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Concrete Co Case

Approach taken
To meet the new Training budget, we have first picked the training programs
which are in sync with the overall organisational goals of increasing the market
share and becoming the market leader and with the strategy of using technology
with the aim of developing competence in, Innovation, Customer care and
Process efficiency. Thus higher priority has been given to the training
programs which would help meet the business objectives and provide tangible,
measurable results.

Question1: What programs will be cut from the training program?


The training programs which we kept as low on immediate priority and thus
excluded are:
1.
2.
3.
4.

MBA sponsorship for top level executives


Sponsorship for professional qualification
Internal IT training
Management Development Workshop

Rationale: MBA sponsorship and sponsorship for professional qualifications


although would develop the employee, but as of now we want to increase the
market share, improve the process efficiency and increase the technology
literacy. Internal IT training seems redundant and has been removed. Also since
the company has put diversification on hold and is not venturing into new
businesses for now, management development programs have been put on hold
accordingly.

Question2: What criteria will you use to prioritize your decisions?


1. Alignment with business goals
- For example: the training program for sales manager and representatives
which would help in increasing the market share (which can be easily
measured) has been picked.
2. Alignment with the strategy
- Technology and process related trainings: Since the company is heavily
investing in technology and wants to leverage that to its advantage going
forward.
- Customer support and RnD trainings have been given importance as they
are inline with the HRD and Business strategy.
3. Critical training such as Health and Safety and customer support trainings
which cannot be neglected.
4. Ease of measurability of the effectiveness and impact of the training

Process related technical trainings, whose impact in terms of better


compliance with the processes can be easily seen
Development centers for Sales manager and reps, which would help in
better sales, which can be easily observed.

Question3: Are there ways in which you could reduce costs so that some
of the programs can be implemented in a different way?
Instead of generic training programs we should focus on developing the skill sets
which are essential but are missing in our talent pool.
For example: Instead of sponsoring a conventional MBA program for the senior
managers which might be redundant, we could focus on developing those skills
which are essential for their jobs, such as Leadership development, Corporate
strategy etc.

Concrete Co Case
Approach taken
To meet the new Training budget, we have first picked the training programs
which are in sync with the overall organisational goals of increasing the market
share and becoming the market leader and with the strategy of using technology
with the aim of developing competence in, Innovation, Customer care and
Process efficiency. Thus higher priority has been given to the training
programs which would help meet the business objectives and provide tangible,
measurable results.

Question1: What programs will be cut from the training program?


The training programs which we kept as low on immediate priority and thus
excluded are:
5.
6.
7.
8.

MBA sponsorship for top level executives


Sponsorship for professional qualification
Internal IT training
Management Development Workshop

Rationale: MBA sponsorship and sponsorship for professional qualifications


although would develop the employee, but as of now we want to increase the
market share, improve the process efficiency and increase the technology
literacy. Internal IT training seems redundant and has been removed. Also since
the company has put diversification on hold and is not venturing into new
businesses for now, management development programs have been put on hold
accordingly.

Question2: What criteria will you use to prioritize your decisions?

5. Alignment with business goals


- For example: the training program for sales manager and representatives
which would help in increasing the market share (which can be easily
measured) has been picked.
6. Alignment with the strategy
- Technology and process related trainings: Since the company is heavily
investing in technology and wants to leverage that to its advantage going
forward.
- Customer support and RnD trainings have been given importance as they
are inline with the HRD and Business strategy.
7. Critical training such as Health and Safety and customer support trainings
which cannot be neglected.
8. Ease of measurability of the effectiveness and impact of the training
- Process related technical trainings, whose impact in terms of better
compliance with the processes can be easily seen
- Development centers for Sales manager and reps, which would help in
better sales, which can be easily observed.

Question3: Are there ways in which you could reduce costs so that some
of the programs can be implemented in a different way?
Instead of generic training programs we should focus on developing the skill sets
which are essential but are missing in our talent pool.
For example: Instead of sponsoring a conventional MBA program for the senior
managers which might be redundant, we could focus on developing those skills
which are essential for their jobs, such as Leadership development, Corporate
strategy etc.

Concrete Co Case
Approach taken
To meet the new Training budget, we have first picked the training programs
which are in sync with the overall organisational goals of increasing the market
share and becoming the market leader and with the strategy of using technology
with the aim of developing competence in, Innovation, Customer care and
Process efficiency. Thus higher priority has been given to the training
programs which would help meet the business objectives and provide tangible,
measurable results.

Question1: What programs will be cut from the training program?

The training programs which we kept as low on immediate priority and thus
excluded are:
9. MBA sponsorship for top level executives
10.Sponsorship for professional qualification
11.Internal IT training
12.Management Development Workshop
Rationale: MBA sponsorship and sponsorship for professional qualifications
although would develop the employee, but as of now we want to increase the
market share, improve the process efficiency and increase the technology
literacy. Internal IT training seems redundant and has been removed. Also since
the company has put diversification on hold and is not venturing into new
businesses for now, management development programs have been put on hold
accordingly.

Question2: What criteria will you use to prioritize your decisions?


9. Alignment with business goals
- For example: the training program for sales manager and representatives
which would help in increasing the market share (which can be easily
measured) has been picked.
10.Alignment with the strategy
- Technology and process related trainings: Since the company is heavily
investing in technology and wants to leverage that to its advantage going
forward.
- Customer support and RnD trainings have been given importance as they
are inline with the HRD and Business strategy.
11.Critical training such as Health and Safety and customer support trainings
which cannot be neglected.
12.Ease of measurability of the effectiveness and impact of the training
- Process related technical trainings, whose impact in terms of better
compliance with the processes can be easily seen
- Development centers for Sales manager and reps, which would help in
better sales, which can be easily observed.

Question3: Are there ways in which you could reduce costs so that some
of the programs can be implemented in a different way?
Instead of generic training programs we should focus on developing the skill sets
which are essential but are missing in our talent pool.
For example: Instead of sponsoring a conventional MBA program for the senior
managers which might be redundant, we could focus on developing those skills
which are essential for their jobs, such as Leadership development, Corporate
strategy etc.

Concrete Co Case
Approach taken
To meet the new Training budget, we have first picked the training programs
which are in sync with the overall organisational goals of increasing the market
share and becoming the market leader and with the strategy of using technology
with the aim of developing competence in, Innovation, Customer care and
Process efficiency. Thus higher priority has been given to the training
programs which would help meet the business objectives and provide tangible,
measurable results.

Question1: What programs will be cut from the training program?


The training programs which we kept as low on immediate priority and thus
excluded are:
13.MBA sponsorship for top level executives
14.Sponsorship for professional qualification
15.Internal IT training
16.Management Development Workshop
Rationale: MBA sponsorship and sponsorship for professional qualifications
although would develop the employee, but as of now we want to increase the
market share, improve the process efficiency and increase the technology
literacy. Internal IT training seems redundant and has been removed. Also since
the company has put diversification on hold and is not venturing into new
businesses for now, management development programs have been put on hold
accordingly.

Question2: What criteria will you use to prioritize your decisions?


13.Alignment with business goals
- For example: the training program for sales manager and representatives
which would help in increasing the market share (which can be easily
measured) has been picked.
14.Alignment with the strategy
- Technology and process related trainings: Since the company is heavily
investing in technology and wants to leverage that to its advantage going
forward.
- Customer support and RnD trainings have been given importance as they
are inline with the HRD and Business strategy.
15.Critical training such as Health and Safety and customer support trainings
which cannot be neglected.
16.Ease of measurability of the effectiveness and impact of the training

Process related technical trainings, whose impact in terms of better


compliance with the processes can be easily seen
Development centers for Sales manager and reps, which would help in
better sales, which can be easily observed.

Question3: Are there ways in which you could reduce costs so that some
of the programs can be implemented in a different way?
Instead of generic training programs we should focus on developing the skill sets
which are essential but are missing in our talent pool.
For example: Instead of sponsoring a conventional MBA program for the senior
managers which might be redundant, we could focus on developing those skills
which are essential for their jobs, such as Leadership development, Corporate
strategy etc.

Training programs picked


Training Program
Health and Safety
Technical skills for process operatives
New e-learning program for customer
service
On- going open learning program for
customer service
New product training
Induction training
Development centers for sales
managers and reps.
IT training using external vendor
RnD sponsorship
Contingency fund
Total cost: 29590 euros.

Cost (euros)
12000
17500
95000
35500
6300
3600
36000
32000
48000
10000