Reference no: EM132810066

When responding to a case study or scenario, the HR practitioner should use a consistent, fact-based, problem-solving approach. The development of this skill will allow the HR practitioner to respond to issues as they arise using an analytical methodology in order to explore possible solutions.

Sales at a large telecommunications company were down for the third quarter. Management reviewed several strategies to improve sales and concluded that one solution would be to improve training for the large, dispersed sales force.

For the sake of expediency, the training department began using a needs analysis it had conducted several years before as a basis to develop enhanced training. Their plan was first to update the original needs analysis, and then to develop new training strategies on the basis of what they found. They also began investigating new training technologies as a possible way to reduce training delivery costs. However, management was so intent on doing something quickly that the training department was ultimately pressured into purchasing a generic, off-the-shelf training package from a local vendor.

One of the features of the package that appealed to management was that the course could be delivered over the Web, saving the time and expense of having the sales force travel to the main office to receive the training. Hence, even though the package was costly to purchase, the company believed that it was a bargain compared to the expense of developing a new package in-house and delivering it in person to the sales force.

Six months after the training had been delivered, sales were still declining. Management turned to the training department for answers. Because no measures of training performance had been collected, the training department had little information upon which to base its diagnosis. For lack of a better idea, members of the training department began questioning the sales force to see if they could determine why the training was not working.

Among other things, the sales people reported that the training was slow and boring, and that it did not teach them any new sales techniques. They also complained that without an instructor, it was impossible to get clarification on things they did not understand. Moreover, they reported that they believed that sales were off not because they needed training in basic sales techniques, but because so many new products were being introduced that they could not keep up. In fact, several of the sales people requested meetings with design engineers just so they could get updated product information.

The training department took these findings back to management and requested that they be allowed to design a new training package, beginning with an updated needs analysis to determine the real training deficiencies.

What were the objectives of the training program? Describe a training objective for the program described in the case that contains the key elements and components of a training objective. How would your training objective have helped in the choice/design of a training program? How would it have helped trainees and managers?