ANSWER THE FOLLOWING QUESTIONS BASED ON THIS CASE SCENARIO BELOW

The Training and Development (T&D) team at Chapters-Indigo is responsible for training Sales Associates at 86 superstores and 123 small-format stores across Canada. The team has two strategic imperatives: product search and retrieval to ensure product turnover as well as technology innovation to enhance the use of Kobo e-readers. These objectives are measured by Key Performance Indicators (KPIs), tracked regularly, and reported on monthly.

Corporate executives are concerned that performance is trending down, and the unit sales of Kobo readers is flat. The company has invested $680,000 in a library of high-quality training materials that are aligned with the company's business processes and performance management system. Two small pilots last year have suggested that further refinements won't offer any further improvement.

In response, the Vice-President of Human Resources has tasked the Director of with converting T&D operations into a governance process. Going forward, T&D will report on employee performance and contract-out new program development. The company will acquire new skills and knowledge by purchasing it from local suppliers with the expertise to build and deliver the new training. All current learning assets are protected but new content will be licensed rather than owned.

The Director of T&D has engaged you in as an external consultant, to plan and advise on the best way to accomplish this transition. You are responsible for recommending new business processes for Program Planning, Management, and Delivery as well as Asset Management and Contract Tendering. The Executive wants to know how other companies operate this kind of model and want you to provide them with information on industry best practices for this type of situation.

Morale is low and the existing staff are anxious. You need to prevent tacit company knowledge from walking out the door (from resignations) while minimizing any potential sabotage. The Vice-President of HR has an informal policy of zero (0) layoffs and expects you to find transfer or redeployment positions for any current staff considered surplus.

QUESTION 1:

A) What is the change goal your organization needs to put in place?

B) What is the new practice or process required for this system or structure to operate?

C) What gap does this fill? What is the conceptual shift in thinking needed?

D) What is the probability of the organization adopting or rejecting this objective?

QUESTION 2

A) Name and briefly describe what the type of resistance you are encountering.

B) Explain how many people are affected by this issue and in what areas of the business.

C) What you believe is causing this problem? Why is it happening now?

D) What is the consequence of not addressing this issue?

QUESTION 3:

A) Rate this area of resistance on a 5-point scale where 1 is a minor risk and 5 is a major risk.

B) What type of risk is it? (lost revenue, increased cost, legal liability, bad reputation, etc.)

C) Is the risk immanent or a long way off? What is the time horizon?

QUESTION 4: SUMMARIZE ALL 3 QUESTIONS