Jim Anderson is a training specialist in the human resource department of a larg

Question

Jim Anderson is a training specialist in the human resource department of a large pharmaceutical company. In response to a recent company wide survey, Jim specifically designed a 6-week training program on listening and communication skills to encourage effective management in the company. Jim’s goals for the seminar are twofold: for participants to learn new communication behaviors and for participants to enjoy the seminar so they will want to attend future seminars. The first group to be offered the program was middle-level managers in research and development. This group consisted of about 25 people, nearly all of whom had advanced degrees. Most of this group had attended several in-house training programs in the past, so they had a sense of how the seminar would be designed and run. Because the previous seminars had not always been very productive, many of the managers felt a little disillusioned about coming to the seminar. As one of the managers said, “Here we go again: a fancy in-house training program from which we will gain nothing.” Because Jim recognized that the managers were very experienced, he did not put many restrictions on attendance and participation. He used a variety of presentation methods and actively solicited involvement from the managers in the seminar. Throughout the first two sessions, he went out of his way to be friendly with the group. He gave them frequent coffee breaks during the sessions; during these breaks, he promoted socializing and networking. During the third session, Jim became aware of some difficulties with the seminar. Rather than the full complement of 25 managers, attendance had dropped to about only 15 managers. Although the starting time was established at 8:30, attendees had been arriving as late as 10:00. During the afternoon sessions, some of the managers were leaving the sessions to return to their offices at the company. As he approached the fourth session, Jim was apprehensive about why things had been going poorly. He had become quite uncertain about how he should approach the group. Many questions were running through his mind: Had he treated the managers in the wrong way? Had he been too easy regarding attendance at the sessions? Should he have said something about the managers skipping out in the afternoon? Were the participants taking the seminar seriously? Jim was certain that the content of the seminars was innovative and substantive, but he could not figure out what he could change to make the program more successful. He sensed that his style was not working for this group, but he didn’t have a clue as to how he should change what he was doing to make the sessions better.

Read the case study -- Why aren't they listening? then answer the questions below.

Q2. At what level are the managers?

Q3. From a leadership perspective, what is Jim doing wrong?

Start your responses with the question number, Q2 or Q3. After completing your own responses, read and reply to at least one of your classmates' posting.

Explanation / Answer

Q.2- The managers are in the D3 level. D3 level represents that the trainees are in the moderate to high competency level however they lack commitment. The participants are middle-level managers in research and development. Almost all of the managers had advanced degrees and had past experience in attending the training sessions.

Q.3-

Please note- Below is a short summary what Jim can do to correct the mistake. Please amend appropriately to your classmate’s post.

Jim should have highlighted the importance of the training session and why it is different from others. Ensure that the managers know the advantages of the training session when the invite is sent to them. Jim should stress on the time and the attendance which helps to curb absenteeism. Jim should have given ownership, responsibility and participation to avoid any absenteeism. Additionally, rewards are a positive reinforcement to make the managers attend the training. Finally, communication should be effective at all steps of the training session.

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