Mini Case: Western Union Program Guides Team Development

In order to successfully implement GPS$,$ the learning and development group at Western Union designed a training plan called Leadership in Action. This program used "leadership circles," which required groups of managers to be mentored by a senior leader who taught them the basics of GPS and provided opportunities for practice. The program was particularly effective because high$-$profile leaders such as the Chief Financial Officer and Chief Information Officer were involved in the actual sessions$-$participants paid more attention."

Overall, GPS required participants to meet once a month to discuss various talent management issues, and key materials were sent ahead of time to enhance the discussions. Given that individuals are spread across the company's large global footprint, meetings were conducted through teleconferencing. Discussion sessions focused on important themes such as establishing goals, effective communication, and coaching at work. All of these topics increased the level of talent development among team members.

Initial evaluations of these programs showed that employee engagement increased as a result of the discussion sessions. In addition, the learning organization at Western Union plans to use leadership circles in the future to facilitate new training and development opportunities.

Luke is an employee at a management firm. His manager tells him that the firm plans to establish a new team development program in a bid to promote the collective development of managers and employees in teams. Which of the following is a change Luke should expect to find in his firm?

a$.$ The firm will most likely set workable development goals for teams.

b$.$ The firm will most likely hire high$-$potential individuals.

c$.$ The firm will most likely set up incentive plans with rewards to employees on the basis of the number of products, or accounts, they set up$.$

d$.$ The firm will shift to teleconferencing as a mode of communication.