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An Introduction to Human Resource Management

Student resources, case study: learning and development at choc co..

Online Case Study: Learning and Development at Choc Co.

Choc Co. is one of the world's largest confectionery businesses with significant market share in many of the world's biggest confectionery markets, including many emerging markets. It has a long and proud tradition, stretching back more than 150 years, including a long history of developing its employees, which has remained part of its ethos during its progress to becoming a global company.

Despite very positive sales figures over the last 12months, Choc Co. has prioritised streamlining the business to make it more competitive and has placed a strong emphasis on reducing cost over the next 18 months. Despite being keen to preserve its longstanding reputation as a firm that is committed to developing all its employees, in respect of learning and development, this ‘streamlining’ activity has focused on:

• ensuring a clear return on investment in training activities
• changing the way that learning programmes are delivered and being more creative in developing approaches to learning
• connecting training activities to the strategic needs of the firm.

The most important driver of the assessment of its training provision at Choc Co. is change. Whilst performing well in the marketplace, senior management continue to express discontent with levels of productivity and employee performance. Moreover, senior management has determined that the company needs to become more flexible and adaptable to respond to change in its market context, for example by an ability to adapt organisational structures to meet new business needs or through the introduction of technological innovation. However, as a traditionally minded employer, and with low levels of employee turnover at shopfloor level, Choc co. appears to have instilled in its workers a mindset of stability and steady progress, which is at odds with competition in a rapidly changing global economy. Therefore, Choc Co. wants to move towards a system of continuous improvement by creating a culture whereby workers are empowered to implement small incremental changes, rather than have substantial change imposed on them from time to time.

Identifying training needs

Traditionally, training needs analysis at Choc Co. has been ‘gap-led’. In other words, training tends to be focused where Choc Co. identifies a gap in capability – for example, where the introduction of new technology requires worker skill to be updated, company policy is changed or a key worker leaves the firm, requiring training to be provided to their replacement. Typically this gap-led identification of need is conducted at a local level, with little reference made to the wider national or international workforce.

Whilst workers can put themselves forward for training courses, including those provided by local education providers, there is no formal channel for doing this and access to such training often comes down to personal relationships and the constraints imposed by departmental budgets. The culture at Choc Co. is very much one in which training needs are typically identified  for  workers rather than  by  workers.

Delivery of training

Currently, the company runs a number of large training events each year designed to update manufacturing staff on everything from health and safety changes, business strategy and company performance to the adoption of new production technology. This is sometimes coupled with skills training for these workers as and when appropriate. This has traditionally been done at the specialist training centre at their largest production facility, which doubles as the company’s headquarters. This practice partly stems from a time when the company only operated two production facilities in the country. It now operates across six geographically dispersed locations. Workers tend to view these training events as a bit of a waste of time, particularly when they are delivered by consultants with little real understanding of working processes at Choc Co. It is not unknown for workers to claim that the training they receive is outdated and tells them nothing that they don’t already know.

The head of training and development, responding to a call to cut costs from the HR director, is now of the opinion, however, that such long training programmes, often of up to three or four days, are no longer the most cost-effective and efficient means by which to develop the staff. Such training has the dual problem of requiring regular investment and repeat sessions to cover workers on different shifts or at different plants, as well as leading to undesirable downtime of certain aspects of production. In particular, the head of L&D is keen to reduce a reliance on external training providers to design and deliver interventions to different workforce groups, from senior management to shopfloor workers.

Moreover, the company has historically not evaluated the impact of these events. In the new era of cost-cutting and added value, however, the company is keen to ensure that the impact of all training interventions, however big or small, is measured.

Employee development programmes

A major investment in L&D at Choc Co. is in its manufacturing apprenticeship scheme and graduate development programme, both of which are widely viewed as models of good practice in the industry and beyond. These programmes are, however, under significant scrutiny by senior management to better understand the extent to which this investment provides value to the firm. One particular area under review is the turnover of employees who complete these programmes and then leave to work at other firms.

Ray Barbie, the head of learning and development at Choc Co. recently attended a seminar at a local university on ‘the changing nature of workplace HRD’. He was slightly alarmed to find out that much of the company’s practice was seen as outdated. In particular, he was interested in examining how some more contemporary approaches and techniques in HRD could help the company both reduce costs and better performance through continuous improvement.

• What changes would you recommend that Choc Co. make to their current learning and development provision in order to reduce costs and improve performance?
• Discuss how e-learning, competency frameworks and improved knowledge-sharing at Choc Co. might help to cut costs and make the HRD activity at Choc Co. more strategic.
• How might the firm seek to ensure a return on investment for its learning and development activity?

The Case Study Method in Training and Management Education

• November 2012

• KLS Institute ofManagement Education and Reserach

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Embracing Gen AI at Work

• H. James Wilson
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The skills you need to succeed in the era of large language models

Today artificial intelligence can be harnessed by nearly anyone, using commands in everyday language instead of code. Soon it will transform more than 40% of all work activity, according to the authors’ research. In this new era of collaboration between humans and machines, the ability to leverage AI effectively will be critical to your professional success.

This article describes the three kinds of “fusion skills” you need to get the best results from gen AI. Intelligent interrogation involves instructing large language models to perform in ways that generate better outcomes—by, say, breaking processes down into steps or visualizing multiple potential paths to a solution. Judgment integration is about incorporating expert and ethical human discernment to make AI’s output more trustworthy, reliable, and accurate. It entails augmenting a model’s training sources with authoritative knowledge bases when necessary, keeping biases out of prompts, ensuring the privacy of any data used by the models, and scrutinizing suspect output. With reciprocal apprenticing, you tailor gen AI to your company’s specific business context by including rich organizational data and know-how into the commands you give it. As you become better at doing that, you yourself learn how to train the AI to tackle more-sophisticated challenges.

The AI revolution is already here. Learning these three skills will prepare you to thrive in it.

Generative artificial intelligence is expected to radically transform all kinds of jobs over the next few years. No longer the exclusive purview of technologists, AI can now be put to work by nearly anyone, using commands in everyday language instead of code. According to our research, most business functions and more than 40% of all U.S. work activity can be augmented, automated, or reinvented with gen AI. The changes are expected to have the largest impact on the legal, banking, insurance, and capital-market sectors—followed by retail, travel, health, and energy.

• H. James Wilson is the global managing director of technology research and thought leadership at Accenture Research. He is the coauthor, with Paul R. Daugherty, of Human + Machine: Reimagining Work in the Age of AI, New and Expanded Edition (HBR Press, 2024). hjameswilson
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Perceived effectiveness of training and development: a case study in stc technologies pvt ltd., chennai

Training is the act of increasing the knowledge and skill of an employee for doing particular job .The training is to acquire new skill, technical knowledge, problemsolving, etc. Training improves the performance of employees on present jobs and prepares them for taking up new assignments in the future. Training also helps in the development of the employees. The main objective of the study is to measure the effectiveness of the training in the organization and its impact on employee job performance in the organisation. For collecting the required primary data, a structured questionnaire, with multiple choice and close-ended questions was administered to 60 employees in the organisation through the simple random sampling method. In this study Chi-Square test, Correlation and Anova have been used to interpret the data collected. Based on the research findings the researcher offered suitable suggestions for improving the employee training and development in the organization.

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IJRMS Journal

In this competitive world, training plays an important role in the competent and challenging format of business. Training is the nerve that synthesized the smooth functioning of the organization and enhancing the quality of work life of the employees. Development is a process that leads to qualitative as well as quantitative advancements in the organization, especially at the managerial level, it is less considered with physical skills and is more concerned with knowledge, values, attitudes and behavior in addition to specific skills. The purpose of this paper is to measure the impact of training and development on employee's performance and productivity. This paper is quantitative in nature. Data for the paper have been collected through primary source that are from questionnaires surveys of Odisha Cement Limited, Odisha. The study result implies that there is a positive impact of training and development in the improvement of productivity and employee's performance of OCL.

Noble Academic Publisher

Venkata Sandeep

International Journal of Research Publication (IJRP)

Remegius I Shiwayu , Remegius Shiwayu

The quality of well-trained workforce is an asset to any organisation because of training and development in the organisation. The study, therefore sought to scrutinize the impact of training and development using Mpact Corrugated Pty (Ltd) as a case study. The study aims to find out the influence training has on the employees’ performance. The key finding of the study was poor communication and motivation of the senior management. The company employs younger professional that has skills but need more training. Furthermore, training and development are well implemented, but the processes are not up to date. The study suggests the company must use systematic training; identification of training needs should be done more professionally in combination with the line managers as well as those that are involved with the human resource managers. The researcher also advises that it is very important for Mpact corrugated companies (PTY) LTD to develop new policies that will provide favorable working conditions for employees and boost morale the of workers. The study recommends that further studies could investigate possible interventions that can be used to address the issues of training and development.

IJMSBR Open Access Journal , mohammed salah

"A case Study of Jordanian Private Sector transportation companies located in the Southern region of Jordan. A particular reference is made to the Govern ate of Maan ". ABSTRACT The Success or failure of modern business organizations depends on the quality of their human resources. Well trained and highly developed employees are considered as corner stone for such success. Hence the purpose of the study was to investigate the relationship between training , development, training and development and employees performance and productivity in selected Jordanian Private Sector transportation companies located in the Southern region of Jordan. The study was based on set of hypotheses that HOs: hypothesized no relationships between variables, while H1-H6 hypothesized the existence of relationships between stated variables. A quantitative approach is used Relevant data was collected through structured questionnaire. Subjects for the study consisted of 254 employees which constituted 60% of the total target population of 420 people. 254 structured questionnaire were distributed to employees on job location, 212 questionnaires were returned and only 188 were suitable for statistical analysis. SPSS version 16 has been used to for data analysis. Both descriptive and inferential statistics were used for data analysis. The statistical tools were aligned with the objective of the research. For this purpose, frequency tables, percentages, means and standard deviations were computed and substantively interpreted. Inferential statistics like Pearson product moment correlation coefficient (r) and linear regression were used to determine if there is a significant positive relationship existed between the independent variables (training and development) and dependent variables (performance and productivity). The findings indicated that training and development were positively correlated and claimed statistically significant relationship with employee performance and productivity. Analysis and interpretations were made at 0.05 level of significance. The study concluded that training and development have important impact on employee performance and productivity. Therefore, it was recommended that effective training programs and carefully set development plans should be provided to all employees to enable them to enhance their skills and upgrade their knowledge. Finally, foreseeable future research can be conducted to cover other variables like (capabilities, involvement so on) which might affect performance and productivity.

Ajith Sundaram

The trends in Human Resource Management practices throughout the world are changing dynamically. Nowadays, employers are more concerned about employee's retention and controlled employees' turnover than cost cut off. The need of employee's retention has encouraged the employers to pay attention towards employee's development through training in order to keep them motivated. The core purpose of involvement in training and employee's motivation is to improve employee's performance resulting in enhanced organization's performance. (Flippo, 1993) defined the word training as " an act that involves growing the knowledge and skill level of an employee in order to perform a specific job ". (Armstrong, 2006) " Training is a procedure of improving the knowledge attitude and skill of employees to attain organization's objectives. It is merely through a systematic course of training in which essential professional knowledge is conveyed, skills are developed and attitudes adjusted to the work situation ". (Flippo, 1993) intense that training is not a choice for any organization that it may skip or keep rather it's an essential requirement. The only o ption that an organization has is to choose the method to be acquired for training of its employees that also depends on the training subject. Training has a vital role in bridging the gap that exists between knowledge and skills required for the job and employee's own calibre. In the absence of planned and systematic training, employees learn their job either with the help of trial and error through observation. These methods cost additional time and energy, thus increasing the cost of training increases too. Still, there is no assurance that the employee will learn properly. This is in this regard that training is essential for effective learning at reasonable cost. (Lettmayr et al., 2008) describes the term development as future oriented, volunteer activity of an employee to enhance his abilities and skills in long run. Development is a long run educational procedure emphasizes on a systematic and organized method through which managerial personnel acquire conceptual and theoretical knowledge. It is intended for the in general development of managers to assemble their long run requirements. Thus, development tends to be an initiative that is intentional and comes from the employee himself. (Boyett, 1997) Indian retail sector is passing through massive changes due to advancement in science and technology and competition from private sector. India has nearly one-sixth of the world's population. This over abundant human resource needs to be converted to asset. This is possible only through proper training and development. The former Prime Minister Rajiv Gandhi rightly sensed this need and had established a separate Ministry for Human Resource Development in 1985. He stressed on the development of human resources and because of his initiatives, training had taken a front seat in the national economy. Later on, most of the PSEs realized the need and importance of training their employees for better and improved results. The human resource development approach is essential in order to have the optimum utilization of manpower for the benefit of both, the employees and the organization. (Fryer, Antony, & Ogden, 2009) (Ratto & Burgess, 2003) After opening up of the economy, there has been tremendous amount of pressure on the retail to increase productivity of their employees on one hand and reduce surplus manpower on the other. The biggest challenge in VRS is to safeguard talent drain. Talented employees see this as an opportunity and are moving away from PSEs in search of high paid jobs in private and multinational companies, which lead to scarcity of trained manpower. On the one side they get lump sum compensation package by opting for VRS and on the other side they will be attracted by MNCs and other private sector enterprises. Nearly 40% of the employees in Reliance Petroleum were drawn from the public sector. (Woźniak & Dobosz, 2003) This again emphasizes the need and importance of training and employee retention (Mulgan & Albury, 2003) Research conducted by TVRLS on VRS also proves that good outside opportunity is one of the important reasons for employees opting for VRS. (Dey, Government of India promoted retail to fulfill the social objectives since the time of the first Prime Minister Jawaharlal Nehru. (Kaula, 2003) As a result, reservation for socially and educationally weaker sections of the society was introduced in public sector jobs. The government has banned de-reservation of vacancies meant for the reserved categories since 1989 and reservation for other backward classes was introduced in 1993.

IJAR Indexing

Human capital has gained famous attention over the years as the most important asset to every organization. The resultant falls training which is imperative to be rolled by every organization. The quality of human capital depends on the skills possessed which come through training and linear development. The study therefore emphasized on assessing the ?efficacy of training and development techniques and its impact on employee?s job performance?. The study factored Bharat Coking Coal limited which is one of the subsidiaries under Coal India. A sample of 290 respondents from all areas was chosen using snowballing sampling technique. The study adopted a casual survey where the causes and effect of Training and development were analyzed based on the two hypothesis formulated. A questionnaire survey including both open and close ended with Likert 5 point scale used in collecting data from the selected respondents. Data was analyzed using both SPSS version 20 and AMOS version 20.Various analytical tools such as Ordinary Least Square regression, factor analysis and SEM were performed on testing the connection between training & development and employees job performances. Further to this study, findings revealed that, both On-the-Job as well as Off-The-Job method has significant impact on employee?s job performance.

Applied Journal of Economics, Management and Social Sciences

Moses Adekunle

Today’s competitive business environment requires that for organizations to survive the fierce competition in the business environment, the organization must invest heavily on human resources training and development to stay up-to-date on the best industry business practices across the globe. One such way to improve and increase the available skill sets, knowledge, and capabilities of the employee to meet all the important needs of the organization customers is through training and development. Thus, this study evaluates the impacts of training and development on employee performance using quantitative research methods. To achieve the objectives of the study, the research a quantitative research design was employed, and a questionnaire research instrument was used in collecting relevant data from either owners or managers of 260 Small and Medium Scale Enterprises in Lagos Nigeria. The study concludes that both off-the-job and on-the-job training are effective towards improving emplo...

Manyando Muyunda

Manyando P R O S P E R Muyunda

The purpose of this research was to look into the effect of training and development on employee performance at the Ministry of Agriculture for Livestock and Fisheries in Chilanga District. The research questions for the study were as follows: 1) Determine the role of training and development in relation to job performance among ministry employees; 2) Investigate whether training and development affect public service delivery; and 3) Identify methods for implementing training and development to improve job performance. This study's research design was descriptive rather than experimental. The sample population in Chilanga District consisted of 30 professional personnel from the Ministry of Livestock and Fisheries. Secondary data was gathered through journals, unpublished papers, and published materials, while primary data was gathered using a semi-structured questionnaire particularly constructed for the project. SPSS version 23 was used to analyze the data. According to the findings, employee training and education have a considerable impact on the work performance of individuals inside a business. Several recommendations were made in light of these findings. To begin, it was proposed that a well-coordinated training program be formed with defined eligibility criteria, a schedule, a duration, and an application process for interested staff. This initiative should be available to all eligible workers, rather than just a small number of people. Second, the ministry should set aside funds at the start of each year to ensure that the training program runs smoothly. This proactive strategy enables the departments involved to plan appropriately with the resources available. Finally, clear criteria must be developed to guarantee that individuals attending training receive training that is relevant to their job tasks and duties

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