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case study on employee training and development

  • 21 Nov 2023
  • Cold Call Podcast

Cold Call: Building a More Equitable Culture at Delta Air Lines

In December 2020 Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization? Professor Linda Hill discusses Delta’s decision and its progress in embedding a culture of diversity, equity, and inclusion in her case, “OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent.”

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Home » Human Resource Management » Case Study of Dell: Employee Training and Development

Case Study of Dell: Employee Training and Development

Michael Dell, the CEO of Dell Computer Corporation, in a recent annual report, summarized where the CEO stands on the role that learning plays in his company. He said it was people who produced results in any business, laying emphasis on how building a talented workforce remained Dell’s greatest priority as well as its greatest challenge. This challenge contained two primary issues. The first being training, developing and retaining their existing employees so they continue capitalizing on the career opportunities Dell’s growth provides them. The second being to actually successfully recruit employees at all levels to support Dell.

The CEO said the company progressed pertaining to both issues in the previous fiscal year, adding Dell would continue to keep it a critical area of focus. Dell filled more than half of its executive-level positions with promotions from within the organization, hiring the remaining externally. Dell also modified its core training and development programs to improve employee effectiveness as well as, for the second successive year, compensation programs.

Michael Dell said hyper-growth companies that lack long-established practices have better chances of adapting with the ever-changing environment, while laying emphasis on the fact that enough structure had to be in place to ensure that growth would not go out of control. He said hyper growth needs to be dealt with in a particular manner regarding learning and leadership development.

case study on employee training and development

Dell Learning was established to meet Dell`s needs pertaining to human resources. Although training had always been an integral part of Dell, in 1995, it realized the need for greater emphasis on ensuring the employees were sufficiently skilled to keep up with the firm`s hyper growth. Dell Learning, following the expansion in 1995, was also assigned a series of objectives:

  • Bringing learning in line with Dell`s key business
  • Making learning directly and openly available
  • Creating a clarity around competencies required to maintain Dell’s hyper growth
  • Providing consistency through a global curriculum

Naturally, as a response to hyper growth, Dell had to structure three fourths of its training program to target new employees, products and basic job skills. A centralized corporate team was established for training development and administration. Training managers were appointed to:

  • Develop business based educational plans
  • Hold business leaders responsible for execution of plan
  • Ensure that sufficient resources exist to execute the plan
  • Report on the plan’s impact

In addition to providing strategic direction, the corporate team includes fulfillment teams that serve Dell’s different businesses on demand. One team produces learning tools for training sales and technical audiences on Dell’s products and services. Another, ‘Education Services’, manages classrooms, registration, scheduling, tracking, and other logistics. A third group consists of highly experienced instructional designers who oversee development projects requested by the businesses. Essentially, the training organization operates as a federation. There are three parts: Corporate Training, Regional (HR) Training, and Regional (Non-HR) Training, held together by the senior management team and a series of Dell Learning councils.

The corporate group comprises six major elements:

  • Corporate and Regional Operations – global education planning, financial management and reporting, and process and infrastructure.
  • Dell Learning Services – instructional design services and consulting.
  • Dell Learning Technology Services – enables rapid distribution of new learning technologies.
  • Education Services – handles event management, vendor management, registration, facilities, and a wide range of administrative services.
  • The New Product Training Group — provides core training materials for sales and technological support.
  • The Program Management Office – develops strategies and aligns them with global curricula to support strategic initiatives. The specific areas of focus shift from year to year based on business needs.

The Corporate Group reports to Human Resources, a few groups, do however, report to marketing or customer service organizations even though they still take part in management meetings, operations reviews, and global strategy sessions.

This organizational structure is, in part, a response to Dell’s hyper growth status. The company’s training charter was revised around the time Dell University was reassessed and thereby renamed Dell Learning to include:

  • Education should be business-issue based
  • Education should be as cost-effective and time-effective as possible
  • Business managers should be in charge of managing their own training investments
  • Education must be flexible and able to scale
  • All training should be competency based
  • All learning should be just enough, just-in-time
  • Learners should be in control
  • Learning solutions have limited shelf life and should be treated accordingly
  • Learning occurs everywhere, so our obligation is to leverage it across the organization
  • The education function must create access to the intellectual capital of Dell

The establishment of such a charter as well as the nature of the computer business have forced Dell to take an aggressive take towards technology-enabled learning. In order to put learners in control, it was essential that learning solutions be available to them all the time, as well as them being able to control what they learn and when. Low-tech solutions made that possible, however, classroom learning never could. Technology has made learning omnipresent and a natural part of work.

Related Posts:

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More From Forbes

Re-thinking training and development in a post-covid world: a case study.

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(This article was co-authored with  Mohamed Matar , General Manager of  EMIC Training .)

Since well before our current crisis, smart companies have been asking tough questions about traditional approaches to training and developing their people.  The early 21 st  Century fantasy of “all-online digital learning” has largely not played out, especially since some of the most important management competencies are best taught and learned in-person.  “The soft stuff,” it turns out, is actually the  hard  stuff, and managers seeking to develop interpersonal skills, emotional intelligence, and the ability to engage and influence others aren’t going to improve much via an on-line module.

That said, 2020’s entirely unexpected change of course is forcing all of us to rethink how we can develop and train our people and create and strengthen organizational capabilities and culture when we simply cannot get together in person.  Managers must coach more (as they should do anyway), and HR and training departments have to get more creative in their programming.  Simply putting people-development on pause until we “get back to normal” is not an option, because we’re not going “back to normal” anytime soon, if ever.  

While it’s still not clear what “the way we work” will look like in a post-Covid world—the answer to that question will likely take years, not months, to figure out—in talking with our colleagues and clients some good ideas for acting in the present are starting to emerge.  The better organizations are actively wrestling with the questions of how to invest in their people to develop skills (including new skills to lead change and stay resilient through this pandemic), fortify their cultures, and help employees execute and create value for all their stakeholders.

The  National Bank of Bahrain (NBB ), a strategic client of EMIC and a company whose management team I’ve been working with for the last two years, offers an instructive case study. Many thanks to NBB’s leadership for being willing to share some of what they’ve been doing and learning.

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In March, realizing the seriousness and likely long-term effects of the Covid crisis, NBB made it a priority to start looking for people development alternatives such as e-learning and virtual training.  This effort was seen as mission-critical for the bank and thus was driven by the executive team working together, not just by the HR function.  The business rationale was clear:  maintain employee engagement; ensure that all workers could continue to build their skills, including new skills to deal with this crisis; and keep up the momentum of company-wide recruiting and succession planning efforts.  

Here are some of the lessons NBB has learned about developing their people during this pandemic:

Be Courageous  

NBB didn’t re-invent the wheel—rather, they mustered the courage to commit to the path they had established and continue to fund it, even though slashing the training budget would have been an easy way to cut costs. What NBB did instead was conduct a thorough training needs analysis, framed by the realities of the crisis.  The needs and wants of team members at every level in the organization led to the creation of a monthly virtual training calendar, with interactive (as much as possible over videoconferencing) programs led by NBB’s own staff as was well as renowned speakers and experts from around the globe. The subject matter for the sessions has ranged from technical finance and banking training to guidance on leading change and how managers can become better coaches—and much of this effort has been realized without significant added cost.  Dana Buheji, Chief Human Resources Officer, notes: “Despite the current situation, our commitment to continue human capital development, mentor the best talent, and groom leaders from within remains a strategic priority. It’s critically important to us to continue to enable and empower our staff to carry on their professional development without disruption.”

Plan, Consult, and Make Decisions in an Inclusive Way

Accountability is one of NBB's values, and one way that value is realized is in the expectation that each employee is accountable for his or her own development.  Managers are taught and incentivized to involve their employees in the design and planning of all important business and change initiatives to foster innovation and commitment and highlight areas for improvement.   If the company and unit’s vision and direction are clear to them, employees can add more value than external consultants, and they will be more likely to get behind even difficult change efforts:  people best support change if they feel it’s being done  with  them and not  to  them. Consulting, collaborating with, and involving team members has been emphasized as especially important during this time when everyone is required to work from home.

Challenge with Support

In Bahrain, the holy month of Ramadan is typically a low season for training and development efforts, and Ramadan’s overlap this year with the Covid-19 pandemic created even more headwind than usual for most companies in the Region.  Counter-intuitively, NBB saw Ramadan and working from home as an  opportunity;  senior management encouraged employees to make Ramadan a month of learning and growth. Every employee was expected to attend a minimum of five (5) training sessions, including online modules and sessions led by internal staff and managers who don’t normally lead classes.  Running almost 800 employees through five programs each was an ambitious goal, but the company stepped up: in June 2020 the total training hours amounted to 18,028—or 163% higher than the same period last year. Employees played their part, including being willing to engage in valuable teaching and learning in off-hours and over weekends.  The benefits have been immediately tangible in terms of morale and performance.

“We Are All in This Together” 

NBB’s culture has always revolved around respect, recognition, and teamwork at all levels.  Thus, the training programs were designed and re-designed to give all employees an equal opportunity for growth and learning—and in many cases including senior executives and front-line managers and employees in the same virtual classrooms.  While the pandemic has created challenges for NBB’s “We are all in this together” mantra by forcing people to work apart, it has also highlighted the robustness and resiliency of the company’s values and commitments.  The bank has doubled down on investing in its capabilities and culture, and the results are already showing in performance and customer satisfaction. NBB believes they will move forward and succeed by working together.  As the old proverb goes, “If you want to go fast, go alone; if you want to go far, go together.”

The unimaginable challenges of 2020 have made business-as-usual difficult if not impossible in almost every sector.  As is usually the case, the organizations that are creative and tenacious on focusing on what they  can  do, rather than what they can’t do, to maintain momentum, growth, and the engagement of their people and their customers will be the ones who survive and eventually thrive.   Jean-Christophe Durand, CEO of NBB, makes the case clearly and passionately:  “Investing in the personal growth and professional development of our people has always been a strategic priority at NBB. We know that empowering our people to unleash their full potential strengthens our base for internal excellence and external customer service, and our commitment has not flagged in spite of the pandemic.”

What are you and your organization doing to invest in your people right now?  Is it a priority?

Mark Nevins

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How to Use Case Studies in Your Employee Training Sessions

Case studies can be powerful tools for learning and training. They're evidence-based stories that showcase the outcomes you want, so using them as the basis for your training can make the training itself more engaging and more effective. The question is, how can you use a case study to enhance your training for learners? There are several options.

case study on employee training and development

  • Identify personal leadership styles
  • Capitalize on style strengths
  • Minimize style trouble spots

Table of Contents

Design a case study to fit the training, develop training to fit a case study, use a longitudinal case study to demonstrate outcomes of training, use miniature case studies to prove individual points, thread a case study throughout training, ask trainees to predict case study outcomes, discuss potential alternative outcomes in case studies, turn a case study into an immersive simulation, create a framework case study and encourage trainees to fill it out.

First up, you have one major decision to make. Do you design training around a case study, or do you design a case study to fit your training? Both perspectives are equally valid as long as the study results and the training program goals are aligned.

Let’s say you choose to design a case study to fit your desired training. For example, you're trying to implement the  Delivering Exceptional Phone Service  reproducible training course for your customer service team. To back up the training, you want a case study that showcases how putting the techniques taught in the course into practice will bolster positive outcomes with customer service.

Designing a Case Study

You have two options here.

  • The first is simply writing a case study based on your own experiences, accentuating the necessary details relevant to the training, and pruning it down to the bare essentials to prove your point.
  • The other option is to seek out existing case studies performed by renowned research firms that support your points.

In either case, you can then use the case study as a "real world" example of how the techniques in the training can be put to actual use and how they tangibly impact positive outcomes. Make sure to highlight specific aspects of the case study and how they relate to the practices put forth in the training module for better retention.

Your second option, as an alternative, is to develop your training to fit an already existing case study.

Developing Employee Training

The process looks a little something like this:

  • Begin by finding a case study that results in the outcomes you're seeking. For example,  this case study from Train Like a Champion  focuses on getting training to produce long-term results, something that every company can benefit from implementing.
  • Next, review the case study. Look for salient details and mechanisms used to achieve the outcomes you desire. Ideally, the case study itself will support those mechanisms and expound upon how to use them.
  • Finally, develop a training module that integrates the case study and its data, as well as the mechanisms you uncovered, to train your employees to achieve those same outcomes.

You can accompany the training module with the case study, with details and data uncovered along the way, or you can use it as a companion piece or use it as cited sources or proof for the claims you're making. None of these choices are inherently wrong, so pick the ones that work best with your staff and your means of training to create a better learning experience.

Longitudinal case studies are case studies that look at and measure specific data about their subjects over a long period. Such case studies can follow individuals throughout a particular period of years, their careers, or their entire lives. For example, longitudinal studies are often used in medicine to help study the long-term effects of various substances and illnesses.

A longitudinal case study can be a powerful tool for building training. You can point to specific, hard evidence that certain kinds of training not only improve short-term results and benefits for employees, clients, and companies but can increase the value of employees throughout their careers.

Demonstrating Outcomes of Training

Using this kind of case study can be an essential part of encouraging your employees to take the training seriously. After all, it's one thing to encourage employees to participate in training because it benefits customers or the company, but it's quite a different incentive if you can showcase how that training will improve their career prospects.

The tricky part about this is that case studies can prove many different points because different people have different career trajectories and leverage different skills in different ways. That is why it can be essential to begin with training modules such as  What's My Leadership Style  to help employees identify which individuals to follow in the case study and which outcomes are most relevant to their specific situations.

If finding specific, relevant longitudinal studies isn't possible, an alternative approach involves leveraging small-scale case studies to reinforce key points throughout your training process. For example, throughout a comprehensive  customer service training  course, you can use specific case studies that highlight varied responses to an irate customer, showcasing how different approaches lead to distinct outcomes. These case studies provide tangible examples to support decisions about adopting a placating, resistant, or combative tone in customer interactions.

Using Miniature Case Studies

The benefit to this option is that there are, in general, many more small-scale case studies than there are more extensive, longitudinal case studies. Moreover, it's much easier to find them and use them to prove your points. Long-term case studies can have surprising outcomes, and they can have findings that contradict your studies and policies. That can be difficult to reconcile unless you're willing to wholly adjust your training and direction.

The biggest potential drawback to this option is that there are many small-scale case studies, many of which can have contradictory outcomes. With the vast pool of small-scale case studies available, there is a risk of cherry-picking examples that selectively support a specific viewpoint, regardless of their overall value. This practice could compromise the integrity of the training content and may not provide a holistic representation of the topic at hand. Trainers should exercise caution and ensure that the chosen case studies are relevant, unbiased, and contribute substantively to the overall learning objectives.

If you think back to some of the more effective textbook designs for schools in higher education, you may find a through-line. Many effective textbooks include an ongoing, long-term set of examples, or "characters," they follow along the way. For example, in courses where you learn a language, a textbook will often have a set of characters who interact in varying situations to showcase quirks of language, particularly conversational use of the language.

A case study can be used in this manner for your training. Fortunately, many comprehensive and overarching training courses have these kinds of examples and case studies built into them.

Threading Case Study

The goal is to allow your trainees to explore training in a multifaceted way. That might include links to studies, links to infoboxes, video interviews, and much more.

An added benefit of this training method is that you can make a single training module much more comprehensive in terms of answers to common and uncommon questions. Training employees from a point of knowledge can be surprisingly challenging because it can be tricky to judge even what the trainees don't know. Providing in-depth, interlinked, embedded answers to questions for trainees to explore helps bring everyone to the same page.

One thing that sets effective training apart from ineffective training is the level of interactivity. When training is interactive and engaging, trainees learn much more from it by participating in "real-life" examples and demos of the training in action. This approach enables participants to apply their knowledge in real-life situations, promoting a deeper understanding and emphasizing their problem-solving ability to choose appropriate resolutions.

Predicting Case Study Outcomes

One way to help encourage engagement in training is with a case study that puts that training into action. Divide the case study between setup and resolution, and have the trainees read the setup portion of the training. Cut it off as the individuals in the case study are making their decisions based on the training (or ignoring the training).

Then, ask the trainees to predict what the outcomes will be. Encourage them to write down their predictions. Then, you can progress with the case study and reveal the actual results of the training. While some case studies may follow predictable paths, introducing occasional curveballs keeps participants on their toes. These unexpected twists challenge trainees’ critical thinking skills and their ability to adapt their problem-solving strategies. You can then discuss why they made the predictions that they did and what led them to their decisions, whether right or wrong.

This interactive approach not only transforms training into a participatory experience but also creates a platform for meaningful discussions.

Like the above, you can leverage case studies and predictions to speculate. How would the outcome have changed if the individual in the case study made a different choice or acted differently?

Potential Alternative Outcomes

What changes would your employees make?

"After reading a case study together or independently, you can have your participants write a different ending to the case study. For example, if you read a story about a woman who improved her communication skills after attending a workshop (just like the one your students might be in), have them write what would happen if she didn't attend the workshop. Have them write what would happen if she was engaged/not engaged. Ask them to consider what is going on in the woman's life that might impact her ability to communicate appropriately or efficiently during the time of training. Writing a different outcome prompts participants to consider the whole story and not just the parts that are presented to them." –  TrainingCourseMaterial

For an interesting case study of your own, you can ask your trainees to read a situation and convey how they would act in that situation before implementing the training in the first place. Then, progress through the training modules. When finished, ask the trainee to revisit, see how accurate their behavior is to the goal, and ask them what changes, if any, they would make.

Once again, studies show that the best training is training produced in the form of an immersive simulation.  

Look for industry case studies about particular incidents.  Several agencies  produce comprehensive investigations into the circumstances behind industrial accidents, often in factory, warehouse, or shipping processes. These case studies can form the basis of a scenario wherein you ask your employees to role-play how they would respond if the incident occurred in your facility.

You can then use the realities of the investigation to enforce consequences in the simulated disaster. For example, say you're training employees to handle a chemical spill in a warehouse. The established procedures outline specific actions to be taken. Within the simulation, introduce a scenario where one employee is found unconscious within the chemical spill. This introduces a critical decision point: will someone attempt a rescue, and if so, will they do so without proper preparation? You can then remove this individual from the training scenario because their actions led to them being incapacitated.

Immersive Simulation Case Study

There are many such examples. Always remember that most, if not all, industrial and commercial regulations are built on the back of people dying because of loopholes or unforeseen circumstances.

This approach allows employees to engage with the training material in a hands-on, realistic manner. It not only reinforces the importance of adhering to established protocols but also highlights the potential repercussions of deviating from proper procedures. The immersive nature of these simulations helps employees internalize the lessons, making the training more impactful and applicable to their day-to-day responsibilities.

Finally, another way to use case studies for training is to turn your trainees into case studies themselves. Build a framework or a template of a case study, with questions about the scenario, their responses, the training, and their behavior after the training. Encourage trainees to fill out these case study templates, then participate in training, and fill them out again. For added value, track these employees for months afterward to see where they've gone, how they've implemented their training, and how it has improved their careers.

Framework Case Study

The use of case studies can be a powerful training tool, but they can only be effective if coupled with practical training modules. After all, you can't know how to reach your goals without knowing where you are. That's why we offer dozens of training options in our reproducible training library, as well as dozens more assessments (both instructor-led and self-guided) to help establish baselines and build awareness.

Check out our training library, and find case studies that align with your company values and learning objectives.

To learn more about how to help your employees, check out our  What’s My Leadership Style  course. This course is a management development tool, leadership style assessment, and online training workshop. This comprehensive tool is designed to pinpoint an individual's leadership style, offering valuable insights for organizational leaders, managers, and supervisors. By utilizing this tool, professionals can enhance their performance and cultivate the skills necessary to evolve into effective and impactful leaders within their respective roles.

Do you have any questions or concerns about using case studies in your employee training sessions to provide the best outcomes for your learners? If so, please feel free to leave a comment down below, and we'll get back to you! We make it a point to reply to every message we receive, and we would be more than happy to assist you or your company however we possibly can.

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Worker typing on laptop in home setting

Training and development programs typically involve educational activities that advance a worker’s knowledge and instill greater motivation to enhance job performance. These initiatives help employees learn and acquire new skill sets, as well as gain the professional knowledge that is required to progress their careers.

Training programs can be created independently or with a learning administration system, with the goal of employee long-term development. Common training practices include orientations, classroom lectures, case studies, role playing, simulations and computer-based training, including e-learning.

Sometimes referred to as Human Resource Development (HRD), most employee training and development efforts are driven by an organization’s HRD function. These efforts are roughly divided into two types of programs:

Employee Training and Development A strategic tool for improving business outcomes by implementing internal educational programs that advance employee growth and retention.

Management Training and Development The practice of growing employees into managers and managers into effective leaders by the ongoing enhancement of certain knowledge, skills, and abilities.

Find out how HR leaders are leading the way and applying AI to drive HR and talent transformation.

Register for insights on SAP

Successful businesses understand that it’s more beneficial and cost-effective to develop their existing employees instead of seeking out new talent.

The top ten benefits of employee training and development programs include:

  • Increased productivity : When employees stay current with new procedures and technologies, they can increase their overall output.
  • Reduced micromanagement : If workers feel empowered to perform a task, they typically require less oversight and work more independently. 1
  • Train future leaders : Organizations must have a solid pipeline of well-trained and innovative potential leaders to grow and adapt over time.
  • Increased job satisfaction and retention : Well-trained employees gain confidence in their abilities, leading to greater job satisfaction, a reduction in absenteeism and overall employee retention.
  • Attract highly skilled employees : Top recruits are attracted to firms with an identifiable career path based on consistent training and development.  
  • Increased consistency : Well-organized training ensures that tasks are performed uniformly, resulting in tight quality control that end users can trust.
  • Increased camaraderie : Training and development helps create a sense of teamwork and collaboration.
  • Bolstered safety : Continuous training and development helps ensure that employees have the knowledge and skills to perform a task safely.
  • Ability to cross-train : Providing consistent training creates a knowledgeable team overall where employees can help train or assist each other as needed.
  • Added innovation : Consistently trained employees can help develop new strategies and products, contributing to the company’s bottom line and continued success.

The corporate marketplace is quickly changing, and businesses must be flexible and easily adapt to change. Technology is one of the key drivers in this rapid change, with automation and artificial intelligence (AI) in the forefront.

Here are four key trends impacting how organizations must rethink training and development.

Today’s corporations have discovered that it’s no longer just about what employees need to know, but also when, where and how the development experience enables performance. With the advancements in mobile technology , companies are relying more on mobile workforces . Training is migrating to mobile devices where apps provide “just-in-time” information and recommendations to workers across industries.

AI systems can process unstructured information in a similar way to humans. These systems understand language patterns and sensory inputs including text, pictures, and auditory cues. AI-based software can customize how training content is delivered to a learner, based on their learning style, suggest content based on a learner’s past performance and predict what information is most important for them to learn next.

Agile learning is a process that encourages employees to learn by doing and iterate often, inspiring organizational change and buy-in. For example, IBM® has introduced  IBM Garage™ , a tool for executing, scaling, and managing an organization’s multiple transformation initiatives. Companies like Ford Motor Company and Travelport are using IBM Garages around the world to create cultures of open collaboration and continuous learning. learning. https://www.ibm.com/garage

While distance learning has been around for a long time, the COVID-19 pandemic has underscored the need for companies to have resilient, flexible, mobile workforce management. Organizations have learned that remote workforces need to be productive, engaged, and continually working toward learning and improvement.

Recent articles and industry surveys suggest that much corporate training may be ineffective. Most training won’t be fully retained by learners. Businesses must build a culture of ongoing self-directed, self-motivated learning with focused distance learning programs and mobile "just-in-time" training.

Organizations also must rethink the larger framework of what skills will be needed in the near future. A  recent meta-level IBM study  predicts that more than 120 million workers in the world’s twelve largest economies may need to be retrained in the next three years because of AI-enabled automation.

Several insights from the study include:

  • Skilled humans fuel the global economy: Digital skills remain vital, but soft skills have become more important.
  • Skills availability and quality are in jeopardy: The half-life of skills continues to shrink, while the time it takes to close a skills gap has ballooned, forcing organizations to find ways to stay ahead of skills relevancy.
  • Intelligent automation is an economic game changer: Millions of workers will likely require retraining and learning new skills, and most companies and countries are ill-prepared for the task.
  • Organizational cultures are shifting: The digital era has introduced the need for a new business model, new ways of working and a flexible culture that fosters the development of critical new skills.

The study concludes that traditional hiring and training are no longer as effective, and that different strategies and tactics can have a strong impact on closing the skills gap. Several strategies and tactics include:

  • Make it personal: Tailor career skills, and learning development experience uniquely to your employees' goals and interests.
  • Improve transparency: Place skills at the center of the training strategy and aim for deep visibility into the skills position across the organization.
  • Look inside and out: Adopt an open technology architecture and a set of partners able to take advantage of the latest advancements.

Enhance employee engagement and productivity, reskill your workforce faster, and reimagine ways of working to become an adaptive, skills-based, and AI-powered organization.

Maintaining a competitive edge in a dynamic economy demands faster innovation. Your challenge is having the right people with the right skills and tools to drive digital transformation.

The IBM training and certifications offer you the ability to earn credentials to demonstrate your expertise. It is designed to validate your skills and capability to perform role-related tasks and activities at a specified level of competence.

With recent market changes and disruptions, organizations need a workforce with digital skills and innovative processes to respond to both customers’ and employees’ evolving needs.

Key areas of focus will ensure that your workforce is empowered to be productive today, while strengthening your business resiliency strategy to aid in re-entry to the new normal.

The enormous opportunities and benefits artificial intelligence can bring to an organization require skills development programs designed to ensure consistency and intentional outcomes.

Discover a new approach to training and development based on partnership networks, user experiences and emerging technologies.

Find out how to close the skills gap with a modern three-pronged workforce strategy to quickly reskill an organization’s workforce.

Discover how training and development fits into the larger scope of next-generation enterprise transformation.

IBM HR and talent transformation consulting partners work with our clients to address each company's unique talent goals and challenges, dig deep to understand their workforce realities and create strategies that unlock new levels of performance inside their business. Together, we reimagine HR with AI at the core.

1 The 6 key secrets to increasing empowerment in your team  (link resides outside ibm.com). Joe Folkman. Forbes article. March 2017. 

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Case study: How Samsung SDI promotes employee development

case study on employee training and development

Founded in 1970, Samsung SDI produces advanced materials for use in the IT and automotive industries, secondary batteries for ESS (energy storage systems), semiconductors, displays, and photovoltaics. Samsung SDI constantly seeks to lay the groundwork for its employees’ continuous growth     Tweet This! , to secure the differentiated technological capabilities required to lead industrial development.

This case study is based on the 2018 Sustainability Report by Samsung SDI published on the Global Reporting Initiative Sustainability Disclosure Database  that can be found at this link . Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Samsung SDI conducts consistent capacity building training for its employees to improve their expertise, while enhancing the efficiency of employee training through ongoing investments in this area. In order to promote employee development Samsung SDI took action to:

  • launch a Human Resource Development Centre
  • operate a Facilities Training Centre
  • strengthen technological leadership
  • train job experts
  • implement global capacity-building programmes
  • provide education to overseas personnel

case study on employee training and development

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With this case study you will see:

  • Which are the most important impacts (material issues) Samsung SDI has identified;
  • How Samsung SDI   proceeded with stakeholder engagement , and
  • What actions were taken by Samsung SDI to promote employee development

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What are the material issues the company has identified?

In its 2018 Sustainability Report Samsung SDI identified a range of material issues, such as promotion of a safe workplace culture, enhancement of product safety evaluations and managements, responsible mineral sourcing, energy conservation and use of renewable energy. Among these, promoting employee development stands out as a key material issue for Samsung SDI.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Samsung SDI engages with:

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Samsung SDI carried out surveys among experts on sustainability management who were external stakeholders.

case study on employee training and development

In its 2018 Sustainability Report Samsung SDI reports that it took the following actions for promoting employee development:

  • Launching a Human Resource Development Centre
  • In June 2018, Giheung HQ completed construction of the Human Resource Development Centre with language test rooms and language classrooms to enable employees to sit for exams and study foreign languages. In addition to having in-house official language test rooms, the centre offers five foreign language courses to help employees enhance their global competitiveness. In December 2018, more than 120 employees enrolled in various language courses, with more than 300 attending the Global Biz Writing Practice course designed for those who frequently communicate with Samsung SDI’s overseas corporations and customers.
  • Operating a Facilities Training Centre
  • The Facilities Training Centre that opened its doors in June 2018 in Cheonan is in charge of overall facilities education, from design to operation and maintenance. Equipped with training facilities, the centre can offer customised education to anybody when required. With core parts and modules of the equipment used in actual production sites, the centre offers theory and practice-based education with one kit per person. The centre is responsible for producing experts through improving the quality of education in the field. One difference from outside education is that in addition to regular technical education, the centre plays the role of a test bench for engineers who would like to have their ideas verified.
  • Strengthening technological leadership
  • Samsung SDI introduced the “Technical Meister” system in 2013 to cultivate employees’ job expertise and promote a culture of self-directed learning. The title Technical Meister is awarded to employees who have obtained three master technician certificates or two master technician certificates and one technician certificate. A meister is given a certificate allowance, additional points for promotion, and inducted into the hall of fame with the creation of a copperplate made in their honour. Starting with the installation of a hall of fame at the Cheongju plant in 2018, Samsung SDI has installed halls of fame at all its domestic production sites (Gumi, Cheongju, Cheonan, Ulsan). The technical meister system was expanded to all production sites in 2016 and starting in 2017, all the sites began to produce technical meisters. The system has not only improved individuals’ job performance and competitiveness but also helped raise Samsung SDI’s overall technological competence.
  • Training job experts
  • To enhance its employees’ competencies, Samsung SDI offers online and offline education programmes related to all aspects of its business such as development, technology, sales and marketing, and management support. Most notably, Samsung SDI has developed sophisticated courses on development, process technologies and facilities technologies that are offered by in-house expert instructors. Samsung SDI promotes in-house seminars and learning cell activities while launching in-house courses according to technical need. To cultivate experts in the fields of development and technology, Samsung SDI offers to employees academic training for master’s or doctorate degrees as well as non-degree training programmes through an industry-academia collaboration. For those engaged in procurement, quality, management, and finance, Samsung SDI helps employees obtain national and international certificates through a professional certificate support programme as part of its efforts to cultivate employees into experts in their respective fields.
  • Implementing global capacity-building programmes
  • Samsung SDI has launched various foreign language courses to fully support its employees’ efforts to improve their foreign language proficiency and engage in self-development. As self-development programmes, Samsung SDI runs 4- to 10-week residential intensive foreign language courses, in-house foreign language courses, OPIc courses, and global biz writing courses. The residential programmes are designed to teach not only language, but also about business practices and culture. Foreign languages taught at the courses as well as global biz writing courses, in-house foreign language courses and special OPIc lectures include English, Chinese, Japanese and strategic languages. Samsung SDI helps its employees obtain foreign language certificates. Currently, Samsung SDI runs such foreign language courses at all six of its workplaces in Korea. In addition, Samsung SDI runs local expert education programmes as key global leader training courses including intensive foreign language classes and overseas study classes. In 2018, Samsung SDI dispatched its regional experts to China, Vietnam, Germany, and Hungary. They also helped the local personnel of Samsung SDI’s overseas corporations enhance their capabilities.
  • Providing education to overseas personnel
  • More than half of SDI personnel working around the globe are foreigners. They work in Asia, Europe, the Americas and elsewhere. Previously, Samsung SDI provided the personnel working at its overseas marketing firms with local education or headquarters education. In 2018, Samsung SDI offered them more field-oriented education in Korea at places such as Suwon, Cheonan, and Ulsan production sites as well as at the headquarters. Samsung SDI invited outstanding personnel from its marketing firms in China, Taiwan, the US, and Germany among others to Korea. During the first week, Samsung SDI shared its basic principles through classes such as core DNA, companywide compliance and information security policies. During the second and third weeks, Samsung SDI provided them with technology and manufacturing site education, including intensive battery courses at its Cheonan and Ulsan production sites.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1)  Disclosure 404-1 Average hours of training per year per employee

2)  Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

Disclosure 404-1  Average hours of training per year per employee corresponds to:

  • Sustainable Development Goal (SDG) 4 : Quality Education
  • Targets: 4.3, 4.4, 4.5
  • Sustainable Development Goal (SDG) 5 : Gender Equality
  • Targets: 5.1
  • Sustainable Development Goal (SDG) 8 : Decent Work and Economic Growth
  • Targets: 8.2, 8.5
  • Sustainable Development Goal (SDG) 10 : Reduced Inequalities
  • Targets: 10.3

Disclosure 404-2  Programs for upgrading employee skills and transition assistance programs corresponds to:

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that  responsible companies can look to the future with optimism .

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  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates. References:

1) This case study is based on published information by Samsung SDI, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Samsung SDI: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us .

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The impact of training and development on employee performance: case study of the Ministry of Science and Technology Development

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Related Papers

Manyando Muyunda

manyando muyunda

The purpose of this research was to look into the effect of training and development on employee performance at the Ministry of Agriculture for Livestock and Fisheries in Chilanga District. The research questions for the study were as follows: 1) Determine the role of training and development in relation to job performance among ministry employees; 2) Investigate whether training and development affect public service delivery; and 3) Identify methods for implementing training and development to improve job performance. This study's research design was descriptive rather than experimental. The sample population in Chilanga District consisted of 30 professional personnel from the Ministry of Livestock and Fisheries. Secondary data was gathered through journals, unpublished papers, and published materials, while primary data was gathered using a semi-structured questionnaire particularly constructed for the project. SPSS version 23 was used to analyze the data. According to the findings, employee training and education have a considerable impact on the work performance of individuals inside a business. Several recommendations were made in light of these findings. To begin, it was proposed that a well-coordinated training program be formed with defined eligibility criteria, a schedule, a duration, and an application process for interested staff. This initiative should be available to all eligible workers, rather than just a small number of people. Second, the ministry should set aside funds at the start of each year to ensure that the training program runs smoothly. This proactive strategy enables the departments involved to plan appropriately with the resources available. Finally, clear criteria must be developed to guarantee that individuals attending training receive training that is relevant to their job tasks and duties

case study on employee training and development

Noble Academic Publisher

International Journal of Research Publication (IJRP)

IJMSBR Open Access Journal , mohammed salah

"A case Study of Jordanian Private Sector transportation companies located in the Southern region of Jordan. A particular reference is made to the Govern ate of Maan ". ABSTRACT The Success or failure of modern business organizations depends on the quality of their human resources. Well trained and highly developed employees are considered as corner stone for such success. Hence the purpose of the study was to investigate the relationship between training , development, training and development and employees performance and productivity in selected Jordanian Private Sector transportation companies located in the Southern region of Jordan. The study was based on set of hypotheses that HOs: hypothesized no relationships between variables, while H1-H6 hypothesized the existence of relationships between stated variables. A quantitative approach is used Relevant data was collected through structured questionnaire. Subjects for the study consisted of 254 employees which constituted 60% of the total target population of 420 people. 254 structured questionnaire were distributed to employees on job location, 212 questionnaires were returned and only 188 were suitable for statistical analysis. SPSS version 16 has been used to for data analysis. Both descriptive and inferential statistics were used for data analysis. The statistical tools were aligned with the objective of the research. For this purpose, frequency tables, percentages, means and standard deviations were computed and substantively interpreted. Inferential statistics like Pearson product moment correlation coefficient (r) and linear regression were used to determine if there is a significant positive relationship existed between the independent variables (training and development) and dependent variables (performance and productivity). The findings indicated that training and development were positively correlated and claimed statistically significant relationship with employee performance and productivity. Analysis and interpretations were made at 0.05 level of significance. The study concluded that training and development have important impact on employee performance and productivity. Therefore, it was recommended that effective training programs and carefully set development plans should be provided to all employees to enable them to enhance their skills and upgrade their knowledge. Finally, foreseeable future research can be conducted to cover other variables like (capabilities, involvement so on) which might affect performance and productivity.

Remegius I Shiwayu , Remegius Shiwayu

The quality of well-trained workforce is an asset to any organisation because of training and development in the organisation. The study, therefore sought to scrutinize the impact of training and development using Mpact Corrugated Pty (Ltd) as a case study. The study aims to find out the influence training has on the employees’ performance. The key finding of the study was poor communication and motivation of the senior management. The company employs younger professional that has skills but need more training. Furthermore, training and development are well implemented, but the processes are not up to date. The study suggests the company must use systematic training; identification of training needs should be done more professionally in combination with the line managers as well as those that are involved with the human resource managers. The researcher also advises that it is very important for Mpact corrugated companies (PTY) LTD to develop new policies that will provide favorable working conditions for employees and boost morale the of workers. The study recommends that further studies could investigate possible interventions that can be used to address the issues of training and development.

IOSR Journals

The aim of this study was to explore the impact of training and development on employee performance. This study conducted under the framework of banking sector of Pakistan. Study finding reveal development leads to better employee performance, training and development both increase the employee performance. Organizations need to spend on training and development of its employees for sustainable long term competitive edge.

International Journal of Economics, Business and Accounting Research (IJEBAR)

Asriani Asriani

Training and development have an important role to improve employee performance to improve higher quality human resources . The purpose of this study is to find out the role of training and development on the performance of analysis consultant employees on environmental impacts (AMDAL) . Hypothesis training and pegembangan are significantly affecting AMDAL consultant employee performance. The population in the study this is all the employees who have followed the training and development ka ryawan as many as 35 people. Mechanical taking samples in research this is purposive sampling The method that is used in research this is the collection of data through questionnaires, the study literature, and observation. The technique used to analyze simple linear regression data and examine hypotheses simultaneously and partially. The result is that training and development significantly influence employee performance simultaneously.

Abdiaziz Ahmed

African Journal of Management and Business Research

Afropolitan Journals

Employees are the major assets of any organisation. The best thing that can happen to any organisation is for it to have a well-trained workforce; the active role they play towards a company’s success cannot be underestimated. And, as a result, equipping these unique assets by way of training becomes imperative in order to maximise job performances and also positioning them to take on the challenges of today’s competitive business climates. However, extensive researches have been conducted in the area of human resource management, the same cannot be said on employee training especially as it concerns most developing countries. Training and development is a critical process, which seeks to improve the performance of workers in organisations. Training, according to Michael Armstrong (2012) is the use of systematic and planned instructions activities to promote learning. Development would include both training to increase skills in performing a specific job; a total growth of an employee on the job, and education. Moreover, the efficiency and effectiveness of training and development depends on having people with the right skills, attitude and capabilities in order to reach individuals and organisational goals effectively. However, the findings from sampled companies over the years, revealed that working conditions and lack of workable resources affect the HR training and development of employees. It is recommended that certain areas be improved, that is, management support; total commitment of management, sufficient fund, provision of feedback to employees and the conducting of employee training on a continuous basis, which invariably would improve employee’s performance in organisations if properly implemented.

Adebimpe R A C H E L Ajiboye

Training and development is a critical process that seeks to improve the performance of workers in an organisation. Well-trained and highly developed employees are considered the cornerstones of organisational success. In order to form competent committees, employees' relevant expertise and intellectual capacity need to be improved. Moreover, the ineffectiveness of training and development of employees in an organisation reduces the organisation's productivity, as organisations depend on having people with the right skills, attitudes, and capabilities in order to reach goals effectively. Consequently, the purpose of the study was to establish the impact of training and development on employees' performance at Caleb University, Imota, Lagos. A purposive sampling technique was used by the researcher to gather responses from employees through a questionnaire. The study was limited to employees of Caleb University, Imota. Subsequently, the findings revealed that working conditions and a lack of resources affect the training and development of employees. It is recommended that certain areas be improved, namely, management support, the provision of feedback to employees, and the conduct of employee training on a continuous basis. The findings show that this would improve employee performance in the organisation. Information and data for this write-up were gathered through primary and secondary sources, which adopted a quantitative approach as well as descriptive and narrative methods. Previous works on this study were also consulted.

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COMMENTS

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