Reference no: EM132692753

Question: Avondale Industries' training and development office met with upper management to determine what next year's needs and goals of the company were. The office then went to work on designing and developing training that would help the company train its employees to reach the company's goals. The team was enthusiastic about its training courses and sent out an email listing the schedule and topics, but when the first two training sessions were offered, most managers chose not to send any of their employees. Which statement best explains what the trainers should have done that would have helped increase participation?

• The trainers should have clearly communicated the purpose of training and how it ties to the company's goals and vision. Managers and their employees would then participate.

• The trainers should have consulted with the supervisors to coordinate the training schedule with the production schedule.

• The trainers should have indicated to employees that the trainings were mandatory because development of the course was driven by upper management.

• The trainers should have provided an incentive to participate, either to the supervisors or the employees.

2 The training and development office at Avondale Industries planned their yearly schedule of trainings in October. Because the different sites were extremely busy at this time of the year, the training topics were selected by site HR managers. Over the course of the next year, feedback on training was quite negative and transfer of new learning back to the job was poor. Which of the following statements best explains why the training and development office saw such poor results?

• Because the HR site managers selected the topics and did not consult the supervisors, they did not feel it was necessary to send their employees to the training programs.

• The training programs offered were topics that had been covered previously, and so the supervisors did not feel it necessary to take their employees away from their jobs.

• a. The training programs offered were probably not scheduled at convenient times for the supervisors and their employees.

• Not involving supervisors and employees about what type of training was needed resulted in the wrong type of training being offered and low motivation to participate.

3 Avondale Industries adopted a new customer relationship management (CRM) service and first implemented it in its sales and marketing departments. Upper management is rolling the CRM out to its other customer-facing departments next (recruiting, customer service, and business services), and the training and development office has been asked to arrange the training. Several employees in business services are highly skeptical of the CRM adoption because they have seen tools come and go that are supposed to be the latest and greatest in managing customer relationships to help business grow. The trainers have enlisted the help of two of the CRM champions, one from sales and one from marketing, who are passionate about the CRM and are skilled in its use. They plan on having the employees jump right in and start using the software to demonstrate how having the right data can create incredible customer experiences. Why might having the CRM champions help improve the training experience for the nay-sayers and help them be motivated to learn?

• The CRM champions will be able to provide immediate feedback to the employees while they are learning the software and help them understand what a difference it will make in their jobs.

• The CRM champions are actual users that can best demonstrate how the software has made their jobs easier and how it helps them achieve their company goals more easily.

• Having used the software extensively, the CRM champions will be able to tell which employees catch on more quickly and can focus on helping those who struggle learning.

• Because the CRM champions have used the software, they can be good examples to other employees on how to adjust when faced with change.