Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training
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ICMR HOME | Case Studies Collection
Case Details:
Case Code : HROB102
Case Length : 05 Pages
Period : -
Organization : -
Pub Date : 2008
Teaching Note :Not Available
Countries : India
Industry : Consumer appliances (Direct Selling)
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Introduction
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"Rakesh, let me make it clear to you that I can't allocate any more money for
training. I can understand why you want to conduct a training program on
coaching skills for the line managers, but I can't help you in this regard. Not
for another year at the very least. In fact, I may have to curtail your training
budget for next year as we are going through a lean phase," said Sanjay Shah
(Shah), the CEO of Direc2U, a direct sales company that dealt in a range of
consumer appliances.
From his tone, it was clear that he would not entertain any further discussion
on this topic.
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Rakesh Sharma (Sharma) had been working as the training manager (TM) in
Direc2U for the past three years. During this period he had single-handedly
taken care of all the training and development (T&D) activities of the
company. Of late, he felt that despite a contemporary training program, the
sales force was unable to internalize the training due to lack of support
from the line managers in the field. Sharma, who had ample experience in
sales and sales force management before getting into the training function,
understood the significance of the role of line managers in reinforcing the
class room training.
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His repeated proposals to conduct a training program
on coaching for the line managers had fallen on deaf ears. But
Sharma knew that he could not let the situation drift any longer.
The company had failed to achieve its revenue targets in the
previous year.
This year too, it was struggling to reach 75 percent of the
projections. Since it was difficult to measure the return on
investment (ROI) of training, the training budget tended to get the
chop during tough times. In such as situation, Sharma could expect
some cuts in his budget for the next year. Yet he knew that in tough
times there was a greater need for T&D interventions... |
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