Daffodils India Limited is a company which manufactures variety of home appliances in fourteen of its
factories located in different states of the country. In some factories the components of such appliances
are manufactured and in some factories they are assembled before marketing them in India and exporting
in countries like Bangladesh, Bhutan, Nepal and Sri Lanka. Altogether the company has 4200 employees
which includes workmen, executives and managers. Besides there are 1800 contractors workmen in
different factories. The corporate office is located in Mumbai and there are four regional sales offices in
Mumbai, Chennai, Delhi and Kolkata.
In one of the meetings of the Board of Directors, the CEO felt that although the company is 50 years old
having 14 manufacturing locations, corporate office & sales offices with 4200 permanent employees and
1800 contractors’ employees, most of them did not know what are the activities in different factory
locations, corporate office and sales offices. The CEO took an MBO that all employees including contract
labour must know manufacturing activities, sales functions, customers, export activities, revenue, etc. of
the company . CEO advised Corporate HR Head to design and conduct a Basic Training
Programme(BTP) which should be attended by 100% employees of the company.
The T&D Manager designed BTP accordingly and started conducting the same for all employees i.e.
workmen, staff and executives in all establishments all over India. He used English language as mode of
training. It was observed that the workmen took the programme as time-off from work to relax in an air
conditioned room with five course lunch. The executives excused themselves from the training class as
they felt that they knew everything about the company and therefore they should utilize the time in their
routine activities. CEO and the VPs attended the programme with all seriousness.
On completion of the training calendar, the T&D Manager submitted a compliance report and expected a
pat on the back. Total Rs. One crore was spent for this programme. The CEO observed that fraternity
feeling as expected after the programme did not occur among the employees and they continued to be in
dark about their company activities as in the past.
Questions
Q1. What went wrong in Training need assessment for BTP? Who should be held accountable for loss
of Rs. One crore of the company?
Q2. In your opinion, what sort of training programme should have been organized by T & D Manager
to fulfill CEO’s mission and to convert Rs. One crore expense into investment?
Q3. Which training tool should have been used by T&D Manager to make the programme successful
at all levels of employees ?
Answers
Answered by
0
Answer:
What a big paragraph wwwwoooowww
Similar questions