Reinventing the Wheel at Apex Door CompanyJim Delaney, president of Apex Door, has a problem. No matter how often he tells his employees how to do their jobs, they invariably “decide to do it their way,” as he puts it, and arguments ensue between Jim, the employee, and the employee’s supervisor. One example is the door design department, where the designers are expected to work with the architects to design doors that meet the specifications. While it’s not ‘rocket science,’ as Jim puts it, the designers invariably make mistakes-such as designing in too much steel, a problem that can cost Apex tens of thousands of wasted dollars, once you consider the number of doors in, say, a 30-story office tower.The order processing department is another example. Jim has a very specific and detailed way he wants the order written up, but most of the order clerks don’t understand how to actually use the multipage order form. They simply improvise when it comes to a detailed question such as whether to classify the customer as ‘industrial’ or ‘commercial’.The current training process is as follows. None of the jobs has a training manual per se, although several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually, the person leaving the company trains the new person during the one-or two-week overlap period, but if there’s no overlap, the new person is trained as well as possible by other employees who have filled in occasionally on the job in the past. The training is basically the same throughout the company- for machinists, secretaries, assemblers, engineers, and accounting clerks for example. Source: Dessler, Gary. (2008). Human Resource Management. London: PearsonFrom the case study it is evident that Apex does not have a systematic and structured way of training its employees and there is no proper way of evaluating their “on the job” training. Jim has approached you for advice. Which specific training technique you would recommend for him to adopt to train the designers? With the aid of examples from the case study, justify your answer by explaining five (5) benefits of proper training to Jim.(12 marks)ii. Using the model for developing the coaching process as proposed by Rae (2000), explain how Jim can properly structure training for his employees. (14 marks)iii. By outlining four (4) points, explain why it is important for Apex to evaluate their training. Conclude by stating any 3 major stakeholders in the evaluation of training and explain the role played by each stakeholder. (14 marks)
Reinventing the Wheel at Apex Door Company
Jim Delaney, president of Apex Door, has a problem. No matter how often he tells his employees
how to do their jobs, they invariably “decide to do it their way,” as he puts it, and arguments ensue
between Jim, the employee, and the employee’s supervisor. One example is the door design
department, where the designers are expected to work with the architects to design doors that meet
the specifications. While it’s not ‘rocket science,’ as Jim puts it, the designers invariably make
mistakes-such as designing in too much steel, a problem that can cost Apex tens of thousands of
wasted dollars, once you consider the number of doors in, say, a 30-story office tower.
The order processing department is another example. Jim has a very specific and detailed way he
wants the order written up, but most of the order clerks don’t understand how to actually use the
multipage order form. They simply improvise when it comes to a detailed question such as whether
to classify the customer as ‘industrial’ or ‘commercial’.
The current training process is as follows. None of the jobs has a training manual per se, although
several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually, the person leaving the company trains the new person during the one-or two-week overlap
period, but if there’s no overlap, the new person is trained as well as possible by other employees
who have filled in occasionally on the job in the past. The training is basically the same throughout
the company- for machinists, secretaries, assemblers, engineers, and accounting clerks for
example.
Source: Dessler, Gary. (2008). Human Resource Management. London: PearsonFrom the case study it is evident that Apex does not have a systematic and structured way
of training its employees and there is no proper way of evaluating their “on the job”
training. Jim has approached you for advice. Which specific training technique you would
recommend for him to adopt to train the designers? With the aid of examples from the case
study, justify your answer by explaining five (5) benefits of proper training to Jim.
(12 marks)
ii. Using the model for developing the coaching process as proposed by Rae (2000), explain
how Jim can properly structure training for his employees. (14 marks)
iii. By outlining four (4) points, explain why it is important for Apex to evaluate their training.
Conclude by stating any 3 major stakeholders in the evaluation of training and explain the
role played by each stakeholder. (14 marks)
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