Case Study on Poor Sanjay. The Case for Remedial Training.
- 1. CASE STUDY – 1 - Aditya Jhunjhunwala, 17001 Q1. WHAT DO YOU THINK ABOUT RAGHAVAN’S TRAINING PROGRAMME? The training method adopted by Raghvan is not apt for new trainee employee, even though from a reputed management institute, Sanjay skill and knowledge are limited, as is not aliened to the current organization. The material collected in relation to the products of the company only provides an insight as to what the company sells and not what Sanjay is desired to perform as a part of his job and his goals and objectives towards his company. This will not help in performance evaluation and Sanjay skills to perform the task will not incline. This type of training is not beneficial for Sanjay’s performance and Company’s productivity and is waste of time. Q2. WHAT TYPE OF SALE TRAINING PROGRAMMEWOULD YOU SUGGEST? As Sanjay is a newly recruited trainee and the nature of the job is sales, so the training programme should be as - - In this case, Sanjay being a new recruit, he must be given an entry-level training. - It would be essentially suitable that immediate experienced supervisor of the trainee must impart training. - Training may be imparted by means of on the job methods. - As it is, an entry level training more emphasis must be given to development of basic understanding of the field, becoming acquainted with the language, concepts and relationships involved in the job. Q3. WHAT METHOD OF TRAINING WOULD HAVE BEEN BEST UNDER THE CIRCUMSTANCES? WOULD YOU CONSIDER OJT, SIMULATION OR EXPERIENTIAL METHODS? The method suitable for training would be On-the-Job Training because - - In this method, the trainee would receive firsthand experience of the jobconditions. - This method is economical. - The trainee learns on the actual equipment in use and in the true environment of his job. - The trainee also learns by day-day observation the applications of the rules, regulation and procedures. - Since the nature of the job is of sales, hence hands on experience is necessary for gaining experience of the job. CASE STUDY – 2
- 2. Q1. AS RAJAT SUPERVISOR, CAN YOU FIND OUT WHETHER THE POORPERFORMANCE IS DUE TO POOR TRAINING OR TO SOME OTHER CAUSE? Yes, the cause of the poor performance can be well determined as to whether, it is because of poor training or other causes such as uncongenial work place, low wages or low motivation. - To check whether the poor performance is attributed to poor training the reports of his performance during the training must be checked - He must also be humbly prompted to review his own work to find out the mistakes in order to make him realise his mistakes and provide an opportunity for self–correction - 360-degree Performance appraisal must be carried out in his case. - Incentives for improvements in performance can also be introduced to induce genuine interest in the work. Q2. IF YOU FIND RAJAT HAS BEEN INADEQUATELYTRAINED, HOW DO YOU GO ABOUT INTRODUCING A REMEDIAL TRAINING PROGRAMME? - Firstly, it is to be checked as to what type of training Rajat had been through in the organisation. Then the records of the performance in the training are to be investigated. - Secondly, an analysis is also to be done on his colleagues who had received same training as him - Investigation into the training records can also help in determining the gap’s in the training that may have lead to the present problems - Remedial training should be oriented in a manner such that Rajat would receive Incentives for his improvement in his work, thus acting as a motivating factor. - The required training must not be long and should be as per needs. Q3. IF HE HAS BEEN WITH THE COMPANY SIX MONTHS, WHAT KIND OF REMEDIAL PROGRAMME WOULD BE BEST? - As Rajat has been working in the company for the last six months he must have gained some necessary experience and skills to perform his job. - He must have been provided with a initial training during the period of his induction into the company. - If necessary extra training is needed to fill those gaps. - An assessment of his training report can well highlight the gaps. - The training necessarily may not be of long period and can also be of on-site in nature i.e. on the job. - A close supervision even after the training is recommended so as to check whether the performance is sustained and continuous.
- 3. Q5. SHOULD YOU DISCUSS THE SITUATION WITH RAJAT? The magnitude of the problem is compelling and demands Rajat’s immediate attention. Rajat needs to be aware of the situation and the harm being caused, such that he doesn’t perceive close supervision of his work as criticism or reprisal. Discussing the situation will make him aware of his current position, what’s wrong with it and what remedial action is planned. Rajat’s interest and willingness are prerequisites for active participation in any remedial measures and also to the success or positive outcome of the steps taken.