a. As a HR Manager, how would you evaluate the benefits of creativity training? Provide at least five points. b. How would you justify to the top management to get the approval for creativity training? CASE STUDY: CREATIVITY TRAINING AT INGERSOLL-RANDToday it is widely recognized in business that the only sustainable competitive advantagecomes from being more innovative than the competition. This requires imagination,creativity, and "thinking outside the box". Executives at Ingersoll-Rand, a world leader inmanufacturing tools, machinery, locks, and bearings, are keenly aware of this and havedeveloped a series of creativity training programs with the help of their partner, creativityguru Michael T.Bagley.In the late 1980s, Bagley helped company executives introduce a program called InnovativeThinking, a two-day skills workshop aimed primarily at engineers. The objectives of thetraining are to introduce a model for better understanding of the creative process and todemonstrate several creative thinking tools and methodologies to be used in designing newproducts. Workshops are held, training manuals are given out, specific exercises aredemonstrated, and follow ups are done to reinforce the learnings.Creativity training methods are admittedly unconventional – but extremely powerful. Forexample, in his training workshop, Bagley commonly asks engineers design groups topretend they are “molecules of air" that go on imaginary journeys through existing productsand the through idealized innovative products. Other techniques such as "creative imagery"and "image repetition" require that participants visualize perfect or near perfect solutionsand products. By having participants get outside their common ways of approachingproblems, Bagley help Ingersoll-Rand employees generate new and different perspectivesthat had to very creative ideas.Managers at Ingersoll-Rand believe there are four major ingredients to a successfulcreativity program. First, participants must have the right focus – all the players must knowboth problem and the goal of training beforehand. Second, the right group of people,oftentimes an intact team, must be put together. Third, it is very important to conduct thesession in the right setting. It doesn't always have to be off-side, but it must be in a relaxedsetting where concentration and motivation are increased. Finally, successful creativitytraining depends on having the right facilitator, someone who can help make participantscomfortable and allow them to pursuenon-traditional thinking.From initial success of the Innovative Thinking workshops, Ingersoll-Rand has incorporatedcreativity into many of its training courses such as Process Breakthrough, a two-day programfocused on process design, and Design Concept Development, a three-day program focuseda new products design. Most recently, Ingersoll-Rand executives made creativity trainingmethods the foundation of its Quality of Leadership program. Ultimately, the company'sgoal is to have all its managers and supervisors go through training thattap their creative potential and that of their employees. The company has launched a majoreffort to use imagination as a competitive weapon and has established creativity as anintegral part of its corporate culture.allow them toSource: Bolander, Snell & Sherman. (2010). Managing Human Resource South-Western Publishing.

Training is the method of giving abilities to the employees who are needed to work efficiently in an…

a. As a HR Manager, how would you evaluate the benefits of creativity training? Provide at least five points. b. How would you justify to the top management to get the approval for creativity training?

a. As a HR Manager, how would you evaluate the benefits of creativity training? Provide at least five points. b. How would you justify to the top management to get the approval for creativity training?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 10DQ

See similar textbooks

Similar questions

CASE STUDY: CREATIVITY TRAINING AT INGERSOLL-RAND Today it is widely recognized in business that the only sustainable competitive advantage comes from being more innovative than the competition. This requires imagination, creativity, and “thinking outside the box”. Executives at Ingersoll-Rand, a world leader in manufacturing tools, machinery, locks, and bearings, are keenly aware of this and have developed a series of creativity training programs with the help of their partner, creativity guru Michael T.Bagley. In the late 1980s, Bagley helped company executives introduce a program called Innovative Thinking, a two-day skills workshop aimed primarily at engineers. The objectives of the training are to introduce a model for better understanding of the creative process and to demonstrate several creative thinking tools and methodologies to be used in designing new products. Workshops are held, training manuals are given out, specific exercises are demonstrated, and follow ups are…
Case Study:Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRailTraffic Control IntroductionThe Dutch Railway system processes 1.3 million passengers and more than a milliontons of cargo daily with high reliability and safety and a low CO2 profile. In thecoming 10 years, the daily number of trains will need to grow 30% to enable trainoperators to deliver on the growing demand for Passenger and Cargo traffic. Thisis a major challenge for the Dutch Railway infrastructure manager, ProRail TrafficControl. An obvious choice would be to change and grow the rail infrastructurewithin the Netherlands. But growing the infrastructure would require a multi-billionEuro investment and may take too much time and space in urban areas. So to meetthis growing demand, ProRail Traffic Control needs to invest in technologies thatmake it possible to automate and digitize large parts of the now manual trafficcontrol process. This way the transportation capacity can be increased with…
Case Study: Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control Introduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study: Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control Introduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study: Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control Introduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study: Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control Introduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study: Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be increased with…
Case Study:Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control.An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be increased with the…
Case Study: Strategic Workforce Planning at Dutch RailwayInfrastructure Manager- ProRail Traffic ControlIntroduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control.An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study: Strategic Workforce Planning at Dutch RailwayInfrastructure Manager- ProRail Traffic ControlIntroduction The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number of trains will need to grow 30% to enable train operators to deliver on the growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure manager, ProRail Traffic Control.An obvious choice would be to change and grow the rail infrastructure within the Netherlands. But growing the infrastructure would require a multi-billion Euro investment and may take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize large parts of the now manual traffic control process. This way the transportation capacity can be…
Case Study - TD Bank Several years ago, TD Bank became concerned about the growing number of robberies at its branches. It was clear that something had to be done to protect employees and customers. The first thing they did was conduct a need analysis that included focus groups, interviews, and surveys. The needs analysis revealed the need to design a training program that would focus not just on robbery prevention but also on what happens afterwards. An outline was developed for a training program that centered on three areas: the most common types of robberies, what happens during robbery attempts, and what processes and behaviours are considered best practices in the financial sector. The objectives of the training program were to reduce the number of robberies, enhance risk-management practices, improve robbery prevention, and reduce financial losses. The instructional designers worked with external subject-matter experts and networks to determine learning objectives. They also…
Case Study - TD Bank Several years ago, TD Bank became concerned about the growing number of robberies at its branches. It was clear that something had to be done to protect employees and customers. The first thing they did was conduct a need analysis that included focus groups, interviews, and surveys. The needs analysis revealed the need to design a training program that would focus not just on robbery prevention but also on what happens afterwards. An outline was developed for a training program that centered on three areas: the most common types of robberies, what happens during robbery attempts, and what processes and behaviours are considered best practices in the financial sector. The objectives of the training program were to reduce the number of robberies, enhance risk-management practices, improve robbery prevention, and reduce financial losses. The instructional designers worked with external subject-matter experts and networks to determine learning objectives. They also…