HUMAN RESOURCE DEVELOPMENT CASE STUDY “ONE” DATE OF SUBMISSION: 25/07/2019

Deven Gandhi has been employed for 4 years in the accounts department of a large automobileservice station in
Mumbai. The service station is the biggest one in the state of Maharashtra and isa listed company on the Mumbai
stock exchange, employing over 650 employees. The accountsdepartment consists of 22 employees mostly commerce
graduates with professional qualificationslike CA, ICWA, ICSI, CFA to their credit. Since the service station is the
authorized dealer for mostcar manufacturers in India, it has to serve the needs of a large army of customers in and
aroundMumbai. To improve operational efficiency, the account section has been fully computerized and allemployees
have been asked to undergo training accordingly.

You have been the office manager for the past six years and recently, you have been asked bymanagement to conduct
a random sampling of the quantity and quality of employee output after the computerization programme is over. With
the exemption of Deven Gandhi, All seem to be producingat or close to the standards set earlier in the year. Along
with numerous computational errors, Gandhi'swork is characterized by low performance - often he does 20 per cent
less than the other clerks inthe department. As you examine Gandhi's work again, you begin to think about some sort
of remedial training in computerized accounting operations for people like him immediately

Questions:

1. As Gandhi's supervisor, can you find out whether the performance is due to poor training or due to some
other causes?
2. If you find Gandhi has been inadequately trained (in a hurried manner), how do you go about introducing a
remedial training programme?
3. Should you monitor his work more closely? Can you do this without making it obvious to him and hisco-
workers?
4. Is it not advisable to discuss the situation with Gandhi before the next performance reviewcommences?

HUMAN RESOURCE DEVELOPMENT CASE STUDY “TWO” DATE OF SUBMISSION: 17/08/2019

'A well thought out Induction training is essential for all the new employees, whether they have anexperience or
not.' Explain. Design a two day Induction Training program for Sales representativeworking in a bank.

HUMAN RESOURCE DEVELOPMENT CASE STUDY “THREE” DATE OF SUBMISSION: 20/09/2019

Suppose you were a supervisor in an accounting department and the training manager wanted toimplement a new
training program to teach book-keepers how to complete some accounting forms.What steps would yourecommend
to evaluate the effectiveness of the training program?

HUMAN RESOURCE DEVELOPMENT CASE STUDY “FOUR” DATE OF SUBMISSION: 04/10/2019

Developing a Training program at Johnson Apparel Company

"How can we develop a training program which will have a significant impact on the senior Marketing supervisors?
This was the question we faced at Johnson Apparel Company, Ms Racine at the initial task force meeting of seven,
middle managers. The challenge had been issued to the task force by the two vice presidentsof major divisions
(manufacturing and distribution) to build a practical, participative, results oriented training program for marketing
supervisors working for more than five years."

Questions:

1. Describe the steps you would go before actually designing the content of the training.
2. Design a training schedule for two days for the supervisors.
HUMAN RESOURCE DEVELOPMENT CASE STUDY “FIVE” DATE OF SUBMISSION: 26/10/2019

Commander Arun Pratap joined as Senior Manager, HRD in Karnataka Electricals Ltd. (KEL). He noted a few problems
at the work place and jotted down the following three points:

I. The material wastage and rejection rates are high even though the technicians are good and satisfied.
II. The supervisors are not able to identify and solve the problems, even though the majority of them had spent
decades with the company, and they were promoted from amongst the workers.
III. The directly recruited supervisors from outside do not work with the company for long, i.e.they have a high
turnover rate.

Mr. Arun Pratap studied the records of the company and technical literature of the old and the new machines and
learnt that:

I. The company had bought the new machines about two years ago.
II. Accuracy claimed in the specifications of the old machines was much lower than that of the present machines.
III. The accuracy actually achieved by the workers of the company on the older machines was 85%of the claimed
value, but only 49%of the claimed value of the new machines.

Commander Pratap spoke to one of the supervisors about the training programme of KEL. He came to know that KEL
trained nobody either internally or outside the company. He could only say, ‘My God, Oh my God.’

He told his steno to ensure that he was not disturbed and sat down with a cup of coffee to device the training
programme for the workforce at KEL.

Question:

Recommend different training programs needed by the company. Roughly, indicate the target group for each
programme, its duration and broad course content.