Case study

Training the trainer at the running room

The running room is North America's largest specialty operates 114 corporately owned stores in Canada and the United States and his plans for expansion. The running room does not have an HR department and relies heavily on a train-the-trainer approach to training. The store managers are in effect the human resource managers and training takes place at the store level.

Each year, all the store managers are brought together to talk about training issues, initiatives, and challenges. The focus is usually floor sales training because customer service on the floor is the essence of the business. Training is dynamic and interactive and does not rely on lectures. Role-playing is used to teach such things as how to greet customers, how to do merchandising, how to handle security, and how to sell. The goal is to make it fun and enjoyable.

Question 1 - What do you think about the train-the-trainer approach to training used at the running room? What are the advantages and disadvantages?

Question 2 - As the company grows and expands, do you think it will have to change its approach to training and development? If so, how should it change and why?

NB: NO PLAGIARISM

PLEASE INCLUDE REFERENCES