关键词： 学习和发展
The Fabrications Division ofPeerless PrODucts LTD manufactures various plastic products for direct sale towholesalers and retAIl outlets and employs about 1,200 people. It is one of thetHRee divisions of Peerless operating in different parts of the country. Theywere formerly separate companies until they merged three years ago. The othertwo divisions are:
Plastics Division, which manufactures a range of plastics materials, including resins,for sale to manufacturers, and employs about 900 people.
Industrial Products Division, which manufactures a range of industrial plastic products for salesto wholesalers and direct to manufacturers, and employs about 450 people.
There is a small corporate office inHendon,London,which is mainly concerned with finance and marketing. There is no central HRfunction. Each of the divisions has its own HR manager reporting to thedivisional director.
Fabrications is not only the largestdivision but is probably the most go-ahead and successful of the three. Itsmanufacturing methods are BEIng continually improved by the efforts of a smallbut powerful industrial engineering team. A work-measured bonus scheme hasrecently been introduced for operatives, which has increased the productivityof experienced workers from an average of 82 (100 being standard performance)to an average of 107.
The HR function is well established.However, there is no one specializing in learning and development and as aresult there have been no systematic training activities. People have attendedexternal courses and there is a certain amount of induction training but notmuch else.
The HR manager had identified a number ofareas in which training would benefit the company. Front-line managers werelacking in people management and leadership skills. They were so preoccupiedwith achieving production targets that they neglected the newcomers to theirdepartments, paying only limited attention to their training, which was left ineach department to one of the supervisors, with mixed results. New technologyand production methods were being introduced but operatives lacked the skillsrequired – much more flexibility through multi-skilling was required and theywere finding it difficult to adjust to their changed roles. He noted that ittook about three months for operatives to reach the experienced worker’sstandard and receive full bonus payments, but a high proportion of employees(25 per cent) were leaving within three months of joining the company. Labourturnover rates amongst operatives was high and increasing – 18 per cent in theyear before last and 22 per cent last year. Leaving interviews had establishedthat new starters were finding it difficult to learn the skills required andwere diSAPpointed that they were not achieving the bonus earnings promised themwhen they were recruited.
The HR manager realized that these issuesmust be addressed. He believed fervently that Fabrications could be even moresuccessful if it had a better trained workforce with programmes focusing on thesort of issues he had identified during his review. This would mean devisingand implementing a learning and development strategy and appointing anexperienced L&D professional for this purpose.
He put this view to the divisionaldirector, emphasizing the added value that could be produced if his idea wereacted upon. But his proposition failed to make a convincing business case – thebenefits of learning and development were extolled but he failed to indicateclearly enough what those benefits would be and how they would be achieved. Thedivisional director was not unsympathetic to the notion of developing morecomprehensive learning and development programmes but he wanted to be providedwith a much more powerful business case. He asked the HR manager to go away andtry again.
The task
Prepare the business case the HR managermight make.
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