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CASE: Taking Charge at Domtar; What it takes for a Turnaround

1. Review the Domtar case from Chapter 6 and answer the following questions:

1. In the implementation of Kaizen, what groups of employees are likely to need training? How should the trainees be organized? Think of this issue from a training design perspective and from a training content perspective.

All employees at Domtar need far reaching training based on Royer altering the business to a new course. During the brief time that he had, Royer opted to contract Kaizen as an outside source to help train the representatives at Domtar. Should he have had more time and opportunity, and didn't require the outside help, he could have altered his approach in other ways. Considering the size of the employee pool, and those that have huge contrasts in capacity levels, he could have used targeted instruction allowing for trainer-trainee connections.

1. For the type of training envisioned, what are the learning objectives? Write these objectives in complete form.

1. Employees will be able to use the new technology

1. Employees will be able to assist customers with their ever-changing needs

1. Employees will be able to perform assigned tasks quickly and effectively

1. For each group of employees that will need training, what are the organizational constraints that need to be addressed in the design of the training? What design features should be used to address these constraints? Be sure to address both the learning and transfer of training issues.

The organization requirements for this situation are that there are employees who have varying ability levels within the association. My suggested strategy would utilize the direct, targeted instruction allowing for more trainer-trainee communication.

For Royer, his obligation was a short suspense, hence, he chose the best technique for the organization which was to utilize outside expertise (the Kaizen representative).

Chapter 10 Case Question

You are assigned the challenge of designing the training program for the temporary CSS employees who must complete training before they become permanent CSS employees.

Training objectives:

1. Employees will have the capacity to create supervisory abilities, as well as computing aptitudes needed for word processing and spreadsheet applications.

1. Employees will have the capacity to effectively communicate with others, critical thinking, problem solving and conflict resolution.

Objectives are entwined on the grounds that trainees require these skills in order to lead. Thus the preparation is to create all of those aptitudes.

1. Base on the training objectives, provide a training agenda and indicate the time allocate and order of modules in your program.

1. Small group administration – 2 weeks

1. Supervisory skills – 4 week

1. Computing skills – 4 weeks

1. Communication skills – 2 weeks

1. For each module, describe the goals of the module and the training methods you will use to accomplish it. Provide your rationale.

1. The small group administration skills would help trainees learn how to provide briefings and presentations.

1. Supervisory abilities would help trainees get supervision from the departmental manager and regulate for customer service agents.

1. The objective for computing skills would help the trainees learn how to use programs that the college is utilizing. Trainees will be able to use the file management system that the college utilizes. This would be in classrooms, computer labs, and practice sessions.

1. The communication skills empower the trainees to impart complex strategies. The preparation techniques will be labs and workshops.

How will you evaluate whether each person in your training program has mastered the knowledge and skill levels needed to perform as a CSS? Describe the type of questions you would ask of those supervising the CSS employees graduating from your program.

I will assess every individual with tests, exams, and meetings. The inquiries will solicit the supervisors from those leading the CSS representatives moving on from the program, and who will be afforded the authority and power these workers will be bestowed with. Each employee will be evaluated and critiqued by department supervisors on briefing prowess and how they are able to resolve conflicts that may arise.

Reference:

Systems implementation and training (S. Eichers, Comp.). (n.d.). Pearson.