+1 862 207 3288 Order Description
The assignment has 3 questions. 450-500 words for each response. Please clearly separate the answer for each question.
1. What are the pros and cons of Sam’s teaching methods?
2. Given the ISD and Performance Consulting models, how would you suggest Jenny to proceed?
3. What other advice you would give to any of the parties in this case?
Performance Consulting model is covered in the text book. It is by Dana Gaines and James Robinson. It covers Business Needs (need to start with big picture by identifying organizational pain), Performance Needs (need to have employees live it; shown in their daily actions) and Training and Work Environment Needs (eg. when there is a product design issue, providing sales training is not the solution in solving the issue/ increasing sales). Trainers often like to start with Training and Work Environment Needs but they should really start from assessing business needs then performance needs first.
Several years ago-,TD Bankbecame concerned about I – The training prograrnuses a blended learning
the growing number of robberies “at its branches. It -approach that_in’cludes
was clear that something had toybe clone” to pro- sessions, and The e-iearning
tect employees and customers. So in the summer of component focuses on what to do before, during,
2008, a was conducted that included .and after a robbery and includesvideo clips. it takes
I T ‘_ ‘ about 30 minutes’and has to be “completed before
The needs analysis revealed the need-to design the in”-branch training. Employees also take a test
a training program that would focus not-just on ‘rob~ that requiresthem to achieve a score of 80 percent
bery prevention butalso on what happens aftenrvards. ‘ to receive credit for the course. . ‘ ‘ ‘ T
An outline ‘was developed for a training program that The insbranch training program -reviews the “key,
centred on three areas: the most common types of ‘learning points from the e-learning training, and
robberies, what happens during robbery attempts, ‘ includes r;ole..p.l.ays and sessions.Asec’ond L
and what processes and behaviours are considered in-branch session is provided six months later. in addi-
best practices in the financial sector. “I – if _ “H ltion, each year employees “are required to review the
The objectives of -the training” program were eiearning course, including a “what’s new” section.
to reduce the number ofrobberies, enhance risl<- ‘ _ The program was rolled out in “January 200‘?
management practices, improve robbery .preven- and so farmore than 21,000 employees have corn-_
tion, and reduce financial losses. Theinstructional pleted the Robbery Prevention and Awareness
designers worked with training program and .are now better prepared to
to determine face a robbery situation. Once the training is com- I
t_hr_e.s and partnered with the RCMP and an armed pleted, participants and stakeholders give ‘ ‘4
robbery association in the United States to ensure t.I.v’ ‘ ’ ‘ s.
there was a good North Arnericaewide perspective. As a result of the program, TD has seen a
That fall, the various components were reduction in the number ofrobberies, enhanced risl<
By management practices and procedures, improved
November 2008 the program was pLlo,i;e_d_ with prevention through ongoing-vigilance, and greater
ttaioeizs; a e was devel- safety around customers and employees. In addi~
oped,followed by ‘ tion, there was a 41 percent reduction in cash
The course content includes strategy tools, tac- losses in 2009 compared to 2008 and an 11 percent
tics for robbery prevention, procedures and actions decrease in the number of robberies.
to follow during a robbery, employee and customer in 2010, TD‘s Robbery Prevention and
safety standards procedures, documentation and Awareness training program won a silver award for
communication” strategies, and tips, tactics, and training excellence from the Canadian Society for
tools for dealing with trauma. Training and Development.‘
Source: 8. Dobson, “Learning to avoid the bad guys,” Canadian HR Reporter, Nov. 29, 2010, P. 24. Reprinted by permission of Canadian
HR Reporter; Employee Performance and Development, Developing our employees, www.td.com [retrieved October 31, 201 1).
TD Be1nl<’s Robbery Prevention and Awareness training program is a great
example of the role and importance of training and development in organizer i
tions. It ensures that employees are prepared for robberies and that they and
custorners will be protectecl. It is also an excellent example of how to d_e5_i.g.L1,
d..eJ.i.3zer, and esaalnate training and clevelopment programs.
NEL
M ,_ , _, g
It is not hard to understand how investments in the training and develop
merit of employees can improve an organization’s success and competitiveness.
In fact, later in this chapter you will learn how training and development benefits
lg‘ employees, organizations, and society. But have you ever considered how the
3.-Q ‘‘ training of employees can benefit you and impactyoiir life?
‘S Consider the emergency landing of an Air Transat Airbus on an island in
9. the Atlantic Ocean on August 24, 2001. With both engines dead and the lives of
as _ 293 passengers and 13 crew members on Flight 236 at stake, the pilots success-
17¢, ._ fully made an emergency landing after gliding for 19 minutes without power.
i-st The loss of power was due to a fuel leak in the right-side engine that
rat: .. caused it to shut down. A chafing fuel line on the right-side engine, which had
A. . recently been replaced, leaked during the flight. Although there was a leak in.
95, A T T the right-side engine causing a loss of fuel, the left-side engine should have
id _ been sufficient to keep the plane in the air. However, fuel from the undam-
d A aged left-side engine tanks was pumped to the leaking right side, where it was
j’E_ dumped overboard. This led to a loss of fuel in the left-side engine, which then
jg” caused it to lose power as well. The Airbus would have been able to fly safely
1-. ‘ ‘with just the left-side engine operating had its fuel not been pumped to the
9 leaking right sides
n_ According to Airbus, the maker of the twin-engine A330, Air Transat improp-
SS erly reconnected the main fuel line to the aircraft’s right-side engine when it H I
to was changed fourldays before the near-disaster. The fuel line to the right-side
nu :3 engine chafed against a hydraulic pipe that eventually cracked and created the
fuel leak. Air-safety investigators also blamed faulty mechanical work by Air 0
3″ ‘ Transat mechanics as the cause of the fuel leak that led to the near-catastrophic c A
emergency landing.
5 Disaster was averted only by a skilled emergency landing by the pilots, who
3l< were hailed as heroes for safely landing the plane. However, one of the pilots,
35’ M Captain Robert Piché, denied being a hero, stating that landing a plane with no
9? ‘ engines is “iiiLl;i.a.t_yn.ii train for“
ii? Transport Canada fined Air Transat $250,000 and ordered the airline to
sh – provide pilots and flight crews with special training on fuel management and
nt _ emergency landings. Senior Transport Canada officials and Air Transat top man-
A ageinent agreed that the airline’s pilots would take special training sessions. Air
id Transat also provided Transport Canada with a corrective-action plan to improve
or M. the performance of maintenance that included human-factors training for all
5,. technical personnel?
in 2004-, the official investigation into the incident concluded that the emer-
‘J: gency landing could have been avoided if the pilots had followed established
an .M fuel-leak procedures. Accident investigators determined that a fuel leak was
turned into a nearwdisaster because the pilots failed to determine the problem
and then tried to correct it from memory rather than by following a computer A
Checklist which would have warned them of the possibility of a fuel leak. The
great ‘ Dllots believed the problem was a fuel imbalance so they pumped tonnes of
niza~ fuel overboard. According to the report, the crew did not correctly evaluate the
and ‘ Situation before taking action. At the time, there was no adequate training for
the pilots in dealing with a catastrophic fuel leak because it was considered a
remote possibility.
Although we cannot say that inadequate training was the cause of this near-
disaster, we do know that training was required in order to prevent a similar
incident from happening again. We also know that experience and training had
a lot to do with the pilots‘ ability to safely land the plane. Air Transat has since
reviewed its training programs and enhanced its maintenance and flight oper-
ations procedures. its pilots are now required to attend a new training program
on the procedures for overseas flights, which includes a review of fuel manage-
ment. ln 2005, Air Transat agreed to a settlement of $7.65 million to a group
of passengers who were aboard Flight 236 and had filed a class-action lawsuit
against the airline.’’“
This is just one of many examples that illustrate how the training of employees
affects our lives in ways that we are unaware of and seldom, if ever, think about.
Another example is the worst subway accident in Canadian history, in which
three people were killed and about 14-0 others injured when two trains collided
in Toronto on August 1 1, 1995. The subway operator, who was only on his second
shift, admitted he wasn’t ready to operate the train. Although he had successfully
completed the 12-day subway training course, he had wanted moreinstruction
behind the controls and was not sure he was ready to operate the train. At an
inquest into the accident, he said, “I really didn’t understand a lot of this stuff,
I really didn’t understand the mechanics of the train.”
Since then, the Toronto Transit Commission [TTC] has made many changes,
including the way it trains its drivers. For example, the 12-day driver “training pro-
gram has been extended to six weeks and operators are now required to take three
days of additional training every two years. Emergency training is also required for
the recertification of all subway employees every two years. These changes, along
with others, have made the TTC one of the safest transit systems in North America.5
More recently, an investigation into the 2009 Air France accident in which
all 228 people aboard died concluded that the deadliest accident in Air France’s
history could be blamed on a poorly trained crew. According to the probe into
the accident, the crew made a series of fundamental errors that caused the plane
to plummet into the ocean off the coast of Brazil. The crew did not realize the
plane was stalled and they were insufficiently trained on how to manually handle
the aircraft. The investigators recommended an examination of existing pilot
training programs and to “make mandatory the creation of regular specific exer-
cises aimed at manual airplane handling.” They also recommended mandatory
training for learning how to recognize and recover from a high-‘altitude stall.5
As you can see, employees who are pootiymtizained can make mistakes that
r.esiJJ_t.i1:La.cr:id.e.nts that threaten the public’s safety and well-being as well as the
employees’ own safety. And while these examples are among the most extreme.
it is important to recognize that poorly trained employees produce detestiiue.
products and provide pooizserazice. Thus, training is of vital concern not just to
employees and their organizations, but to all of us who use public transportation
and purchase goods and services every day of our lives. Recall from the chapter-
opening vignette that TD Bank’s Robbery Prevention and Awareness training
program was designed in part to ptotectemployeas and customers.
For organizations, stuccess and competitiveness are highly dependent
on train.ing..and_deizels1pm,e.nt. in fact, mnti. ng and education has
become a key factor for the success of individuals and organizations.
Required – 2000 words
PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET AN AMAZING DISCOUNT 🙂
