Learning and Development - Essay Example

This report has recommended a multi-tiered and large-scale structural change to the Mumbai, India call centre. The first stage of the change involves the implementation of a training program. The next stage implements employee and customer evaluation practices that establish employee raises, as well as employees who can assume supervisory positions. While statistical models are greatly implemented during this phase, the next evaluative phase implements qualitative research methods to identify individuals for career counseling practices.

These individuals will receive career counseling and then be given the option to receive higher levels education and then an upper level management or executive position with Acorn’s operations in the United Kingdom. Finally, the report has demonstrated that human resources contribute to both competitive advantage and business strategy. Introduction Organizational culture and behavior spans a wide array of elements and concerns. One witnesses a great many elements related to organizational concerns in the Acorn call centre that was recently opened in Mumbai, India.

Opened in 2003 the Acorn India call centre is an off-shoot of the company’s main United Kingdom operations. While some cultural elements were considered in establishing this centre, including voice and accent training and cultural awareness, it is clear that there is a degree of dissonance between practice and perception. What has emerged is an organization that is experiencing high turnaround and an organizational culture that feels they are not a part of the main United Kingdom operations.

Some of the most prominent theories have considered the nature of organizations as conforming to trends and values within the specific institutional environment Leong (1993, p. 42). Referred to an institutional theory this perspective offers an overarching perspective on organizational culture Leong (1993, p. 42). In terms of establishing organizational culture it’s recognized that such elements are established both within the employee community as well as in the structure the management and executives establish Leong (1993, p. 42). Within the context of Acorn institutional challenges have emerged as the company structure in the United Kingdom has not applied readily to its Mumbia, India operations.

This research advances with the overarching contextual recognition that because of this organizational culture major changes needed to be implemented in relation to learning and development and career management. Specific considerations are given to the organization’s training programs, demographics, and in-built career advancement practices. Analysis Learning and Training While career elements constitute perhaps the greatest focus for needed organizational change at Acorn, more foundationally staff training constitutes a major area of concern.

Just as Acorn has failed to establish a career management program the organization has also fallen short in establishing adequate training mechanisms. One of the central thorough-puts of this analysis then is the recognition that before Acorn has the necessary corporate infrastructure to implement the career system that will satisfy their employees at the Mumbai call centre it must first establish a