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Meltos Cois one of the world's largest bakery businesses with a significant market share in many of the worled s biggest bakery markets, including many emerging markets. It has a long and proud tradition, stretching back more than 150 years. induding a long history of develeping its employees, which has remained part of its ethos daring its propress to becoming a dobal company. Despite very positive sales figures aver the last 12 months, Meltos Co. has prioritised streanlining the business to make it more competitive and has placed a strong emphasis on reducing costs over 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 learming and development, this 'streamlining' activity has focused on: - consuring a clear retarn on investment in training activities - changing the way that learning programs are delivered and being more creative in developing approaches to learming - connecting training activities to the strategic necds of the firma. The most important driver of the assessment of its training provision at Meltos Co.is change. Whalst pertorming well in the marketplace, senior management continue to express discontent with levels of productivity and employee performance. Moroover, senior manapemeat has determined that the company needs to become more flesible and adlaptable to respond to change ia its marioet conteat, for example by an ability to adapt onzanicational strvctures to meet new busisess nevds or through the introdaction of technological innovation. Therefore, Meltos Ca wants to move towards a system of continaous improvement by creating a culture wherevy workers are emponvered to implement small incremseatal changes, rather than have substantial change imposed on them from time to time. Traditionally, training nects analysis at Meltos Co, has been 'eap-led'. In other worts, training tends to be focused where Meltos Co. identifies a gap in capaboility for example, where the introduction of new technology requires worker skill to be updated, company policy is changed or a kxy worker leaves the firm, requiring training to be provided to their neplacement. Typically, this gap-led ideesification of need is conducted at a local level, with little reference made to the wider national or international worldorce. Currently, the company runs several large training events each year designed to update masufacturing staff oe everything from bealth and safety changes, business strategy and company performance to the adoption of new prodaction technology. This is sometimes codpled with skills training foe these workers as and when appropriate. The head of learning and development (L\&D) responding to a call to cut costs fram the HR director, is now of the oplnion, hawever, that such long training programs, often of up to three or four days, are no longer the most cost-effective and efficient means by which to develop the staft. Such training has the dual problem of requiring rezular imvestment and repeat sessions to cover workers on different shifts or at different plants, as well as leading to undesirable downtime of certain aspects of production. In particular, the head of T\&D is keen to reduce the reliance on external training providers to design and deliver intervertions to different workforce groups, frome senior management to shop-floor worloers. Nabeel, the head of learning and development at Meltos Ca. recently attended a seminar at a local university on the changing nature of workplace HRM? He was slightly alamved to find cut that moch of the company's practice was seen as outdated. In particular, he was interested in examining how some more contemporary approaches and techniques in HRM could help the company both reduce costs and better performance through continuous imperwement. Questions:- 1. What changes wocild you recommend that Meltos Co. male to their current learning and development provision to roduce costs and improve performance?(4 Marks) 2. Discuss bonv e-learning competency frameworkes and improved knowkledgesharing at Meltas Co. might help to cat costs and maloe the HRM at Meltos Co more strategic.(4 Marks) 3. How might the firm seek to ensure a return on investment for its learning and development activity?( 4 Marks) 4. How effective is training in the organization you woek for and mention a few methods beime used for effective development