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Name Areeba Rauf Szabist ID 2035162 Training & Development Assignment No. 01 (Case Study) Date: 23 Oct, 2021

The company experienced rapid growth from 40 to 200 employees in 2 years. This caused managerial issues like high employee turnover, lack of fair compensation, inadequate training for promoted supervisors, and poor communication. An analysis identified needs like undefined goals, no recruitment criteria, performance reviews, or rewards. Supervisors had no designated tasks for subordinates and too much paperwork. Training is needed for supervisors in communication, conflict management, and providing feedback. Non-training needs include establishing HR, performance standards, and a feedback program.

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65 views3 pages

Name Areeba Rauf Szabist ID 2035162 Training & Development Assignment No. 01 (Case Study) Date: 23 Oct, 2021

The company experienced rapid growth from 40 to 200 employees in 2 years. This caused managerial issues like high employee turnover, lack of fair compensation, inadequate training for promoted supervisors, and poor communication. An analysis identified needs like undefined goals, no recruitment criteria, performance reviews, or rewards. Supervisors had no designated tasks for subordinates and too much paperwork. Training is needed for supervisors in communication, conflict management, and providing feedback. Non-training needs include establishing HR, performance standards, and a feedback program.

Uploaded by

Arya Akbani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Name Areeba Rauf

Szabist ID 2035162
Training &
Assignment No. 01 (Case Study)
Development
Date: 23rd Oct,2021
Chapter 4, Need Analysis (Case Study).
The Training Program (Fabric Inc.)
Problem Statement: A fabrication company has experienced an exponential growth. The
company previously had 40 employees working under the supervisor who is also the owner of
the company. In the next two years, the company’s manpower has increased to up to 200
employees. The increase in the manpower has resulted in few managerial issues which requires
training need analysis (TNA) to provide relevant training to the individuals working. Some of
main problems currently being faced are listed down below:
1. The key employees or artisans are leaving the company.
2. The owner believes or assumes that employees are being compensated fairly.
3. The employees are promoted internally to the supervisory position without adequate
training.
4. Supervisors are unable to communicate effectively with their subordinates as well as the
customers. The supervisors are sometimes heard yelling and getting in arguments.

To address all the issues, the owner has reached out the consultant. As per the suggestions of the
consultant, few interviews would take place to understand the areas where improvement is
needed, and the required training would then be given. The first set of interviews would be done
by the owner of the company.

Problems Identified
Direction of the Organization:
The interview about the direction of the organization highlights the fact that all the employees in
the organization are working without any goals or objectives. The mission is not clearly defined
by the owner or the senior management of the company which shows that employees are just
performing the tasks without having any common ground or a path to follow. The company has
not provided the long term or annual objectives either.

HR Systems:
The major problem with the HR system is that there are no recruitment criteria for the
employees. According to the owner, the individuals are only selected on the basis of work
capacity which should not be the case, employees must be selected as per the pre-determined
criteria. Second, no formal appraisal system is there to reward the current employees.
Job Design:
The weekly, bi-monthly, or monthly targets are not designed, neither a reporting system is given
to the subordinates.

Reward System:
As for the reward system, no performance standard or criteria is designed to measure the
performance of the employees. All the employees are being paid the same amount which means
there is no system present to pay people according to their skills or expertise.

Performance:
The formal feedback system is absent in this organization. None of the employees are provided
the feedback regarding their performance or other factors.

Methods and practices:


No defined policies or procedures are designed which clearly indicates that no HRM department
is present in the organization to tackle all these matters.

Next the employees’ interviews take place to know more about their duties and how they
respond to other employees. This would allow the consultant to know the areas of improvement.

Interview with the supervisors:


The interview with the employees uncovered that there are no designated tasks and
responsibilities given to employees, and mostly they have to deal with the complaints of the
customers. Another problem surfaced with the interview was the pressure for production.
Supervisors had immense pressure to increase the production which resulted in least concern for
the training of the subordinates. This could also be the reason why employees’ (subordinates)
tasks were taken the tasks away from them and given to the people who could perform it without
any guidance. The other problem that needed the attention was the extensive paperwork, this
problem also caused supervisor to pay heed to other major tasks.

Having the employees interviewed would now allow the consultant to conduct an effective
training need analysis and identify the areas where training is most required in order to perform
the job better.
TRAINING & NON-TRAINING NEEDS:
The major areas where training is required are listed below:
NON- TRAINING NEEDS:
1. The owner (former supervisor) must have a mission statement, goals, objectives (annual
and long term) for the company and must be communicated to each employee working.
2. An HR department must be established in order to keep the records of employee
performance, and to deal with the employees.
3. There should be a performance standard designed against which all the employees would
be evaluated, a performance appraisal method must be used in order to reward the
employees to boost their productivity. Performance based pay or other methods to
compensate the individuals must also be implemented.
4. The supervisors (09) must be provided with a clerk or an individual to keep the records
and takes care of the paperwork.
5. A formal feedback program must be designed for the development and improvement of
employees’ performance.
TRAINING NEEDS:
1. The supervisors should improve their communications skills.
2. The employees including the supervisors and the subordinates must be given sufficient
training regarding the conflict management and be able to negotiate with each other and
the customers.
3. Supervisors’ attitude must be improved with the help of training and understand the
importance of providing the feedback to subordinates. The employees must listen to the
grievances of internal and external customers of the organization.
4. Trainings to motivate and boost the productivity of the employees must also be given.

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