CASE: Taking Charge at Domtar; What it takes for a Turnaround
1. Review the Domtar case from Chapter 6 and answer the following questions:
a. In the implementation of Kaizen, what groups of employees are likely to need training? How should the trainees be organized? Think of this issue from a training design perspective and from a training content perspective.
All employees at Domtar need far reaching training based on Royer altering the business to a new course. During the brief time that he had, Royer opted to contract Kaizen as an outside source to help train the representatives at Domtar. Should he have had more time and opportunity, and didn't require the outside help, he could have altered his approach in other ways. Considering the size of the employee pool, and those that have huge contrasts in capacity levels, he could have used targeted instruction allowing for trainer-trainee connections.
b. For the type of training envisioned, what are the learning objectives? Write these objectives in complete form.
Employees will be able to use the new technology
Employees will be able to assist customers with their ever-changing needs
Employees will be able to perform assigned tasks quickly and effectively
c. For each group of employees that will need training, what are the organizational constraints that need to be addressed in the design of the training? What design features should be used to address these constraints? Be sure to address both the learning and transfer of training issues.
The organization requirements for this situation are that there are employees who have varying ability levels within the association. My suggested strategy would utilize the direct, targeted instruction allowing for more trainer-trainee communication.
For Royer, his obligation was a short suspense, hence, he chose the best technique for the organization which was to utilize outside expertise (the Kaizen representative).
Chapter 10 Case Question...