Development of Manhattan Co - Research Paper Example

Executive Summary Manhattan Co is a Pharmaceutical firm which has decreasing sales. The reason for this is the inefficiency of the sales team. To help them overcome their problems and develop their teamwork and leadership skills the firm is considering conducting adventure training for its sales team. This trading will be conducted for 4 days in a remote mountainous area where the employees will participate in teams. In all there will be 75 employees. The training will develop the team’s problem solving skills, leadership, teamwork, decision making etc. what the team learns on the training, they would apply it to their work and it would improve their performance leading to better sales figures. The cost of training could be an issue but upon analysis it is found that the benefits supersede the cost and it would have a lot of long-term benefits. Also, finding the right trainer could be a problem but this could be resolved by hiring a training agency that will be able to monitor this training on a professional way and give better results. One more problem could be the willingness of the participants. To resolve this problem, the employees could be asked before hand what their interests are and thus the training could be customized according to the interest of the employees. Lastly, if problems in evaluation of the training occur they can be resolved by interviewing the employees along with questionnaire surveys and having periodic evaluations. Lastly, there should be periodic training of employees so that these skills are continuously instilled in them. In conclusion, the firm should begin with the training as the possible issues that may arise can be overcome. Also, the benefits outweigh the issues and the firm will have long term benefits with the training. Contents Chapter 1 Introduction 1.1 Introduction 1 1.2 Problem 2 1.3 Objectives of the training 2 1.3.1 Team building 2 1.3.2 Self development 3 1.3.3 Leadership development 3 1.3.4 Teamwork 3 1.3.5 Conflict resolution 4 1.3.6 Climate of trust 4 1.3.7 Effective communication 4 1.3.8 Problem solving and planning skills 5 1.3.9 Time management skills 5 Chapter 2 2.1 Methodology 6 2.2 Training evaluation 8 Chapter 3 environmental and training analysis 11 3.1 External environment 11 3.1.1 Competition and globalization 12 3.1.2 Social needs 13 3.1.3 Technological developments 13 3.1.4 SWOT 13 3.2 Training analysis 14 3.2.1Cost of training 14 3.2.2 Finding the right trainer 14 3.2.3 Venue 15 3.2.4 Willingness of participants 15 3.2.5 Evaluation analysis 15 3.2.6 Training as a whole 15 Chapter 4 Recommendations and conclusion 4.1 Recommendations 17 4.1.1 Cost of training 17 4.1.2 Right trainer 17 4.1.3 Willingness of participants 18 4.1.4 Evaluation 18 4.1.5 Periodic training 18 4.2 Conclusion 19 References 20 Chapter 1 Introduction 1.1 Introduction There is tremendous competition in the pharmaceutical industry and to keep up firms have to perform their best. Training and development of employees is an essential part of such a performance and firms resort to innovative training to develop their human resource. According to Armstrong (2006), training develops teamwork and leadership skills which are essential for a competitive performance of a firm. However, the right kind of training for the human resource is essential to enable them to improve their performance (Arnold et.al. 2005). Manhattan Co. a pharmaceutical firm has decreasing sales and the management is contemplating conducting a training session for its sales team so that it can improve their teamwork and leadership skills and in turn increase their sales graph. The firm has decided to conduct adventure training for its employees. This report discusses the problems the firm is facing. Also, the objectives of having the adventure training are detailed. The report also suggests the methodology of the training to be conducted. The methods of evaluating the training are discussed next. In the next section the external environment is explained. Also, an analysis is made of the adventure training and what issues may arise with the training. Towards the end the recommendations and conclusion is given. 1.2 Problem The main problem is that the sales curve has taken a downward trend. This is primarily because of the employees. The work environment is not healthy enough for the employees. This is so because the performance of the employees has deteriorated as there is a lack of teamwork and leadership qualities. Because of diversification, there is less coordination between the employees. There is unhealthy competition between them and instead of supporting their teams; the members compete with one another. The leader of the team does not have the power to influence the members in a positive manner and thus they are not able to meet their sales targets which results in a decrease in the overall sales. 1.3 Objectives of the training program 1.3.1 Team building The main objective of the adventure training program is to help the team build its strength as a team. According to Armstrong (2006), by having training outside the premises of the work environment, the aim is to develop a team spirit and better team relations with such activities. Also, with such training, the team should learn how to work together towards a goal. The time bound training would help them achieve targets within a specified time frame (Arnold et.al. 2005). 1.3.2 Self development The roles of each participant would be defined and thus each would have a sense of direction. The importance of each employee would be defined and specified. This would help motivate the employees and improve the motivational and skill level of individual employees (Robinson 2006). 1.3.3 Leadership development There would be a team leader who would give directions to the team members and lead his team. According to Armstrong (2006), this would develop leadership skills in him and he would be able to direct his team better in the workplace. He would be able to resolve the problems of his team and make his team work towards a goal and give better results {Klint & Priest 2004). 1.3.4 Teamwork Such training when implemented to their work is hoped to build better team work, help the employees respect each other, reach their objectives within a specified time and follow the instructions of the team leader As per Simon (1991), this would also improve the role of the team leader who would shoulder his responsibility of directing the team towards the goals that he sets for them (Robinson 2006). Also he would motivate each employee enough to work together in a team and deliver results. 1.3.5 Conflict resolution The teams will obviously have conflicts as they go through the training. However, they will have to resolve their conflicts as they along the way and thus they will build on the conflict resolving skills outside the work premises. This can later be incorporated in the work environment and attain positive results (Arnold et.al. 2005). 1.3.6  Building a Climate of Trust     The team members would be able to trust each other more. This is because each one will rely on the others plan, problem solving skills, communication etc to reach the goal. In the process they will develop trust and be able to trust each other more (Bratton and Gold 2004).           1.3.7 Effective communication The adventure training should increase their communication skills. This is because they would need to communicate with one another to make plans, solve conflicts and problems etc. those who had bad relations may break the walls and be friends because of the training. Also, according to Armstrong (2006), communication of ideas, plans and objects would improve also because of the training. Thus in the process relationships between the teams and team members would also improve. 1.3.8 Problem solving and planning skills During such adventure training the employees are bound to face problems. They will be forced to resolve their problems by themselves and work together on them as a team. This will develop their skills to problem solving (Bratton and Gold 2004). Also, during the course of the training they would need to plan each day of the training and how to achieve their goal. To do this, they will have to work together as a team and plan every step. This will build their planning abilities as a team and that of execution (Robinson 2006). 1.3.9 Time management skills As per Simon (1991) since the training is time bound, the employees will learn how to manage their time as a team and be able to achieve their given objective within the time limit. This will develop their skills of time management. Chapter 2 Methodology 2.1 Methodology The adventure training will be conducted on the sales team of the firm. To conduct the training the foremost thing is to know the willingness of the participants. The employees will be asked if they want to participate in the outdoor training. Those who volunteer for such training are the ones who have the determination to excel and improve. However, those who are not too excited about it are the ones who have a laidback attitude towards their work {Klint & Priest 2004). The location of the training is an important element. For this training, a mountainous area will be chosen. The employees who are 75 in all will be divided into 5 teams with 12 members each. These teams will be different from the work teams that they have. The team selection will be in such a way that diversification of the employees will be considered. Also, those employees who do not get along with one another will be purposely put together in the team so that they can develop a healthy relation (Bratton and Gold 2004). The employees will be taken to the location which is 16 hours away from the office premises via road in vans. This will help them be together in a non work environment. This is where they will also get a brief on the training and the purpose and workings of it. A team leader will be selected for each team. The main thing that the team would have to do is to rescue a friend from the top of the mountain. The total duration of the training would be 4 days. During this time they will begin from the bottom of the mountain and help each team member reach their goal of rescuing. During this time the teams will be together living in camps and eating the food that they are carrying with them. Each team member will have well defined role (Bratton and Gold 2004). For example one will be responsible for carrying food for the team, the other for carrying tools and gadgets needed for climbing the mountain. The other would carry the tents, another would be responsible for water supply etc. thus each will have their specified role and responsibility. The team leader will be responsible for also recording the progress of each team mate and how he has performed his job. The team will make a plan to rescue the friend in the shortest possible time. Thus the training will be time bound. The role of the leader will be critical as he will be responsible for coordinating the team and making sure that they follow their targets. He will dedicate work to them and make sure that the team gets along despite any conflicts that they may face along the way. The training will be conducted by a retired army personnel so that he may be able to direct them about the adventure training using his own experience. His training would be extensive and realistic with physical exercises for mountain climbing and surviving in an environment with just the basic amenities of life. The employees will be given uniforms of army personnel so that they may feel the depth of the training and it treats it realistically (Bratton and Gold 2004). Their actions would be monitored and their team efforts would be recorded by the trainee. The training would be broken down into 4 days with the progress report on everyday given to the management. The mountain climb would have check posts at various intervals to note which team completes the task first. On the first day the teams would be required to climb a large stretch of mountain with one another’s help. On the second day the teams would have to go through a patch of forest and on the third day go across a small waterfall. In a cottage after the waterfall would be the friend who has to be rescued. Which ever team rescues him first would be the winner followed by those who come in second and third. These activities would be team based and the objective would be to make sure all the members would reach the required destinations (Bratton and Gold 2004). The activities would be coordinated and would require the team to help each other. The winner would be awarded gifts and there will be a certificate for the whole team (Klint & Priest 2004). 2.2 Training evaluation Once the training is over however, they will be brought back and then they will be questioned regarding the training. They will be evaluated to see how their training has affected their work and to see if the training has improved their teamwork and leadership skills. As per Simon (1991) to evaluate the employees firstly the time taken by each team has to be considered this would show which team has the best coordination. Another thing to see is ask the leader of each team how there team members have performed and whether during the training they were able to fulfill their required roles or not. Also, the hurdles that were faced during the training have to be noted and evaluated. These hurdles could be conflicts, miscommunication and lack of coordination etc and how they were resolved. Also, how well they faired in a time bound training experience (Klint & Priest 2004). They should also be asked individually to submit their personal experience report to the management. All of this together will help in evaluation of the effectiveness of the training and the influence of the training on the employees. The firm should have well defined KPIs in terms of increasing the sales target for all the teams. If this target is achieved after the training then the training will be considered successful. To define the KPI the firm has to consider the SMART method where the target defined would be specific, measurable, achievable, result oriented and time bound (Klint & Priest 2004). This means that the KPI set should be realistic and achievable and should be measurable for not just the team but for individuals as well. The team leaders should also have separate targets. These targets set for them should have a time limit say two months during which they have to achieve the given target. Also, to evaluate if the leadership skills of the leaders have improved because of the adventure training their subordinates should be interviewed and given a questionnaire to fill out about the performance of the leaders (Rohnke 1984). This would show whether the training has been effective or not and whether there has been any improvement in the leader’s capabilities or not. Similarly, to know about the performance of the team, the leaders have to be questioned and asked with the help of a questionnaire if the employee has improved or not. As per Simon (1991) the evaluation process would require questionnaire filling and interviews of those who participated in the training and those who are their subordinates who dint take part in the training. Also the results and periodic data from the training should be collected. A comparison of the sales figure before and after the training would give an assessment of the effects of training on the employees (Beardwell, et.al. 2004). All the data should be collected in excel sheets so that they may be analyzed and evaluated properly. Chapter 3 environment and training analysis Manhattan Co. is contemplating conducting adventure training for its sales team. Adventure training is training away from the work environment by taking employees in another place so that the teams and employees interact with one another in a new setting with a hope that they would be able to overcome their fears, hurdles, manage conflicts better and foster a trustworthy work climate. As per Simon (1991) in adventure training, risk taking is appreciated, there is a need to manage conflicts and to resolve them, and communication between the team members becomes essential. Novartis Pharmaceutical has undertaken adventure training several times and it has drastically improved its teamwork contributing to sales (Novartis 2008). 3.1 External environment The corporate culture in today’s world is very competitive and training of employees has become an essential component of human resource management. If the employee skills are not polished with regular training then they become slow at work which directly affects the profitability of the firm (Arnold et.al. 2005).To do this, according to Guest & Michie (2003, pp. 291-314) innovative training techniques are explored like adventure training with the motive of enhancing leadership skills, personality traits, decision making, problem solving techniques, management of conflicts, risk management and risk taking etc. The political and legal scenarios are also changing. The labor unions demand the training for their self development and laws and regulations in some countries also impose training. Thus the firms are at times forced by law to practice training. 3.1.1 Competition and globalization In today’s competitive environment, it has become essential to build a strong workforce with a healthy work environment. With globalization taking place, workforce from different cultures and countries with different perspectives and views come together and it is critical to manage workforce diversity or else the employees may not be able to bond with each other. According to Armstrong (2006), the result of this may be that they will not be able to work together in a congenial environment and there would always be differences of opinions and thus decision making and teambuilding would be slow. This in turn means that the workings of the organization would be slower than the competition and thus affect profits directly (Beardwell, et.al. 2004).Also, the employees would be unsatisfied and the turnover rate would be higher adding to the cost. KFC conducts adventure training in its restaurants where the managerial staff forms teams and compete each other in time bound cooking activities (KFC 2008). The team includes the lowest management to the CEO who work together instilling teamwork and leadership skills. 3.1.2 Social needs It is essential socially to incorporate training in the agenda. This is because firms with good training are looked up to and with good training prospects good and skilled employees apply in the firm. When the firm doesn’t offer good training programs the better skilled labor hesitates to even apply in the firm (Robinson 2006). 3.1.3 Technological development Technological developments have taken place and require training of employees. If this is not done then the employees would slowly become obsolete. Thus they have to be trained to update their skills. 3.1.4 SWOT The firm has a good budget to undergo such a training program. However, there are some employees who are not enthusiastic about the training. There is deteriorating teamwork and leadership skills in the firm. According to Harris, D and DeSimone, R (1994), the good thing is that there are several training programs available and agencies are offering innovative training which makes the whole process easy. The threat however, is that competition has already undergone innovative training like adventure training with a lot of success and their sales figures are shooting up while Manhattan’s are going down(Rohnke 1984). 3.2 Training Analysis 3.2.1 Cost of training The training to be conducted may be costly in terms of time and resources. This may involve taking 75 employees to a far away place. They will have to be given accommodation over there before and after the training as they cannot come back immediately after their training ends. Thus the cost of commuting and accommodation has to be considered (Klint & Priest 2004). Again there will also be the cost of resources and the sales would be affected in the month as al the employees would be busy with the training and thus for 5 days they will not be able to focus on their work. This may also affect the individual and team targets for the month at least (Arnold et.al. 2005). 3.2.2 Finding the right trainer Finding the right person who would train the employees and at the same time make a well design training program that would be tailor made for the firm may be a difficult task. A retired person who has had army experience and at the same time corporate experience too may be difficult. If the trainer isn’t right then a lot of time may be wasted of both the management and the trainees and the whole routine would be useless. 3.2.3 Venue The venue for the training is important and should be a place that is easily accessible and where commuting is not an issue. 3.2.5 Willingness of participants It is essential to know whether the participants want to participate in the adventure training or not. According to Harris, D and DeSimone, R (1994) their willingness is important for the training to be successful. If they participate in the training half heartedly, then the results would not be rewarding as the employees would not be willing to learn from the training and thus their work would not be affected by the training. 3.2.6 Evaluation analysis The evaluation depends upon questionnaires and interviews of the employee subordinates. These could be biased and thus the results of such evaluation may not be correct. The employees may also will the forms in correctly and thus this may affect the results (Beardwell, et.al. 2004). 3.2.7 The training as a whole The training may not affect the employees and the employees may fail to incorporate the training into their work life. According to Harris, D and DeSimone, R (1994) this would thus only add to the cost and may not benefit the firm in any way. Choosing the type of activities that would suit the workforce is an important decision. Chapter 4 Recommendations and conclusion 4.1 Recommendations 4.1.1 Cost of training The training may be costly but only in the short run. In the long run if the training is properly executed, it may give positive results and the employees may actually improve their teamwork and leadership skills. The cost that would be incurred in the training will be covered in terms of increased sales as the employees would work more dedicatedly. Thus for the long term benefit the training should be undertaken however, it has to be made sure that it is executed properly(Doorewaard & Meihuizen 2000, pp. 39-57). 4.1.2 The right trainer In order to make sure that the trainer is the right one, a training agency should be hired. This will be more costly than a single trainer but this will ensure that the whole training is executed properly and would in turn be beneficial for the firm. According to Harris, D and DeSimone, R (1994) if a single trainer is hired he will be less expensive but whether he is able to conduct the whole training or not will be questionable and the results would be doubtful (Beardwell, et.al. 2004). Thus by spending a little more on the agency, the firm will ensure that the training has been conducted well. 4.1.3 Willingness of employees To make sure that the employees participate with full verve, the employees should be asked before hand what type of activities they would be willing to participate in. As per Boxall & Purcell (2003), this will ensure that the employees are interested in the activities that the training involves and they would participate willingly and learn more in the process. The activity that is voted by the majority should be considered (Zimmerman & Burkhardt 1999). 4.1.4 Evaluation To make sure that the evaluation is correct, the employees should be interviewed also and periodic evaluations should be made. Also, regular trainings should also be conducted to improve employee relations which would have a positive effect on the evaluation process (Rohnke 1984). 4.1.5 Periodic training As per Boxall & Purcell (2003), just one training would not be enough. The employees have to be trained after breaks so that the values may be instilled in them over time and they may overcome their problems overtime with many training sessions (Beardwell, et.al. 2004). Also, regular training would sharpen their skills of leadership and teamwork and at the same time would help them compete in the industry. 4.2 Conclusion Manhattan Co. wants to conduct adventure training to improve its teamwork and leadership skills. The firm intends to conduct four day training for its sales team. The objectives of this training are to improve skills, teamwork, leadership skills, decision making, problem solving and conflict resolution etc (Rohnke 1984). The analysis of the environment suggests that such a trading is essential for the team. However, there may arise issues like cost, finding the right person, evaluation problems, willingness of the participants etc. these problems can be resolves by following the recommendation given. Thus the firm should go ahead with the training as the analysis reveal that the benefits would outweigh the issues that arise. References Armstrong, M 2006, ‘A Handbook of Human Resource Management Practice’. 10thed.London: Kogan Page. Arnold, J. Silvester, F. Patterson, I. Robertson, C. Cooper & Burns, B 2005 ‘Work Psychology: Understanding Human Behaviour in the Workplace’. London: FT Pitman. Beardwell, I. Holden, L & Claydon, T 2004, ‘Human Resource Management. A Contemporary Approach’ (4th Ed.). London: FT Prentice Hall. Boxall, P & Purcell, J 2003, ‘Strategy and Human Resource Management’, Human Resource Management Journal, vol. 13. no.3. Bratton, J & Gold, J 2004, ‘Human Resource Management: theory and practice’. New York: Palgrave MacMillan. Doorewaard, H. & Meihuizen, H., 2000. Strategic performance options In professional service organizations. Human Resource Management Journal, 10(2): 39-57. Guest, D & Michie, J 2003, ‘Human Resource Management and Corporate Performance in the UK’, British Journal of Industrial Relations, vol. 41, pp.291-314. Harris, D & DeSimone, R 1994, “Human Resource Development”. Dryden Press, Forth Worth. KFC 2008. Accessed 22 September 2008. Available at: www.kfc.com Klint, K. & Priest, S 2004, ‘Experiential Evaluation’, Tacoma, WA: Tarrak Tech. Novartis 2008. Accessed 22 September 2008. Available at: www.novartis.com Robinson, I 2006, ‘Human Resource Management in Organisations: The Theory and Practice of High Performance’. London: CIPD. Rohnke, K 1984, ‘A Guide to Initiative Problems, Adventure Games, Stunts, and Trust Activities’. Dubuque, IA: Kendall/Hunt. Simon, P 1991, ‘Shopper's guide to corporate adventure training’, Personnel. Available at: http://www.accessmylibrary.com/coms2/summary_0286-9236478_ITM?email=farhia_j@yahoo.com&library= Zimmerman, K. & Burkhardt, J 1999, ‘Leadership in the making: Impact and insights from leadership development programs. Battle Creek, MI: W.K. Kellogg Foundation. . Read More