GU Wk 6 ABC Supports Training Implementation of Agile & DevOps Case Study After reading this week’s case study answer the following questions. 1. Explain y

GU Wk 6 ABC Supports Training Implementation of Agile & DevOps Case Study After reading this week’s case study answer the following questions. 1. Explain your understanding of the following statement and concept “growing their own people.” 2. Identify one challenge that ABC is currently facing. 3. How is training and development promoted and supported in ABC? 4. What methods does ABC employ to get the message across in order to engage as many employees as possible? 5. How are these training interventions supported in ABC? 6. Why do you think is ABC so successful in their training and learning interventions? Or are they successful? Is there any room for improvement? 7. How do training officers contribute to the training and learning intervention in ABC? 8. List the approaches for measuring performance. Should more be used? Why or why not? 9. If you were CEO for a day at ABC what would you do to ensure training was supported? The requirements below must be met for your paper to be accepted and graded: Write between 1,250 – 1,750 words (approximately 3 – 5 pages) using Microsoft Word in APA style, see example below. Use font size 12 and 1” margins. Include cover page and reference page. At least 80% of your paper must be original content/writing. No more than 20% of your content/information may come from references. Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement. Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style. References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing. View your assignment rubric. Training and Development – Week 6 Lecture 1
D5 Deploy Performance Support
Companies that are serious about getting a return on their investment in learning and development
understand that the job isn’t finished until the new knowledge and skills are successfully applied in a
way that improves performance. They recognize that getting better at anything requires practice and
that when trying anything new, people need support and coaching (Figure I.7 ).
To maximize the probability of delivering meaningful business outcomes, highly effective learning
organizations practice D5. They deploy various forms of ongoing performance support after the
instruction. They work with senior leaders to develop a culture in which managers understand that they
have a responsibility to support learning. They “put their money where their mouths are” by reallocating
some of their resources from pure instruction to instruction plus performance support for transfer and
application. In the chapter on D5, we make the analogy between product support and performance
support for learning transfer. We explore the three sources of support in your book this week —
materials, systems, and people — and provide examples. We discuss the need to balance accountability
and support and the new demands this places on the learning organization and line management. Read
through the following case study as it will be used for this week’s assignment:
Case Study: Supporting Training at ABC Organization
ABC Organization is a logistics delivery service, employs over 1500 staff working throughout the nation.
The majority of these employees work at one of over 20 major depots as drivers or operational loaders.
The delivery and logistics industry is heavily monitored not only to ensure that flow of parcels can be
tracked, but also for security reasons. ABC believes in growing their own people and promoting staff
from within the company, several depot general managers started out as drivers or indoor sales
executives. It is therefore important to ABC that staff have a meaningful career and development path.
One of the challenges has been to change the attitude of line managers from ‘my job is getting parcels
out’ to ‘my job is to develop my staff to do their jobs better’. As you might expect for an organization
employing staff from drivers and loading bay operators to general managers and directors, providing the
appropriate training to all is difficult.
ABC is committed to Investors in People (IiP) and has won awards for its training and development. The
company firmly believes that individual learning, rather than directive training, is critical to business
success. To quote from one of the managers, John Shipit, General Manager, “Training, developing and
empowering your people gives you the freedom and the confidence to make changes quickly, affect
your business positively and achieve results.” The benefits of this culture can be seen in better
delegation, succession planning, and in reducing staff turnover – crucial when there is a national driver
shortage. This view is articulated and promoted through the production of a people development
charter.
All ABC managers will:
·
remain actively committed to the development of ABC people
·
work to build a company culture which encourages and supports learning
·
lead by example in developing people
·
recognize and respect the valuable contribution of our people
Your line manager will:
·
actively encourage your personal and professional development
·
provide you with regular feedback on your performance
·
help you to continuously improve your skills and knowledge
·
ensure your learning is linked to the success of your team and the company
You should:
·
take responsibility for your own development and learning
·
apply new skills and knowledge at your workplace
·
know that whatever your job, wherever your location, you have the opportunity to develop
Supporting Training and Learning
A team of eight regional training officers, managed by a regional training manager, supports and audits
the systems in place for training and learning. They must ensure that ‘what is promised’ happens. Their
responsibilities include: monitoring and supporting line managers at depots; carrying out all internal
audits; checking personnel files and appraisal forms. Line managers undertake appraisal training as part
of their management training and carry immediate responsibility for ensuring all their staff have
meaningful appraisals. The regional training officers support line managers but also check that
appraisals take place annually and that any training needs that are identified are met. One of the key
reasons for the success of ABC’s training and learning interventions is its evident alignment with the
culture and practices of the organization.
Regular performance indicators on the training and learning efforts (for example appraisal forms
completed and training requests met) are produced and discussed at management meetings. As John
Strong, Head of People Development says: “It’s imperative that our line managers take their people
management responsibilities seriously to enable them to develop their staff for success. The regional
training officer’s role is to support and encourage line managers in their people management
responsibilities as well as to report and assess how they perform against target.”

Purchase answer to see full
attachment