Case Study Module 05

Executive Summary

Case Study of Care-Link

The focused case study in brief, is about a leading “Pharmaceutical

Company” (Care-Link) operated for the past 10 years in Sri Lanka. Care-
link Imports & distributes Pharmaceuticals & healthcare related products all
over the country having branches in the main cities and fully operated from
the head office in Colombo. The Employee strength of Care-link is
approximately 300 including Managers, Executives and Workers.

The problem raised In January 2009, with the appointment of the new CEO
Mr. Dylan Perera (DP), as he was concerned about the high costs involved
in the Training & development (T&D) department. The CEO was not
satisfied nor convinced with the output of the company’s high budget T&D
programs, even after several justifications made by the T&D Manager also
the Product trainer, Mr. Ravi Fernando (RF) of Care-Link. It was an
alarming situation that the Staff is not up to the marked performance.

The CEO believes there are issues related T&D and anticipates RF to
provide effective T&D Plans for budget approvals.

As the HR consultant for Care-Link, I have analyzed key issues related to

T&D initiatives & evaluation also about the consequences of NON T&D
issues. The Scope is discussed in detail and elaborated in the paper with
limitations & assumptions.

The case Concludes with recommendations and suggestions made to the

T&D Manager Mr. Ravi Fernando & the senior management on HR
initiatives to make the training Function more meaningful & effective to the
organization.

Limitations & Assumptions (A&L)

1. Limitation on Ravi Fernando’s experience. (Trainer Experience?

Pharmaceutical specialist?)
2. Report assumes the T&D manager Mr. Ravi Fernando is new to Care-
Link and lacking experience as a “Trainer” & need further knowledge, skill
development as a Trainer. (Assuming RF’s service is not more than two
years in the current company).

3. It’s reasonable to assume that Care-Link has gained its competitive

advantage through High quality & reliable products, which automatically
provide a considerable Market share and doctors, prescribe the product
without much detailing.

4. It is equally important to assume that Care-Link Training programs were

design without T&D policy and guided by HR Practices.

5. It is also important to understand that all of the Performance Problems

cannot be fixed through Training. ( E.g. Employee Relation related
issues/grievances)

Scope

In my role as the HR Consultant the scope of this case study is to analyze

the issues pertain to ineffective T&D, HR initiatives & outcomes, whilst
providing recommendations and suggestions to assist the Training
manager (RF) on T&D function to provide more meaningful, result oriented
Training programs. The Case study evolves on 3 questions as stated
below, in order to provide solid analysis & Recommendations.

Question 1

What are the key issues identified in the case that could have caused this
situation.

 The major issue seems to be is that T&D Department was not equipped
with an effective Training Evaluation process or tools to measure the
outcomes and correct on deviation for future programs.

 Next issue appears to be is that, the Product Training is given ONLY by

the in house Training Manager (RF). (refer Limitations & assumptions 4))
 It shows that Trainings were not designed for the need of the employee
(e. g. Competency GAP) but based on manager’s assumption or ad hoc
basis.

 It seems that the Job descriptions (JDs) or the Job role is not being
properly defined.

E.g. Sales Representatives detailing Doctors could damage the company

image as well as the confidence of the Sales Rep. as they are best at
selling products to pharmacies.

 Based on an assumption (refer A&L 5), Care-Link is not backed by

effective HR Practices.

E.g. Performance Evaluations (Appraisals), Training Need Analysis, Not

following a Training Cycle

 There was a definite issue on the Effectiveness of the external Training

Programs as the other trainers may not have been briefed of the objectives
and expectations of the program. (Not Output focused & program was not
customized for the need).

 Failing to calculate the returns (ROT) made by training programs, for the
organization.

 There is a probability that Mr. Ravi Fernando lacking experience as a

Trainer.

(Refer Assumption 2).

Question 2

What has Mr. Ravi Fernando missed in Particular, in his role as training
Manager? Justify as to how that has led to the current problem.

 Not having a standard T&D policy in hand.(Refer A&L 5)

 It’s very important to clearly identify and have an understanding on

Organizational, Team & Individual Objectives. This understanding of “what
is expected” by each area of the organization provides RF to design more
output/ objective focused programs.
E.g. the diagram explains the cascading of Organizational goals to
departments (Marketing) and individuals.

 No Training Evaluation programs.

 It’s obvious that returns on Training were not calculated (ROT) and has
not given concern on keep the senior Management aware on the
effectiveness of the programs conducted.

Question 3 - Recommendations

Make Suggestions as to how Mr. Ravi Fernando could make the training
function more meaningful to the organization & also a strategy how he
could show results in future training initiatives.

Suggestions : Suggestions are provided according to the Management

Process to provide a better understanding. (Focused Department is
marketing & sales of Care-Link)

1. Planning Stage.

 Understanding the Vision of Care-Link and what the company wants to

achieve.

 Have the T&D policy of Care Link in hand.

 Understanding the role of Training & Development Department and

Goals set for Ravi Fernando as a “Manager Training”. (Refer 3 in
Appendix).

 Discuss with Area Sales Managers on Performance of each Branch,

receive solid feedback trough Performance Appraisals from the Medical &
Sales Representatives.(Refer 2 in App, for HR responsibility)

 Identify performance gaps, there by develop an analysis on Training

needs. (TNA).Gather Information on what competence gap should be fine-
tuned.

 Design programs according to the requirement. (Refer 1 Appendix).

 Make the Staff aware of the Training Session at least one week prior in
order to get the fullest participation as People from other branches have to
make arrangements on transportation & accommodation.

2. Organizing Stage

 Analyze the resources available.

E.g. Does Ravi have the Knowledge on particular Products to train Medical
Reps or Should Outsource trainers?

 Organizing a venue and dates for training depending on the number of

Reps there for the training.

 Have a look on training materials. ( Projectors, white boards, Markers,

Pencils etc)

3. Leading Stage

 Make awareness on the importance of Training & keep it ongoing

E.g. Send emails on market updates, Product related updates, articles.

(Daily/weekly)

 Keep the trained staff always in the loop. E.g. Tide to the objective

 Get Training & Development updated with latest trends.

E.g. New training techniques, direct on opportunities in the Carelink.

 Make training interesting for the participants to repeat. E.g. Management

Games, Quizzes also Raffle draws.

4. Controlling Stage

 Have a Training Evaluations process standardized

E.g. T&D level, Reaction level, Behavior level, Etc.

 Make the evaluation relevant to the objective expected.

 Develop Return on training system.(short term & Long term)

 Get line managers to bring out effective performance evaluation. (refer
Training Cycle Figure 1 App)

Strategy

1. Awareness on Responsibility.

Individual

Line Manager

HR Manager

Top Management

2. Links to the HR Policies

Performance Review & Process

Induction Process

Capability Process

3. Planning, Training & Development

T&D Policy

Training Need Analysis

T&D Plan

4. Training Need Requirement

Entitlement for Training

5. Monitoring & Evaluation

Recording & evaluation

6. Learning Cycle

Learning Log (Table 2 Appendix)

Conclusion
1. Collaboration & Coordination

 Training & development function of Carelink has to be linked with its

overall objective as any other department or function.

 T&D is linked with every part of the organization and interrelated.

 Neither the T&D department nor the T&D manager can fully function in
that capacity without proper support or assistance from the Staff, Line
managers or senior managers.

 Understanding each & everyone’s responsibility towards an effective

T&D program is very important.

2. Best Practices

 Strategy Driven Programs.

 Criteria to define success in short Term & long term (ROT).

 Training in many channels (Lectures, Role plays, e learning for Branch

staff of care-Link.

 Establish Learning By doing ( Individual understands the Need for

learning)

 Evaluate on performance in many levels.

3. Adult Learners.

Keep in mind that training is developed for adults. Learning by themselves,

an employee may find him to be more effective at work and contribute to
organizational success. It is recognized that learning is built around action
rather than theory with adult learning.

4. Continues Process

The industry is built around the belief that the process of doing, reflecting
and learning is a continuous process. Therefore T&D is an ongoing process
in to keep the employees aligned with the overall objective.
Appendix

1. Recommended -Training & Development Cycle for Care-Link. (Created

By the Author)

2. Responsibility & Awareness

Create awareness among whole of Care-Link staff from the worker to

Senior manager about their responsibility towards a better training &
development function.

E.g. Circulation can be done for all the staff members, Educate Line &
senior managers through Meetings.

Individual’s Responsibility  Planning one’s own personal development.

 Convey to the need for development to the manager & undertaking such
development activities.(upon approval)

 Evaluating effectiveness & get frequent feedback on the progress.

 Maintaining Training log. (Refer figure 1)

Line Managers  Identify the Training & development needs of their staff.

 Encourage their staff for training and attend on training provided.

 Provide timely feedback on performance training.

HR Function  Provide tools to support T&D function.

 Advise staff through line managers about the responsibilities.

 Managing & assist the budget on T&D.

 Be a facilitator.

Senior Management  Encourage T&D as means to enable Care-Link to

meet its objectives.

 Make sure if the resources are available for the purpose.

3. T&D Need Analysis

4. Suggested-Learning Log Template

Date of Activity Description of the training Lessons Learned Action (s)/

Remarks Next Scheduled T&D Program

Line Manager Employee

Bibliography

Topic URL/Book

T&D Best Practices http://www.trainingmag.com/content/2013-best-

practices-and-outstanding-training-initiatives

T&D Policy e. Book Training and development policy.pdf

How To Identify Your Organizations Training Needs How To Identify Your

Organizations Training Needs.pdf