction in paperwork that is likely to follow such a
move.
The HR director (to whom you report) has asked you for a briefing paper in response to the
board’s decision.