i need a case study for this

Case Application: Thinking outside the Box: Part 2 performance of young new drivers. Previously, trainees needed About five years ago UPS began to notice a decline in the ith more than 400,000 employees in 215 countries 30 days to become proficient drivers. Younger drivers were now and territories, HRM is a significant and critical taking 90 to 180 days." These younger drivers were just as smart function for UPS. The company's top managers and had just as much potential, but the techniques that had been have recognized that if they want to position UPS to continue to used for decades just were not clicking for these millennial grow in today's fast-changing global environment, they have trainees. In another sign that its traditional classroom driver to take a hard look at training policies and programs, especially training obviously wasn't working was that some 30 percent of in the way young workers are recruited, trained and developed its driver candidates didn't make it through the training period. W After much study (with the help of a S1.8 million grant from the Labor Department set up to look at the way millennials learn and with collaboration of higher education partners), the company was convinced that the twenty-something the bulk of its driver recruits responded best to high-tech instruction instead of books and lectures Thus, UPS invested in a "next-gcheration training facility called Integrad." Currently, UPS has two integrad facilities, one outside of Baltimore and another outside of Chicago There, trainees use video games, a "slip and fall simulator which combines a greased floor with slippery shoes," and an obstacle course around a mock village. At the training center outside of Baltimore, applicants for a driver's job, which pays an average of $74,000 annually, spend one week practicing and training to be a driver. They move from one station to the next practicing the company's "340 Methods," which are techniques developed by industrial engineers "to save seconds and improve safety in every task from lifting and loading boxes to selecting a package from a shelf in the truck." Applicants play a video game where they're in the driver's seat and must identify obstacles. From computer simulations, they DISCUSSION QUESTIONS move to "Clarksville," a mock village with miniature houses and faux businesses. There, they drive a real truck and "must 1. What extemal factors were affecting UPS's HR practices? successfully execute five deliveries in 19 minutes." And, in the How did UPS respond to these trends? interest of safety and efficiency, trainees Icam to carefully walk 2. Why is efficiency and safety so important to UPS? What on ice with the ship and fall simulator role do the company's industrial engineers play in how How are the new training methods working? So far, employees do their work? so good. Of the 1,629 trainccs who have completed it. "only 3. What changes did the company make to its driver training 10 percent have failed the training program, which takes a total program? What do you think of these changes? of six weeks overall including 30 days of driving a truck in the 4. What advantages and drawbacks do you see to this train real world." ing approach for (a) the trainee and (b) the company? Case Application: Thinking Outside the Box: Part 2 ith more than 400.000 employees in 215 countries and territories, HRM is a significant and critical function for UPS. The company's top managers have recognized that if they want to position UPS to continue to grow in today's fast-changing global environment, they have to take a hard look at training policies and programs, especially in the way young workers are recruited, trained and developed. W After much study (with the help of a S1.8 million grant from the Labor Department set up to look at the way millennials learn and with collaboration of higher education partners), the company was convinced that the twenty-something the bulk of its driver recruits responded best to high-tech instruction instead of books and lectures Thus, UPS invested in a "next-generation training facility called Integrad." Currently, UPS has two Integrad facilities one outside of Baltimore and another outside of Chicago There, trainees use video games, a "slip and fall simulator which combines a greased floor with slippery shoes," and an obstacle course around a mock village. At the training center outside of Baltimore, applicants for a driver's job, which pays an average of 574,000 annually, spend one week practicing and training to be a driver. They move from one station to the next practicing the company's *340 Methods." which are techniques developed by industrial engineers to save seconds and improve safety in every task from lifting and loading boxes to selecting a package from a shelf in the truck." Applicants play a video game where they're in the driver's seat and must identify obstacles. From computer simulations, they D move to "Clarksville," a mock village with miniature houses and 1. faux businesses. There, they drive a a real truck and must successfully execute five deliveries in 19 minutes. And, in the interest of safety and efficiency, trainees leam to carefully walk 2. on ice with the slip and fall simulator How are the new training methods working? So far, so good. Of the 1,629 trainees who have completed it, "only 3. 10 percent have failed the training program, which takes a total of six weeks overall including 30 days of driving a truck in the 4. real world." About five years ago, UPS began to notice a decline in the performance of young new drivers. "Previously, trainees needed 30 days to become proficient drivers. Younger drivers were now taking 90 to 180 days." These younger drivers were just as smart and had just as much potential, but the techniques that had been used for decades just were not clicking for these millennial trainees. In another sign that its traditional classroom driver training obviously wasn't working was that some 30 percent of its driver candidates didn't make it through the training period. DISCUSSION QUESTIONS 1. What external factors were affecting UPS's HR practices? How did UPS respond to these trends? 2. Why is efficiency and safety so important to UPS? What role do the company's industrial engineers play in how employees do their work? 3. What changes did the company make to its driver training program? What do you think of these changes? What advantages and drawbacks do you see to this train- ing approach for (a) the trainee and (b) the company? 4