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Capable Employees - Our Biggest Strength

CASE STUDY, ORGANIZATIONAL BEHAVIOR
XLRI Case Development Centre, 22 Pages
AUTHOR(S) : Ritika Chadha, Student, and M Srimannarayana, Professor - XLRI Xavier School of Management, Jamshedpur

Case Preview

Capable Employees – Our Biggest Strength

 

Organizations invest in land, capital, raw materials, technology and many other resources to achieve their desired targets, according to the vision of the organization. Most organizations may have similar access to these resources. The difference lies in how these resources are used by the organization, how these resources are harnessed to convert them into tangible outputs, often managed by the capable employees of the organization. Hence, the driving force behind all of these processes is the capability of its employees, and how well these resources are used for value creation.

Creatica, a leading American Food and Beverages MNC has always taken huge pride in the potential of its workforce. It has reached a major milestone where its global employee strength has crossed 300,000. It believes that it is the efforts and capabilities of its workforce that have resulted in breakthrough innovations for the company and helped it occupy a leading position in the industry.

Hence, Creatica has always invested heavily in building the functional capability of its employees. It has collaborated with leading universities and training centres to train employees in all its functions and motivate them to continually build their skills and knowledge. With the expansion of its businesses into different countries and rising employee strengths, Creatica has envisioned to standardize its training and developing processes to build uniformity and ease of implementation.

It is looking forward to build a proper structure around all its training and development processes, which will give more clarity to employees and implementers alike. Also, Creatica is keen on building a structure to measure the effectiveness of its training programs. The onus to come up with a standardized framework was put on the shoulders of the HR Leadership Team having the most experienced and knowledgeable leaders in the domain of HR at Creatica.......................

Creatica: An Overview

Creatica is an American FMCG corporation established in the late 1880’s. Over the years, Creatica has moved into different geographies, expanded its portfolio, entered into many mergers, divested and invested in different businesses to maintain a portfolio in accord with the strategy and structure of the organization.

The dynamic nature of the markets and the consumers has led Creatica to continuously change and modify its strategy and structure. Moreover, with the entry of new competitors in almost all of its businesses, Creatica continuously aimed at minimizing its costs and has focused and invested heavily in the development of its employees, which it believes is one of the most important functions of its dynamic HR systems............

Current Scenario at Creatica

Creatica, headquartered in the US had subsidiaries in various countries across the world. With growing size, interconnectedness and interdependence among the subsidiaries, the requirements and expectations for every employee also changed over the passage of time. The basic offerings in terms of the brands and the products majorly remained common, but the products were customized according to the local customers’ preferences...........

After a lot of brainstorming, the following components were decided to be a part of the HRBP toolkit:

• A Guidebook

As every gadget or product we buy today comes with a step-by-step instruction manual to guide the user, it was decided that a guidebook will be prepared which will chalk out a detailed plan to conduct the training and development process for an HRBP..............

• A Standardized Framework

This standardized framework would be used across functions to carry out the whole training and development process. It guides the line managers who further guide their employees in identifying their training needs and then further build a training program customized..............

......................

• Dos and Don’ts

The toolkit contains certain points that the user should keep in mind while building functional capability.....................

Process to Build Functional Capability in the Toolkit

The following process was followed in the toolkit for building functional capability:

The toolkit follows a systematic approach beginning with training needs identification (Exhibit I), followed by designing the relevant training interventions, then carrying out the training and development and then finally evaluating the effectiveness of the training program...........

Training Needs Analysis

A training need is defined as a shortage of skills or abilities, which could be reduced or eliminated by means of training and development.

The training needs analysis was divided into three parts: ...........

The Training Program

The organization believes that:

70% Training Occurs on the Job

This is done by expanding the scope of work, sending the employees for cross-functional projects and engaging the employees in immersions suitable for their job (i.e., a marketing person may be sent for a sales stint, an HR person for a plant stint, etc.) (Exhibit IV)...............

Training Evaluation

The next part of functional capability is evaluation of learning effectiveness. The reason for evaluating is to determine the effectiveness of a training program. When the evaluation is done, we can hope that the results are positive and gratifying, both for those who attended the program, as well as for those who created the program...........

Measuring Reaction

The first part of the Kirkpatrick model is Reaction. As the word reaction implies, evaluation on this level measures how those who participate in the program react to it. It measures their level of satisfaction with the training program..........

Measuring Learning

Learning is the second level of Kirkpatrick model. Learning can be defined as the extent to which participants change attitudes, improve knowledge, and/or increase skill as a result ofattending the program. It is the knowledge that an employee takes back after attending the learning program.........

Evaluating Behavior

Behavior is the third stage of the Kirkpatrick model. Behavior can be defined as the extent to which change in behavior has occurred because the participant attended the training program...........

Measuring Results

Results are the fourth stage of the Kirkpatrick model. Results can be defined as the results that occurred because the participants attended the program. The results can include increased production, improved quality, decreased costs, reduced frequency and/or severity of accidents, increased sales, reduced turnover, and higher profits...........

The Dilemma

The main issue that Creatica faces today is the implementation of this toolkit. The HRBP’s along with the other departments within HR and other functions have worked diligently in designing the functional capability toolkit, taking care of every small hypothetical situation that could crop up..........

Exhibits

Exhibit I: Training Needs Identification

Exhibit II: Individual Analysis

Exhibit III: Individual Development Plan

Exhibit IV: Training on the Job

Exhibit V: Training through Feedback Mechanism

Exhibit VI: Training through Various Modes of Classroom Teaching

Annexures

Annexure I: IDP Conversation Tool

Annexure II: Individual Development Plan

Annexure III: Individual Development Plan

Annexure IV: The Way Forward to Decide Functional Needs – The Talking Points

Annexure V: Effective Mentoring

Annexure VI: Training PROGRAM Initiation Letter

Annexure VII: Training Observation Instrument

Annexure VIII: How Do We Conduct a Pre-Test and a Post-Test

Annexure IX: Pre-Test And Post-Test Evaluation

Annexure X: Feedback Form From Managers

Annexure XI: The Gamification Model

Annexure XII: Checklist for HRBP’S

Annexure XIII: Templates for Mails

Teaching Note Preview

Capable Employees – Our Biggest Strength

 

Synopsis

This case study enables a discussion on the training and development practices of a leading multinational FMCG organization – Creatica that has grown over  time owing to the dynamic skillset of its employees. Over time, Creatica has recognized the need to build the capability of all its employees to sustain competitive advantage in the market and worked hard to do the same. Over years, it has tried to build the best practices in training needs analysis, designing training interventions and helping the employees in every way possible. With the changing scenario and strategy of the organization, building functionally capable people has become even more important for Creatica. In accord with its long-term strategy, the company has decided to standardize its framework and practices for building capability across all its functions, departments and units. The global as well as local HR Leadership teams have worked day and night to design the Functional capability toolkits for HRBPs and line Managers. They have on one side tried to standardize the processes to take advantage of the best practices and maintain uniformity. On the other hand, they have made sure that the IDP can be customized to suit the requirement of each employee as well. Maintaining a balance between the two has been an essential component of the toolkit. Now, since the designing phase of the toolkit is over, the organization plans to roll out the toolkit and position it within the organization. The HR Leadership team was trying to choose the best way to implement the toolkit effectively among all its employees. This case study enables a discussion about the standardized practice, structures, frameworks and tools proposed by the HR Leadership team for building capable employees.

Expected Learning Outcomes

  • • Appreciate the difference between the theoretical frameworks used for training and development and how they are implemented in practice
  • • Analyze how organizations evaluate learning outcomes
  •  • Appreciate the advantages of a standardized and systematic approach to build functional capability in an organization
  • • Identify the different components of training needs analysis, designing a training program and evaluating learning effectiveness

 

Case Positioning and Setting

The target groups for this case study are Postgraduate students who have undertaken the course of Training and Development, Organization Behavior or Career Management.

Assignment Questions

  • I. How would you apply the theoretical frameworks of training and development in an organization?
  • II. What challenges do you think Creatica will possibly face in implementation of its functional capability toolkit?
  • III. How can Creatica implement its functional capability toolkit effectively?
  • IV. ...........................

 

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Abstract

This case study enables a discussion on the training and development practices of a leading multinational FMCG organization – Creatica – that has grown over time owing to the dynamic skillset of its employees. Over time, Creatica has recognized the need to build the capability of all its employees to sustain competitive advantage in the market and worked hard to do the same. Over years, it has tried to build the best practices in training needs analysis, designing training interventions and helping the employees in every way possible. With the changing scenario and strategy of the organization, building functionally capable people has become even more important for Creatica. In accord with its long-term strategy, the company has decided to standardize its framework and practices for building capability across all its functions,  departments and units. The global as well as local HR Leadership teams have worked day and night to design the functional capability toolkits for HRBPs and Line Managers. They have on one side tried to standardize the processes to take advantage of the best practices and maintain uniformity. On the other hand, they have made sure that the IDP can be customized to suit the requirement of each employee as well. Maintaining a balance between the two has been an essential component of the toolkit. Now, since the designing phase of the toolkit is over, the organization plans to roll out the toolkit and position it within the organization. The HR Leadership team was trying to choose the best way to implement the toolkit effectively among all its employees. This case study enables a discussion about the standardized practice, structures, frameworks and tools proposed by the HR Leadership team for building capable employees.



Pedagogical Objectives

  • To appreciate the difference between the theoretical frameworks used for training and development and how they are implemented in practice
  • To analyze how organizations evaluate learning outcomes
  • To appreciate the advantages of a standardized and systematic approach to build functional capability in an organization
  • To identify the different components of training needs analysis, designing a training program and evaluating learning effectiveness

Case Positioning and Setting

The target groups for this case study are Postgraduate students who have undertaken the course of Training and Development, Organization Behavior or Career Management.



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- Abstract
- Case Study
- Teaching Note (**ONLY for Academicians)
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