The top executives of a government organization decided to organize an early training assessment program for the organization's first-line supervisors. As per their own experience, many young people who were trained were leaving the company for private employment where the rewards were much greater. This left the company with something less than the best qualified and dynamic supervisors. The company, therefore, was quite ready to listen to the advice of management specialists concerning the subject. The HR team of the company carefully worked out the training program. The development of the candidates comprised: One week of formal supervisory training Assignment to an established supervisor who would act as a teacher and guide, help them at every step and evaluate their performance. Work on task force assignments as available and appropriate. Frequently candidates were appointed to supervisory positions before they finished their assigned projects. If not, they would either stay within the program until they were transferred to a supervisory role or be assigned to a technical career. Several advantages emerged from the program. The candidates could bring themselves to the attention of supervisor early, the company was provided with a group of dynamic young professionals. The candidates were pleased that their careers were of interest to the higher-level executives. The brain drains from the company almost stopped. Certain disadvantages also became apparent. Many good candidates failed to apply for the program because they were unsure of their career objectives. They did not want to move away from the places they were initially based, or they felt too busy to undergo the training program. Some complained of inadequate counseling, and many who failed to apply were disgruntled when they were no longer among the candidates for supervisory appointments. The company is now looking to reassess its training program. Based on the case, a) Critically analyze the current training program of the company? b) If you were asked to suggest improvements, what would you suggest?

The top executives of a government organization decided to organize an early training assessment program for the organization's first-line supervisors. As per their own experience, many young people who were trained were leaving the company for private employment where the rewards were much greater. This left the company with something less than the best qualified and dynamic supervisors. The company, therefore, was quite ready to listen to the advice of management specialists concerning the subject. The HR team of the company carefully worked out the training program. The development of the candidates comprised: One week of formal supervisory training Assignment to an established supervisor who would act as a teacher and guide, help them at every step and evaluate their performance. Work on task force assignments as available and appropriate. Frequently candidates were appointed to supervisory positions before they finished their assigned projects. If not, they would either stay within the program until they were transferred to a supervisory role or be assigned to a technical career. Several advantages emerged from the program. The candidates could bring themselves to the attention of supervisor early, the company was provided with a group of dynamic young professionals. The candidates were pleased that their careers were of interest to the higher-level executives. The brain drains from the company almost stopped. Certain disadvantages also became apparent. Many good candidates failed to apply for the program because they were unsure of their career objectives. They did not want to move away from the places they were initially based, or they felt too busy to undergo the training program. Some complained of inadequate counseling, and many who failed to apply were disgruntled when they were no longer among the candidates for supervisory appointments. The company is now looking to reassess its training program. Based on the case, a) Critically analyze the current training program of the company? b) If you were asked to suggest improvements, what would you suggest?

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

The HR team of the company carefully worked out the training program. The development of the candidates comprised:

One week of formal supervisory training
Assignment to an established supervisor who would act as a teacher and guide, help them at every step and evaluate their performance.
Work on task force assignments as available and appropriate. Frequently candidates were appointed to supervisory positions before they finished their assigned projects. If not, they would either stay within the program until they were transferred to a supervisory role or be assigned to a technical career.

Several advantages emerged from the program. The candidates could bring themselves to the attention of supervisor early, the company was provided with a group of dynamic young professionals. The candidates were pleased that their careers were of interest to the higher-level executives. The brain drains from the company almost stopped.

Certain disadvantages also became apparent. Many good candidates failed to apply for the program because they were unsure of their career objectives. They did not want to move away from the places they were initially based, or they felt too busy to undergo the training program. Some complained of inadequate counseling, and many who failed to apply were disgruntled when they were no longer among the candidates for supervisory appointments.

The company is now looking to reassess its training program.

Based on the case,

a) Critically analyze the current training program of the company?
b) If you were asked to suggest improvements, what would you suggest?

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