case study 3: learning and development at choc co.

choc co. is one of the world's largest confectionery businesses with significant market share in many emerging markets. it has a long and proud tradition, stretching back more than 150 years, including a long history of developing its employees, which has remained part of its ethos during its progress to becoming a global company

questions

1.what changes would you recommend that choc co. make to their current learning and development provision in order to reduce costs and improve performance?

2. discuss how e-learning, competency frameworks and improved knowledge- sharing at choc co. might help to cut costs and make the HRD activity at choc co. more strategic

3. how might the firm seek to ensure a return on investment for its learning and development activity?

Chesweld's largest confectionery businesses with picant market many of the best confectionery markets, including many emerging markets kong and pead tradition, stretching back more than 150 years, including home Despite very positive sales figures over the last 12 months, Choc Co, has prioritised streaming the business to make it more competitive and has placed a strong emphasis on reducing cost one the next 18 months. Despite being keen to preserve its longstanding reputation as a firm that is committed to developing all its employees, in respect of learning and development, this streamlining activity has focused on: . ensuring a clear return on investment in training activities changing the way that learning programmes are delivered and being more creative in developing approaches to learning connecting training activities to the strategie needs of the firm, Case Studs Learning and Development at Cheece del semloyees, which has remained part of its cthos during its Case Study 3: Learning and Development CC the business and has placed a conducir the time Depiling mo peserve is on a time that is to desde los respect of learning and deep the deg the way the learning programes delivered and being mate creative in indies to the needs of the tim The important niver of the west of its training provision at Cho Change in market comes for sale by an ability to adapt organisational structures husness needs of though the moduction of technological imovin. 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He was slightly to find out that much of the company's practices son as outdated in particolo, intested 9 of 10 examining how some more contemporary approaches and fechutiques in HRD ruld help the company both reduce costs and better performance through continuous improvement Questions 1. What changes would you recommend that Choc Co. make to their current learning and development provision in order to reduce costs and improve performance! 2. Discuss how e-learning, competency frameworks and improved knowledge sharing at Choc Co. might help to cut costs and make the HRD activity at Choc Co, more strategic 3. How might the firm seek to ensure a retum on investinent for its leaming und development activity? and development interest blevet reacties ... Case Study 3: Learning and levelop tientalChat C Chine Coone of the worldarest confectionery businesses with cont market share in many of the w's donnectionery markets, including many emerging markets I wwmod tradiretching tack more than 15 years in a long history of How complexes, which has remained to its chis during progress the balco De typithe sales grexaver the lat 12 months, Chou Copo es make are competitive and has placed a strong emphasis on todo the time. Despite being center preserve omstanding upon comed to developing all its employees, in respect of learning and development structivity has found ensuring a clear return on investment in training activities change the way that learning programmes are delivered and being no creative in developing approaches to learning connecting training activities to the strategic needs of the firm The most important driver of the assessment of its training provision at Choc Co. is change Whilst performing well in the marketplace, senior management continue to express discontem with levels of productivity and employee performance. Moreover, senior management has determined that the company needs to become more flexible and adaptable to respond to change 7 of 10 www.was chamomilem Tho... Identining training needs Tally training needs my Choo Colas hem goleil In other word and to be found where Chee Caamilies in capability for example, where the woduction of new technology squires worker skill to be updated company changed key worker leaves the fim.repung training to be provided the replaceme pally his gap-led identification of medisconoce a local led, while reference made to the wider calor international workforce While workers can put themselves and for training on the cal education providers, there is no formal channel for doing this and access to often comes down to personal relationships and the const imposed by department bulets. The culture at Choc Co. is very much one in which training needs are pically identified for workers rather than hy workers Delivery of training Currently, the company runs a number of large training events each year designed to update manufacturing stall on everything from health and safety changes, business Strategy and company performance to the adoption of new production technology. This is sometimes couple with skills training for these workers as and when appropriate. This has traditionally been die the specialist training centre at their largest production facility, which doubles as the compass headquarters. This practice partly stems from a time when the company waly operated 8 of 10 production facilities in the country. It now operates across six geographically dispencil locata Workers tend to view these training events as a sit of a waste of time, particularly when they are delivered by consultants with little real understanding of working processes at Christo unkown for workers to claim that the training they receive is outdated and tell them nothing that they don't already know The head of training and development, responding to a call to cut costs from the HR director is now of the opinion, however, that such long training programmes, often of up to three or four days are no longer the most cost-effective and efficient means by which to develop the statt Such training has the dual problem of requiring regular investment and repeat sessions to me wickers on different shifts or at different plants, as well as leading to undesirable downtime of certain aspects of production. In particular, the head of L&D is keen to reduce a reliance on extemal training providers to design and deliver interventions to different workforce groups management to shoot workers Meron the company has historically stated the impact of the events the new era stung und died about the company is sure to the Employer des element programmes Am D a Choc Ces in its manufacturing presep home and demostrare both of the widely violadies of practice dah which this investicides to the form de the comply who complete the examining how some more contemporary approaches and techniques in HRD could help the company both reduce costs and better performance through continuous improvement. Questions 1. What changes would you recommend that Choc Co. make to their current learning and development provision in order to reduce costs and improve performance? 2. Discuss how e-learning, competency frameworks and improved knowledge-sharing at Choc Co. might help to cut costs and make the HRD activity at Choc Co. more strategic 3. How might the firm seek to ensure a return on investment for its learning and development activity