Reference no: EM133336666

Training and Development Case Study

Introduction

Southwood school administrators realized that a newly designed performance management system for their support staff would require a formal training program. Designing and implementing the new performance management system was a challenge for the organization; the last system was unpopular with employees, and negative feelings about the value of performance management linger.

Case Overview

Some of the issues identified with the previous performance management system included:

Annual deadlines to complete the process were missed by many staff members.
Some staff members were confused about what exactly needed to be completed and when.
There were complaints that the previous system was a "waste of time" and that there were no measurable outputs.
A trade union representative felt the system was not appropriate for all staff members.
Criteria on the forms were irrelevant to support staff. For example, support staff could not set objectives in pupil progress or have lessons observed.
There was little attention on identifying training needs, and where needs had been identified, there was no follow-up with appropriate actions.
Appraisals were led by teachers with little knowledge of their appraisees' jobs.
Performance meetings were a one-way process; often, performance goals were identified before the meeting and without the appraisee's input.

A new performance management system was designed in consultation with all stakeholders to address the issues raised with the previous system. School leaders felt that a formal training program was vital to ensure all employees understood and supported the new system.

The trainees in this case study are the appraisers in the new performance management process. In some cases, they will be teachers with no formal management qualifications. In other cases, they will be support staff with specific management responsibilities in the organization.

The program content would include the following:

How to develop questioning and listening skills.
How to complete the new performance management documents.
How to develop SMART objectives (objectives that are specific, measurable, achievable, relevant and time-bound).
How to help employees identify training and development opportunities

The training would take place in-house and outside the normal workday. It was agreed that the most appropriate method was a two-hour workshop. The workshop would include various activities geared to develop the skills and knowledge of the participants.

It was estimated that the benefit of the training program to the organization would include a $15,000 improvement in employee productivity and a $30, 000 savings in turnover after one year. Training costs would include materials for the trainees of $3,000, refreshments ($1,000). The company trainer's salary is $60,000 per year and each of the 12 trainees in the workshop earn $68,000 per year. Employees typically work 2000 hours per year. Administrative support services are estimated at $3,500. The trainer estimates that the design, delivery and evaluation of the training program will take 40 hours.

The trainer ran out of time during the training session. Consequently, no formal evaluations were submitted by participants. The trainer thought it had been a challenging session; it had been difficult to engage the participants. The participants had very different needs and few trainees participated in the activities or asked any questions.

Question-

Write one learning objective for the training program.