Subject Code & Title: 3010EHR Developing Talent
Assessment 3: Case Study Analysis
Weightage: 30%
Purpose: Considering the context-specific and practical orientation of the HR discipline, case studies provide best opportunities to internalise and demonstrate learning. Accordingly, students are given two case studies on issues and challenges relating to developing talent and asked to suggest strategies that are theoretically relevant and practically sound.
3010EHR Developing Talent Assessment 3 – Australia.
Task Description:
• This assessment features ‘two case studies’ and each case study has ‘three questions’ (six questions in total).
• The answer to each question should be ‘minimum 250 words and maximum 300 words’, excluding references).
• For each question, you MUST use at least 1 contemporary refereed journal article(published post 2000) to support your analysis.
• Formatting Requirements
o Submit an electronic assignment cover sheet on the course site posted under Assessment 3 folder.
o Short report format. Clearly mention the question number above each answer.
o Times New Roman 12-point font
o 1.5 line spacing
o A4 paper size, with 2.5cm margins
o You must provide a consolidated reference list towards the very end. Referencing style can be Harvard or APA style.
o Your file should be named with the following format:
Submission Requirements:
Students will need to submit their completed answers via the online submission point on the course web site by the due date and time. The link to upload the assignment is provided in the folder ‘Assessment’ under the link titled ‘Assessment Item 3: Case Study Analysis’. You may first submit the Draft Assignment for self-check but the final assignment should be uploaded under the link ‘A 3 Case study FINAL submission point’. Assignments received by fax, e-mail, hard copy or any other form other than online submission will NOT be accepted. Students should keep a copy of their assignment until the final grade is awarded.
Assessment Criteria:
1.Identifying concepts/theory to be applied to the issue/problem in a given context
2.Identifying issues/problems within a given context
3.Critically analyse solutions to form appropriate recommendations /conclusions
3010EHR Developing Talent Assessment 3 – Australia.
Case Study 1: Wings Logistics’ Journey from Training to Learning
Organisation
Wings Logistics, the logistics company, entered the Asia-Pacific market in early 2000 and grew quickly in 15 countries with over 15,000 employees. The L&D department accordingly had a similar growth and now deploys 70 L&D professionals in the region covering multiple technical and management training functions.
It all started in 2012 when Rob Lowe, the Senior Vice President (VP) of HR from the global head office visited the Asia regional office in Singapore and met with Rachel, the L&D Director, and her team. He said, “How can we use new everyday technologies like mobile phones and i Pads to help our employees work more effectively? People these days are constantly on their mobile phones and devices for most of the day; my kids even wouldn’t talk to me over dinner!”. This was consistent with the learner profiles that the L&D team had recently discovered in their recent needs analysis
initiative – increasing numbers of new staff were millennials and fresh school leavers who were used to using new technology to communicate informally with their social contacts.
Rachel was enthusiastic and had her own ideas on how to take this forward. In the next management meeting, she was to convince senior management to convert traditional classroom training to newer learning innovations using mobile technology and learning management systems. She was nervous as in her previous meetings with Marcell, VP – Finance and Josh, VP – Operations, both gave her a hard time. Marcel was concerned about return on investment (RoI), as there were significant development costs in hiring an IT services company to develop a customized learning application on desktop and mobile devices. Josh was concerned about how this might affect business operations since turnover rates were fairly high in some major units. and new hires needed to become productive quickly. Josh was trained in the old school and was quite happy with the existing method of two-weeks classroom training, followed by on-the-job-training.
Clearly, there were benefits in converting traditional classroom training to mobile learning, such as cost savings incurred from reduced travel costs by trainers and trainees. But what if this whole thing falls flat?
Case Study 1 Questions:
• Question 1.1: What are the needs of a future workforce in terms of learning needs and preferences?
3010EHR Developing Talent Assessment 3 – Australia.
• Question 1.2: What are the key arguments that Rachel is likely to make to convince management to adopt digital technologies to transform Learning and Development?
• Question 1.3: From an HR perspective, what future challenges could arise when this transformation is implemented?
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