CASE S T U DY O N T R AIN IN G A ND D EV ELO PM EN T Case s tu dy m eth od olo gy

CASE S T U DY O N T R AIN IN G A ND D EV ELO PM EN T

Case s tu dy m eth od olo gy : –

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A case study is in depth study of a situation more than a sweeping
statistical survey. It is a method which narrows down a broad area to a specific topic. Here we
will be discussing a case of Modern Industries Ltd. at the topic of Training and development.
Case s tu dy : –

Modern Industries Ltd. (MIL) in Bangalore is an automobile ancillary Industry. It has
turnover of Rs. 100 crores. It employs around 4,000 persons.
The company is professionally managed. The management team is headed by a dynamic
Managing Director. He expects performance of high order at every level. It is more so at the
Supervisory and Management levels. Normally the people of high calibre are selected through
open advertisements to meet the human resource requirements at higher levels. However,
junior-level vacancies are filled up by different types of trainees who undergo training in the
company.
The company offers one-year training scheme for fresh engineering graduates. During the first
six months of the training, the trainees are exposed to different functional areas which are
considered to be the core training for this category of trainees. By then, the trainees are identified
for placement against the available or projected vacancies. Their further training in the next
quarter is planned according to individual placement requirements.
During the last quarter, the training will be on-the job. The trainee is required to perform the jobs
expected of him after he is placed there. The training scheme is broadly structured mainly
keeping in mind the training requirements of mechanical engineering graduates.
Mr. Rakesh Sharma joined the company in the year 1983 after his B. Tech . degree in paint
Technology from a reputed institute. He was taken as a trainee against a projected vacancy in the
paints application department In MIL, the areas of interest for a trainee in Paint Technology are
few. Hence, Mr. Sharma’s core training was planned for the first 3 months only. Thereafter, he
was put for on-the-job training in the paints application department. He took interest and showed
enthusiasm in his work there. The report from the shop manager was quite satisfactory.

The performance of the trainee is normally reviewed once at the end of every quarter. The
Training Manager personally talks to the trainee about his progress, strengths and shortcomings.
At the end of the second quarter, the Training Manager called Mr. Sharma for his performance
review. He appreciated his good performance and told him to keep it up. A month later Mr.
Sharma met the Training Manager. He requested that his training period be curtailed to 7 months
only and to absorb him as an Engineer. He argued that he had been performing like a regular
employee in the department for the last one quarter. As such, there was no justification for him to
be put on training anymore. Further, he indicated that by doing so, he could be more effective in
the department as a regular engineer. He would also gain seniority as well as some monetary
benefits as the trainees were eligible for a stipend only. The regular employees were eligible for
many allowances like conveyance, dearness, house rent, education, etc. which was a substantial
amount as compared to the stipend paid to a trainee.
The Training Manager turned down his request and informed him that it was not a practice of the
company to do so. He told him that any good performance or contribution made by the trainees
during the training period would be duly rewarded at the time of placement on completion of one
year of training. Further, he told him that it would set a wrong precedence. Quite often, some
trainees were put on the job much earlier than the normal period of three quarters for several
reasons.
Thereafter, Mr. Sharma’s behaviour in the department became different. His changed attitude did
not receive any attention in the initial period. However, by the end of the third quarter, his
behaviour had become erratic and unacceptable. When he was asked by the Department Manager
to attend to a particular task, he replied that he was still on training and such task shouldn’t be
assigned to a trainee. According to him, those jobs were meant to be attended by full-time
employees and not by trainees.
The Paintshop Manager complained to the Training Manager about Mr. Sharma’s behaviour and
he was summoned by the Training Manager. During the discussions, Mr. Sharma complained
that while all the remaining trainees were having a comfortable time as trainees, he was the only
one who was put to a lot of stress and strain; the department was expecting too much room him.

He felt that he should be duly rewarded for much hard work; otherwise, it was not appropriate to
expect similar work output from him.
The Training Manager tried to convince him again that he shouldn’t harp on rewards as he was a
trainee; his sole concern should be to learn as much as possible and to improve his abilities. He
should have a long-term perspective rather than such a narrow-minded approach. He also
informed him that his good performance would be taken into account when the right occasion
arose. He warned him that he was exhibiting negative attitude for which he would be viewed
seriously. His demand for earlier placement was illogical and he should forget it as he had
already completed 8 months and had to wait only for 4 months. He advised Mr. Sharma that the
career of an individual had to be seen on a long-time perspective and that he should not resort to
such childish behaviour as it would affect his own career and image in the company.
Mr. Sharma apparently seemed to have been convinced by the assurance given by the Training
Manager and remained passive for some time. However, when the feedback was sought after a
month, the report stated that he had become more perverted. He was called again for a
counselling session and was given two weeks time to show improvement. At the end of those
two weeks, the Training Manager met the Department Manager, to have a discussion about Mr.
Sharma. It was found that there was absolutely no reason for Mr. Sharma to nurture a grievance
on poor rewards. It was decided that he should be given a warning letter as per the practice of the
company and, accordingly, he was issued a warning letter.
This further aggravated the situation rather than bringing about any improvement. He felt
offended and retaliated by thoroughly disobeying any instruction given to him. This deteriorated
the situation more and the relationship between the manager of the department and the trainee
was seriously affected
In cases of rupture of relationship, normally the practice was to shift the trainee from the
department where he was not getting along well so that he would be tried in some other
department where he could have another lease for striking better rapport. But unfortunately, in
the case of Mr. Sharma, there was no other department to which he could be transferred, since
that was the only department where his specialisation could have been of proper use. By the time
he completed his training, he turned out to be one who was not at all acceptable in the

department for placement. His behaviour and involvement were lacking. In view of this, the
Department Manager recommended that he be taken out of the department. When Mr. Sharma
was informed about it, he was thoroughly depressed.
One of the primary objectives of the Training Department is to recruit fresh graduates who have
good potential and train them to be effective persons, in different departments. They are taken
after a rigorous selection process which includes a written test, a preliminary and a final
interview. During the training period, their aptitudes, strengths and weaknesses are identified.
Their placement in departments is decided primarily on the basis of their overall effectiveness
there.
Here is a case where the person happened to be hard-working in the beginning but turned out to
be a failure in the end.
The Training Manager was conscious of this serious lapse and was not inclined to recommend
his termination. But at the same time it was difficult to retain a person whose track record was
not satisfactory. He still felt that a fresh look be given into this case but he was unable to find a
way out. He was now faced with the dilemma whether to terminate or not to terminate Mr.
Rakesh Sharma.
Questions:
(a) Where did the things go wrong?
(b) What options are open for the Training Manager other than termination of Mr. Sharma?
(c) How could you put Mr. Sharma back on the right track?
Case s u m mary : –

?In this case, a company which gives training to fresh engineers after completing
their engineering, and those who work as per the expectations and requirements of the
department gets placement. It is a case of an engineering student who was initially very good and
well performer and this influences the training manager also. The trainee after a period of time
asks for more rewards and other monetary benefits as he was working as a regular employee and
not as a trainee. From this point he starts losing his performance and the training manager tries to
convince him that his wrong attitude towards the job will not be good for his career.

He behaves for a certain period that he has changed but at the time of monthly report, he receives
a warning letter from the company. When the training period comes to an end the company
decides to not give him the placement as his behavior could not be ignored.
A)
Where d id t h e t h in gs g o w ro n g?

As per my understanding the things went wrong from the point when Mr. Sharma complained
about the rewards and asked for more rewards than his post. The management was not able to
guide him in a correct path that his attitude is not wrong but they put down his complaint also.
B)
What
op tio n s
are
op en
fo r
th e
tr a in in g
man ager
oth er
th an
te rm in atio n

of M r S harm a?

The training manager could have gave him a little rewards in order to motivate him as the
manager was seeing that the trainee is not working as he was doing initially.
C ) H ow c o u ld y ou p ut M r S h arm a b ack o n t h e r ig h t t r a ck ?

I would have gave him certain rewards with the warning that this kind of behaviour may lead to
termination and which will not be good for his career.
Outc o m e / L ea rn in g : –

I learnt from this case study that a wrong attitude towards the job may lead to failure in the job in
spite of being exceptionally good in the beginning. Also as being the superior it's a duty to check
the attitude of the people working under the post.