Case please answer 20 min

With 37 aircraft, more than 9,000 employees and more than 4.5 million annual passengers, Virgin Atlantic is Britains second-largest airline. Established in 1985, the organization has been successful in building a brand and image that resonates with consumers. However, the rapid demand for its services created a challenge for staffing the organizations executive ranks. Given Virgins strong corporate culture and desire to maintain this culture by promoting from within, Virgin realized that it quickly needed to develop its young and inexperienced but enthusiastic management team. To accomplish this, Virgin developed its own leadership development program. Centered on strategic business objectives, Virgins executive team started by identifying those traits it felt had contributed most to Virgins success. It then followed this with a comprehensive assessment of the strengths and weaknesses of Virgins management team. All the organizations 120 managers were sent to external personal development work- shops, which consists of personality testing and reviews of performance feedback from within the organization. The results were individual assessments, coaching sessions, and personal development plans. Ongoing efforts consist of activities that instill Virgins culture and values into leadership development cohorts of six managers who met regularly to monitor and discuss their own progress and share ideas. Virgin Atlantic has recognized the need for knowledge retention as its workforce has become more transient and key individuals have approached retirement. To assist with knowledge retention, the organization has developed a program called Knowledge Briefs (KB), which facilitates transfer of training and retention through a documentation process and incentive scheme. The program is based on the premise that employee turnover can be unpredictable and that resultant knowledge transfer needs to happen on a regular, continuous basis and is best accomplished within the context of an employees everyday work and without time pressures.

Case Question 02: As Virgin Atlantic was concerned about transfer of training or knowledge, what are the elements that you consider significant to ensure 'transfer of training' in a training program.