training and development business case study

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• 21 Nov 2023
• Cold Call Podcast

Cold Call: Building a More Equitable Culture at Delta Air Lines

In December 2020 Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization? Professor Linda Hill discusses Delta’s decision and its progress in embedding a culture of diversity, equity, and inclusion in her case, “OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent.”

• 16 Oct 2023

Advancing Black Talent: From the Flight Ramp to 'Family-Sustaining' Careers at Delta

By emphasizing skills and expanding professional development opportunities, the airline is making strides toward recruiting and advancing Black employees. Case studies by Linda Hill offer an inside look at how Delta CEO Ed Bastian is creating a more equitable company and a stronger talent pipeline.

• 26 Jul 2023
• Research & Ideas

STEM Needs More Women. Recruiters Often Keep Them Out

Tech companies and programs turn to recruiters to find top-notch candidates, but gender bias can creep in long before women even apply, according to research by Jacqueline Ng Lane and colleagues. She highlights several tactics to make the process more equitable.

• 28 Feb 2023

Can Apprenticeships Work in the US? Employers Seeking New Talent Pipelines Take Note

What if the conventional college-and-internship route doesn't give future employees the skills they need to build tomorrow's companies? Research by Joseph Fuller and colleagues illustrates the advantages that apprenticeships can provide to employees and young talent.

• 09 Aug 2021

OneTen: Creating a New Pathway for Black Talent

A new organization aims to help 1 million Black Americans launch careers in the next decade, expanding the talent pool. Rawi E. Abdelal, Katherine Connolly Baden, and Boris Groysberg explain how. Open for comment; 0 Comments.

• 19 May 2021

Why America Needs a Better Bridge Between School and Career

As the COVID-19 pandemic wanes, America faces a critical opportunity to close gaps that leave many workers behind, say Joseph Fuller and Rachel Lipson. What will it take? Open for comment; 0 Comments.

• 23 Mar 2021

Managing Future Growth at an Innovative Workforce Education Startup

Guild Education is an education marketplace that connects employers and universities to provide employees with “education as a benefit.” Now CEO and co-founder Rachel Carlson must decide how to manage the company’s future growth. Professor Bill Sahlman discusses this unique startup and Carlson’s plans for its growth in his case, “Guild Education: Unlocking Opportunity for America's Workforce.” Open for comment; 0 Comments.

• 06 Aug 2020

Who Will Give You the Best Professional Guidance?

Even the most powerful leaders need support and guidance occasionally. Julia Austin offers advice own how and where to find the right type of mentor. Open for comment; 0 Comments.

• 27 Apr 2020

How Remote Work Changes What We Think About Onboarding

COVID-19 has turned many companies into federations of remote workplaces, but without guidance on how their onboarding of new employees must change, says Boris Groysberg. Open for comment; 0 Comments.

• 07 Jul 2019

Walmart's Workforce of the Future

A case study by William Kerr explores Walmart's plans for future workforce makeup and training, and its search for opportunities from digital infrastructure and automation. Open for comment; 0 Comments.

• 30 Jun 2019
• Working Paper Summaries

The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

When sales forces are well managed, firms can induce greater performance from them. For this study, the authors collaborated with a major multinational firm to develop and estimate a dynamic structural model of sales employee responses to various management instruments like compensation, training, and recruiting/termination policies.

• 03 Apr 2019

Learning or Playing? The Effect of Gamified Training on Performance

Games-based training is widely used to engage and motivate employees to learn, but research about its effectiveness has been scant. This study at a large professional services firm adopting a gamified training platform showed the training helps performance when employees are already highly engaged, and harms performance when they’re not.

• 02 Apr 2019

Managerial Quality and Productivity Dynamics

Which managerial skills, traits, and practices matter most for productivity? This study of a large garment firm in India analyzes the integration of features of managerial quality into a production process characterized by learning by doing.

• 23 Jul 2018

The Creative Consulting Company

Management theories cannot be tested in laboratories; they must be applied, tested, and extended in real organizations. For this reason the most creative consulting companies balance conflicting demands between short‐term business development and long‐term knowledge creation.

• 25 Jul 2016

Who is to Blame for 'The Great Training Robbery'?

Companies spend billions annually training their executives, yet rarely realize all the benefit they could, argue Michael Beer and colleagues. He discusses a new research paper, The Great Training Robbery. Open for comment; 0 Comments.

• 19 Apr 2016

The Great Training Robbery

There is a widely held assumption in corporate life that well trained, even inspired individuals can change the system. This article explains why training fails and discusses why the “great training robbery” persists. The authors offer a framework for integrating leadership and organization change and development, and discuss implications for the corporate HR function.

• 08 Sep 2015

Knowledge Transfer: You Can't Learn Surgery By Watching

Learning to perform a job by watching others and copying their actions is not a great technique for corporate knowledge transfer. Christopher G. Myers suggests a better approach: Coactive vicarious learning. Open for comment; 0 Comments.

• 17 Oct 2011

How ‘Hybrid’ Nonprofits Can Stay on Mission

As nonprofits add more for-profit elements to their business models, they can suffer mission drift. Associate Professor Julie Battilana says hybrid organizations can stay on target if they focus on two factors: the employees they hire and the way they socialize those employees. Key concepts include: In order to avoid mission drift, hybrid organizations need to focus on whom they hire and whether their employees are open to socialization. Because early socialization is so important, hybrid firms may be better off hiring new college graduates with no work background rather than a mix of seasoned bankers and social workers. The longer their tenure in a hybrid organization, the more likely top managers may be to hire junior people. Closed for comment; 0 Comments.

Teaching Entrepreneurs & Business Students

Training and Development Case Studies: Lessons from Top-Performing Companies

• Introduction

Training and development case studies provide valuable insights into how top-performing companies have successfully implemented training and development initiatives. By studying these case studies, organizations can learn from the successes and failures of others and apply the lessons to their own training and development programs. These case studies can provide valuable information on how to create practical training and development programs, how to measure the success of those programs, and how to ensure that the programs meet the organization’s needs. By studying these case studies, organizations can better understand the importance of training and development and how to implement it effectively.

Table of Contents

How to leverage training and development case studies to improve employee performance, the benefits of investing in training and development case studies, the impact of training and development case studies on employee retention, how to use training and development case studies to create a positive workplace culture, the role of training and development case studies in enhancing employee engagement.

Training and development case studies can be a powerful tool for improving employee performance. Case studies can help motivate employees and provide tangible examples of how their performance can be enhanced by giving real-world examples of successful training and development initiatives.

Ensuring they are relevant to their current roles and responsibilities is essential when leveraging case studies to improve employee performance. For example, if the case study is about a successful training program for customer service representatives, it should be shared with employees in customer service roles. This will help ensure the case study is meaningful and applicable to the employees’ current positions.

It is also essential to ensure that the case studies are presented in an engaging and accessible format. For example, case studies can be shown in videos, infographics, or interactive presentations. This will help to ensure that the case studies are engaging and memorable for the employees.

When presenting the case studies, allowing employees to discuss the case studies and ask questions is essential. This will help ensure that the employees understand the key takeaways from the case studies and can apply them to their roles.

Finally, it is essential to provide employees with feedback on their performance after they have had an opportunity to review the case studies. This will help ensure that the employees can apply the lessons learned from the case studies to their roles and that their performance is improving.

By leveraging training and development case studies to improve employee performance, organizations can ensure their employees are motivated and equipped with the knowledge and skills necessary to succeed.

Investing in training and development is essential for any organization that wants to remain competitive in today’s ever-changing business environment. Training and development can help organizations to improve employee performance, increase productivity, and reduce turnover. Training and development can help organizations stay ahead of the competition by providing employees with the skills and knowledge they need to stay current in their field.

Case studies are an effective way to demonstrate the benefits of investing in training and development. Case studies provide a detailed look at how a particular organization has implemented training and development initiatives and the results they have achieved. By examining the successes and failures of a specific organization, other organizations can learn from their experiences and apply the same strategies to their own training and development programs.

Case studies can provide valuable insights into the effectiveness of different training and development strategies. For example, a case study may show how a particular organization implemented a new training program and the results it achieved. This can provide other organizations with an understanding of the types of training programs that are most effective and how to implement them. Additionally, case studies can provide insight into organizations’ challenges when implementing training and development initiatives. This can help organizations to identify potential problems before they arise and develop strategies to address them.

Case studies can also provide organizations with an understanding of the costs associated with training and development. Other organizations can understand the financial implications of investing in training and development by examining the costs associated with a particular organization’s training and development initiatives. This can help organizations make informed decisions about their training and development programs.

Finally, case studies can provide organizations with an understanding of training and development’s impact on employee morale and engagement. By examining the results of a particular organization’s training and development initiatives, other organizations can understand how training and development can improve employee morale and engagement. This can help organizations create training and development programs tailored to their needs and goals.

In conclusion, case studies effectively demonstrate the benefits of investing in training and development. Case studies provide organizations with an understanding of the successes and failures of a particular organization’s training and development initiatives, the costs associated with training and development, and the impact that training and development can have on employee morale and engagement. By examining case studies, organizations can gain valuable insights into the effectiveness of different training and development strategies and develop strategies tailored to their specific needs and goals.

The impact of training and development on employee retention has been widely studied in recent years. Studies have shown that employees who receive training and development are more likely to stay with their employer for extended periods. Movement and action can help employees develop their skills and knowledge, increasing job satisfaction and improving performance.

To better understand the impact of training and development on employee retention, it is essential to look at case studies conducted on the subject. One such case study was conducted by the University of Michigan in 2017. The study looked at the impact of training and development on employee retention in a large manufacturing company. The study found that employees who received training and development were likelier to stay with the company for extended periods. The study also found that employees who received training and development were more potential to have higher job satisfaction and better performance.

Another case study was conducted by the University of California in 2018. This study looked at the impact of training and development on employee retention in a large retail company. The study found that employees who received training and development were likelier to stay with the company for extended periods. The study also found that employees who received training and development were more potential to have higher job satisfaction and better performance.

These case studies demonstrate the positive impact that training and development can have on employee retention. Training and development can help employees develop their skills and knowledge, increasing job satisfaction and improving performance. This can lead to increased employee retention, benefiting both employers and employees.

Training and development case studies can create a positive workplace culture by providing employees with real-life examples of how their peers have successfully navigated challenging situations. By sharing these stories, employees can gain insight into approaching similar issues in their work environment.

Case studies can be used to illustrate the importance of effective communication, collaboration, and problem-solving skills. For example, a case study could demonstrate how a team of employees worked together to develop a creative solution to a complex problem. This type of case study can help to foster a culture of collaboration and innovation.

Case studies can also be used to demonstrate the value of professional development. By highlighting the successes of employees who have taken advantage of training opportunities, employers can encourage their staff to pursue further education and development. This can help to create a culture of continuous learning and growth.

Finally, case studies can be used to demonstrate the importance of diversity and inclusion in the workplace. By highlighting employees’ successes from different backgrounds, employers can create an environment where everyone feels valued and respected.

Using training and development case studies to create a positive workplace culture, employers can foster an environment where employees feel empowered to take the initiative and contribute to the organization’s success.

Training and development case studies can be an effective tool for enhancing employee engagement. By providing employees with real-world examples of how their peers have successfully implemented new skills and strategies, case studies can help motivate and inspire employees to take ownership of their development.

Case studies can be used to illustrate the value of training and development in various ways. For example, case studies can be used to demonstrate the impact of exercise on employee performance. By providing employees with examples of how their peers have achieved success through training, case studies can help create a learning and development culture. Additionally, case studies can be used to demonstrate the value of training and development in terms of employee engagement. Case studies can help motivate and inspire employees to take ownership of their development by providing examples of how their peers have successfully implemented new skills and strategies.

Case studies can also illustrate the importance of employee engagement in the workplace. By providing employees with examples of how their peers have successfully implemented new skills and strategies, case studies can help to create a culture of collaboration and engagement. Additionally, case studies can be used to demonstrate employee engagement’s value in organizational performance. By providing employees with examples of how their peers have achieved success through collaboration and engagement, case studies can help to create a culture of engagement and performance.

Finally, case studies can be used to illustrate the importance of employee engagement in terms of organizational culture. By providing employees with examples of how their peers have successfully implemented new skills and strategies, case studies can help to create a culture of trust and respect. Additionally, case studies can demonstrate employee engagement’s value in terms of organizational culture. By providing employees with examples of how their peers have achieved success through collaboration and engagement, case studies can help to create a culture of trust and respect.

In conclusion, training and development case studies can be an effective tool for enhancing employee engagement. By providing employees with real-world examples of how their peers have successfully implemented new skills and strategies, case studies can help motivate and inspire employees to take ownership of their development. Additionally, case studies can illustrate the importance of employee engagement in terms of organizational performance, culture, and trust.

Training and development case studies provide valuable insights into how top-performing companies have successfully implemented training and development initiatives. By studying these case studies, organizations can better understand the strategies and tactics that have been successful in the past and use them to create their own successful training and development programs. By taking the time to analyze and learn from these case studies, organizations can ensure that their training and development initiatives are practical and successful.

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Building the business case for leadership development training

While traditional approaches to leadership development training often focus on modifying behaviors, recent research has highlighted the importance of addressing mindset when looking to drive organizational change.

A study conducted by McKinsey & Company reports that companies that analyzed and addressed employee mindsets were 4x more likely to achieve their desired change compared to those who neglected this foundational step. What’s more, an analysis of these findings showed that “executives at exactly zero companies that disregarded an analysis of employee mindsets during a change program rated the transformation as extremely successful.”

While the role of mindset is increasingly acknowledged as the foundation for leadership development and ongoing change, there’s still an ongoing debate about the nature of mindset and the methods by which it can be changed. 

Many understandings of mindset focus on an individual’s view of their own capacities, motivations, and attitudes. Arbinger, however, has discovered in its work with thousands of clients over four decades, that it’s the shift from a self-focused, inward mindset to the impact-focused, other-orientation of an outward mindset, which consistently enables 4x results. And these outcomes are not limited to any particular industry.

In the following examples, we’ll explore real-world cases that showcase the impressive return on investment of applying an outward mindset in the context of leadership development.

1. Cut expenses with leadership development training

Leadership development training is a powerful and often under-utilized cost-saving tool for organizations. Here’s how that works: By fostering a shift in mindset among an organization’s leadership team, you promote open dialogues concerning resources and priorities that would have never happened without it. From there, companies are more likely to effectively meet cost-cutting objectives when the channels of communication between teams are open.

How Raytheon cut expenses and skyrocketed sales

A big merger (and other major changes) caused chaos in one division of Raytheon . With conflicting loyalties and skepticism about new leadership, tensions were brewing between the 17,000 people that worked there. Raytheon’s new leaders had to cut $100 million in 30 days, and everyone worried about losing their jobs.

Raytheon looked at 40 different companies to help guide the change, and picked Arbinger because they believed that just changing behavior wasn’t enough. As it turns out, they were right. By shifting their ways of thinking and having open conversations about resources and priorities, they managed to meet the cost-cutting goal. Even more amazing, they saved money without letting go of anyone, which they never thought could happen.

As an outward mindset was adopted by leadership and spread throughout the organization by Arbinger-trained internal facilitators, division leadership established a unified culture and identity that enabled the explosive growth of annual sales from $1.9 billion to $5 billion .

Watch the full story here:

2. Improve team culture with leadership development training 

Leadership development training can significantly enhance team culture within all types of organizations. By equipping employees with the skills and mindset necessary to foster collaboration, responsiveness, and cross-functional awareness, you can yield remarkable results. 

Enhanced communication, empathy, and mutual respect all create an environment that sets you up for success when it comes to collaborating with teammates, achieving organizational objectives, and providing an exceptional experience for customers or clients. 

How Regions Hospital transformed culture to improve patient satisfaction 

To be a top 10% provider of patient experience, Regions Hospital knew they would need new levels of responsiveness and collaboration across their complex and interconnected ecosystem.

Before partnering with Arbinger to train employees from administration to the front-line, Regions surveyed their staff to see how well they felt management understood and responded helpfully to their needs and concerns. The programs enabled an improvement of 43% in one unit, and 26% in another. Additionally, cross-functional awareness increased by an average of 23%. These metrics indicate a cultural transformation that ultimately facilitated an improved patient experience.

In the nationwide completion to increase the patient satisfaction scores that drive hospital reimbursement, every percentage point increase is hard won. In one wing of the hospital, the number of patients who felt that nurses explained things in an understandable way increased by 8%, exceeding the improvement goal established by hospital management. The same intervention resulted in a 5% improvement in the number of patients who felt that nurses listened to them carefully. In another wing of the hospital, the implementation of Arbinger’s tools resulted in a 5% increase in patients who felt that their preferences were taken into account. These percentage increases reflect hard won progress that translated into increased revenue and market share. 

3. Increase profits with leadership development training

Investing in a leadership training program isn’t just a strategic decision for improving corporate culture , it can boost profits too. Mindset-focused training enables leaders to shift their mindsets and think outside the box—which is often just what’s needed when it comes to navigating business challenges and coming out on top. As leaders embrace a forward-thinking and inclusive approach, like a ripple effec t, they inspire their teams to do the same.

How Tubular steel increased profits in a declining market

Tubular Steel faced a dire situation, plagued by internal conflicts, political maneuvering, and internal strife that led to significant inefficiencies. Despite enlisting the services of a highly renowned change management consultant, the company was witnessing a troubling exodus of talent and declining profits, with the looming specter of bankruptcy. Conventional attempts to address these issues had proven ineffective. Therefore, Tubular Steel sought assistance from Arbinger to facilitate a profound transformation at the fundamental level–-a shift in mindset.

Through a comprehensive approach involving group training, hands-on consulting, and executive coaching, the company’s leaders began to recognize their own contributions to the very conflicts they aimed to resolve. The CEO’s executive assistant, who later became the company’s president, devoted full attention to embedding an outward mindset throughout the organization, shedding his other responsibilities. The results achieved were nothing short of remarkable. Tubular Steel saw its revenue soar from $30 million to over $100 million, and its profit more than quadrupled. This impressive return on investment is all the more extraordinary when considering the concurrent drop in market demand for steel products, from 10 million to 6 million tons.

4. Enable efficiency with leadership development training

Leadership training programs enhance efficiency by equipping leaders with the knowledge, skills, and mindset needed to make effective decisions, delegate tasks, and resolve conflicts—which are all crucial for more streamlined and productive operations within an organization. By effectively training leaders on your team, you’ll find that everything from communication to problem solving get smoother. 

How the United States Navy enabled unprecedented efficiency

When the USS Missouri arrived at Pearl Harbor Naval Shipyard for an extensive maintenance overhaul, Commander George Howell understood that elevating this advanced submarine would demand a significant investment in time, resources, and expertise. However, as Howell observed, it didn’t take long before he noticed “numerous signs of declining crew morale, accountability, and performance.” These challenges among the personnel proved resistant to conventional solutions and hindered the critical mission of ensuring military readiness. To instill a mission-focused mindset and achieve crucial milestones, the leadership of the USS Missouri decided to adopt Arbinger’s outward mindset approach.

They initiated the process with a workshop for the ship’s leaders, followed by training for the entire 140-member crew. The transformations within the crew captured the interest of the shipyard project superintendent, a civilian, who later participated in outward mindset training along with 50 of his own leaders. As the outward mindset gained ground, performance across teams improved, and progress accelerated. Instances of misconduct and “critiqueable events” decreased by an impressive 70%. In the months preceding the implementation of the mindset shift, the overhaul consistently lagged behind schedule by an average of 25 days at each milestone. Nevertheless, the project was ultimately completed five days ahead of schedule and came in an astounding $28.5 million under budget. These remarkable achievements, made possible by the enhanced collaboration and accountability fostered by the outward mindset, were realized even in the midst of uncertainty, restrictions, and the general turbulence of the Covid-19 pandemic.

More and more, research and practical experience show us the far-reaching benefits of leadership development, especially when you take mindset in account in addition to behaviors and skillsets. Beyond improving team dynamics, it influences virtually every area of your business—from cutting costs to reaching new levels of efficiency. 

Ready to take your organization’s leadership to the next level? Download our guide: The Leadership Gold Standard: A Blueprint to Culture Transformation from the Top Down.

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16 Team Building Case Studies and Training Case Studies

From corporate groups to remote employees and everything in between, the key to a strong business is creating a close-knit team. in this comprehensive case study, we look at how real-world organizations benefited from team building, training, and coaching programs tailored to their exact needs.  .

Updated: December 21, 2021

We’re big believers in the benefits of  team building ,  training and development , and  coaching and consulting  programs. That’s why our passion for helping teams achieve their goals is at the core of everything we do.

At Outback Team Building & Training,  our brand promis e  is  to be  recommended , flexible,  and  fast.  Because we understand that when it comes to building a stronger and more close-knit team, there’s no one-size-fits-all formula. Each of our customers have a unique set of challenges, goals, and definitions of success. 

And they look to us to support them in three key ways:  making their lives easy by taking on the complexities of organizing a team building or training event; acting fast so that they can get their event planned and refocus on all the other tasks they have on their plates, and giving them the confidence that they’ll get an event their team will benefit from – and enjoy.

In this definitive team building case study , we’ll do a deep dive into real-world solutions we provided for our customers.

4 Unique Team Building Events & Training Programs Custom-Tailored for Customer Needs 

1. a custom charity event for the bill & melinda gates foundation  , 2. how principia built a stronger company culture even with its remote employees working hundreds of miles apart , 3. custom change management program for the royal canadian mint, 4. greenfield global uses express team building to boost morale and camaraderie during a challenging project, 5 virtual team building activities to help remote teams reconnect, 1. how myzone used virtual team building to boost employee morale during covid-19, 2. americorps equips 90 temporary staff members for success with midyear virtual group training sessions, 3. how microsoft’s azure team used virtual team building to lift spirits during the covid-19 pandemic, 4. helping the indiana cpa society host a virtual team building activity that even the most “zoom fatigued” guests would love, 5. stemcell brightens up the holiday season for its cross-departmental team with a virtually-hosted team building activity, 3 momentum-driving events for legacy customers, 1. how a satellite employee “garnered the reputation” as her team’s pro event planner, 2. why plentyoffish continues to choose ‘the amazing race’ for their company retreat, 3. how team building helped microsoft employees donate a truckload of food, 4 successful activities executed on extremely tight timelines, 1. finding a last-minute activity over a holiday, 2. from inquiry to custom call in under 30 minutes, 3. a perfect group activity organized in one business day, 4. delivering team building for charity in under one week.

We know that every team has different needs and goals which is why we are adept at being flexible and have mastered the craft of creating custom events for any specifications.  

When the  Seattle, Washington -based head office of the Bill & Melinda Gates Foundation – a world-renowned philanthropic organization – approached us in search of a unique charity event, we knew we needed to deliver something epic. Understanding that their team had effectively done it all when it comes to charity events, it was important for them to be able to get together as a team and give back  in new ways .

Our team decided the best way to do this was to create a brand-new event for the Bill & Melinda Gates Foundation which had never been executed before. We created an entirely new charitable event – Bookworm Builders – for them and their team loved it! It allowed them to give back to their community, collaborate, get creative, and work together for a common goal. Bookworm Builders has since gone on to become a staple activity for tons of other Outback Team Building & Training customers! 

To learn more about how it all came together, read the case study:  A Custom Charity Event for the Bill & Melinda Gates Foundation .

Who said hosting an impactful training program means having your full team in the same place at the same time? Principia refused to let distance prevent them from having a great team, so they contacted us to help them find a solution. Their goals were to find better ways of working together and to create a closer-knit company culture among their 20 employees and contractors living in various parts of the country. 

We worked with Principia to host an  Emotional Intelligence  skill development training event customized to work perfectly for their remote team. The result was a massive positive impact for the company. They found they experienced improved employee alignment with a focus on company culture, as well as more emotionally aware and positive day-to-day interactions. In fact, the team made a 100% unanimous decision to bring back Outback for additional training sessions.

To learn more about this unique situation, read the full case study:  How Principia Built a Stronger Company Culture Even with its Remote Employees Working Hundreds of Miles Apart .

We know that employee training that is tailored to your organization can make the difference between an effective program and a waste of company time. That’s why our team jumped at the opportunity to facilitate a series of custom development sessions to help the Royal Canadian Mint discover the tools they needed to manage a large change within their organization. 

We hosted three custom sessions to help the organization recognize the changes that needed to be made, gain the necessary skills to effectively manage the change, and define a strategy to implement the change: 

• Session One:  The first session was held in November and focused on preparing over 65 employees for change within the company. 
• Session Two:  In December, the Mint’s leadership team participated in a program that provided the skills and mindset required to lead employees through change. 
• Session Three:  The final session in February provided another group of 65 employees with guidance on how to implement the change. 

To learn more, read the full case study:  Custom Change Management Program for the Royal Canadian Mint .

When Greenfield Global gathered a team of its A-Players to undertake a massive, challenging project, they knew it was important to build rapports among colleagues, encourage collaboration, and have some fun together.

So, we helped them host an Express Clue Murder Mystery event where their team used their unique individual strengths and problem-solving approaches in order to collaboratively solve challenges.

To learn more, read the full case study:  Greenfield Global Uses Express Team Building to Boost Morale and Camaraderie During a Challenging Project .

When the COVID-19 pandemic struck, we were proud to be able to continue supporting our customers’ goals with virtual team building activities and group training sessions.

With remote work being mandated as self-quarantine requirements are enforced on a global scale, companies began seeking ways to keep their newly-remote teams engaged and ensure morale remained as high as possible.

And MyZone was no exception. When the company found themselves feeling the effects of low employee morale and engagement, they noticed a decrease in productivity and motivation.

To make matters even more difficult, MyZone’s team works remotely with employees all over the world. This physical distancing makes it challenging for them to build a strong rapport, reinforce team dynamics, and boost morale and engagement.

The company was actively searching for an activity to help bring their employees closer together during this challenging time but kept running into a consistent issue: the majority of the team building activities they could find were meant to be done in person.

They reached out to Outback Team Building and Training and we were able to help them achieve their goals with a Virtual Clue Murder Mystery team building activity.

To learn more, read the case study here:  How MyZone Used Virtual Team Building to Boost Employee Morale During COVID-19.

AmeriCorps members are dedicated to relieving the suffering of those who have been impacted by natural disasters. And to do so, they rely on the support of a team of temporary staff members who work one-year terms with the organization. These staff focus on disseminating emergency preparedness information and even providing immediate assistance to victims of a disaster.

During its annual midyear training period, AmeriCorps gathers its entire team of temporary staff for a week of professional development seminars aimed at both helping them during their term with the company as well as equipping them with skills they can use when they leave AmeriCorps.

But when the COVID-19 pandemic got underway, AmeriCorps was forced to quickly re-evaluate the feasibility of its midyear training sessions.

That’s when they reached out to Outback. Rather than having to cancel their midyear training entirely, we were able to help them achieve their desired results with four virtual group training sessions: Clear Communication ,  Performance Management Fundamentals ,  Emotional Intelligence , and  Practical Time Management .

Find all the details in the full case study:  AmeriCorps Equips 90 Temporary Staff Members for Success with Midyear Virtual Training Sessions.

With the COVID-19 pandemic taking a significant toll on the morale of its employees, Microsoft’s Azure team knew they were overdue for an uplifting event.

It was critical for their team building event to help staff reconnect and reengage with one another. But since the team was working remotely, the activity needed to be hosted virtually and still be fun, engaging, and light-hearted.

When they reached out to Outback Team Building and Training, we discussed the team’s goals and quickly identified a Virtual Clue Murder Mystery as the perfect activity to help their team get together online and have some fun together.

For more information, check out the entire case study: How Microsoft’s Azure Team Used Virtual Team Building to Lift Spirits During the COVID-19 Pandemic.

The Indiana CPA Society is the go-to resource for the state’s certified public accountants. The organization supports CPAs with everything from continuing education to networking events and even advocacy or potential legislation issues that could affect them.

But as the time approached for one of INCPAS’ annual Thanksgiving event, the Indiana CPA Society’s Social Committee needed to plan a modified, pandemic-friendly event for a group of people who were burnt out my online meetings and experiencing Zoom fatigue.

So, we helped the team with a Self-Hosted Virtual Code Break team building activity that INCPAS staff loved so much, the organization decided to host a second event for its Young Pros and volunteers.

For INCPAS’ Social Committee, the pressure to put on an event that everyone will enjoy is something that’s always on their mind when planning out activities. And their event lived up to their hopes.

For more information, check out the entire case study: Helping the Indiana CPA Society Host a Virtual Team Building Activity That Even the Most “Zoom Fatigued” Guests Would Love .

When Stemcell was looking for a way to celebrate the holidays, lift its team members’ spirits, and help connect cross-departmental teams during the pandemic, they contacted us to help host the perfect team building activity.

They tasked us with finding an event that would help team members connect, get in the holiday spirit, and learn more about the business from one another during the midst of a stressful and challenging time.

So, we helped them host a festive, virtually-hosted Holiday Hijinks team building activity for employees from across the company.

For more information, check out the entire case study: Stemcell Brightens Up the Holiday Season for its Cross-Departmental Team with a Virtually-Hosted Team Building Activity .

We take pride in being recommended by more than 14,000 corporate groups because it means that we’ve earned their trust through delivering impactful results.

We’ve been in this business for a long time, and we know that not everybody who’s planning a corporate event is a professional event planner. But no matter if it’s their first time planning an event or their tenth, we  love  to help make our customers look good in front of their team. And when an employee at Satellite Healthcare was tasked with planning a team building event for 15 of her colleagues, she reached out to us – and we set out to do just that!

Our customer needed a collaborative activity that would help a diverse group of participants get to know each other, take her little to no time to plan, and would resonate with the entire group.

With that in mind, we helped her facilitate a  Military Support Mission . The event was a huge success and her colleagues loved it. In fact, she has now garnered a reputation as the team member who knows how to put together an awesome team building event.

To learn more, read the case study here:  How a Satellite Employee “Garnered the Reputation” as Her Team’s Pro Event Planner .

In 2013, international dating service POF (formerly known as PlentyOfFish) reached out to us in search of an exciting outdoor team building activity that they could easily put to work at their annual retreat in  Whistler, B.C . An innovative and creative company, they were in search of an activity that could help their 60 staff get to know each other better. They also wanted the event to be hosted so that they could sit back and enjoy the fun.

The solution? We helped them host their first-ever  Amazing Race  team building event.

Our event was so successful that POF has now hosted The Amazing Race at their annual retreat for  five consecutive years .

To learn more, check out our full case study:  Why PlentyOfFish Continues to Choose ‘The Amazing Race’ for Their Company Retreat .

As one of our longest-standing and most frequent collaborators, we know that Microsoft is always in search of new and innovative ways to bring their teams closer together. With a well-known reputation for being avid advocates of corporate social responsibility, Microsoft challenged us with putting together a charitable team building activity that would help their team bond outside the office and would be equal parts fun, interactive, and philanthropic. 

We analyzed which of our six charitable team building activities would be the best fit for their needs, and we landed on the perfect one: End-Hunger Games. In this event, the Microsoft team broke out into small groups, tackled challenges like relay races and target practice, and earned points in the form of non-perishable food items. Then, they used their cans and boxes of food to try and build the most impressive structure possible in a final, collaborative contest. As a result, they were able to donate a truckload of goods to the local food bank.

For more details, check out the comprehensive case study:  How Team Building Helped Microsoft Employees Donate a Truckload of Food .

Time isn’t always a luxury that’s available to our customers when it comes to planning a great team activity which is why we make sure we are fast, agile, and can accommodate any timeline. 

Nothing dampens your enjoyment of a holiday more than having to worry about work – even if it’s something fun like a team building event. But for one T-Mobile employee, this was shaping up to be the case. That’s because, on the day before the holiday weekend, she found out that she needed to organize a last-minute activity for the day after July Fourth. 

So, she reached out to Outback Team Building & Training to see if there was anything we could do to help – in less than three business days. We were happy to be able to help offer her some peace of mind over her holiday weekend by recommending a quick and easy solution: a  Code Break  team building activity. It was ready to go in less than three days, the activity organized was stress-free during her Fourth of July weekend, and, most importantly, all employees had a great experience. 

For more details, check out the full story here:  Finding a Last-Minute Activity Over a Holiday .

At Outback Team Building & Training, we know our customers don’t always have time on their side when it comes to planning and executing an event. Sometimes, they need answers right away so they can get to work on creating an unforgettable experience for their colleagues.

This was exactly the case when Black & McDonald approached us about a learning and development session that would meet the needs of their unique group, and not take too much time to plan. At 10:20 a.m., the organization reached out with an online inquiry. By 10:50 a.m., they had been connected with one of our training facilitators for a more in-depth conversation regarding their objectives.

Three weeks later, a group of 14  Toronto, Ontario -based Black & McDonald employees took part in a half-day tailor-made training program that was built around the objectives of the group, including topics such as emotional intelligence and influence, communication styles, and the value of vulnerability in a leader.

To learn more about how this event was able to come together so quickly, check out the full story:  From Inquiry to Custom Call in Under 30 Minutes .

When Conexus Credit Union contacted us on a Friday afternoon asking if we could facilitate a team building event for six employees the following Monday morning, we said, “Absolutely!” 

The team at Conexus Credit Union were looking for an activity that would get the group’s mind going and promote collaboration between colleagues. And we knew just what to recommend:  Code Break Express  – an activity filled with brainteasers, puzzles, and riddles designed to test the group’s mental strength. 

The Express version of Code Break was ideal for Conexus Credit Union’s shorter time frame because our Express activities have fewer challenges and can be completed in an hour or less. They’re self-hosted, so the company’s group organizer was able to easily and efficiently run the activity on their own.

To learn more about how we were able to come together and make this awesome event happen, take a look at our case study:  A Perfect Group Activity Organized in One Business Day .

We’ve been lucky enough to work with Accenture – a company which has appeared on FORTUNE’s list of “World’s Most Admired Companies” for 14 years in a row – on a number of team building activities in the past. 

The organization approached us with a request to facilitate a philanthropic team building activity for 15 employees. The hitch? They needed the event to be planned, organized, and executed within one week. 

Staying true to our brand promise of being fast to act on behalf of our customers, our team got to work planning Accenture’s event. We immediately put to work the experience of our Employee Engagement Consultants, the flexibility of our solutions, and the organization of our event coordinators. And six days later, Accenture’s group was hard at work on a  Charity Bike Buildathon , building bikes for kids in need.

To learn more about how we helped Accenture do some good in a short amount of time, read the full case study:  Delivering Team Building for Charity in Under One Week .

Learn More About Team Building, Training and Development, and Coaching and Consulting Solutions 

For more information about how Outback Team Building & Training can help you host unforgettable team activities to meet your specific goals and needs on virtually any time frame and budget, just reach out to our Employee Engagement Consultants.  

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 From corporate groups to remote employees and everything in between, the key to a strong business is creating a close-knit team. That’s why you need to do team-building sessions as much as you can.

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Case Study-Based Learning

Enhancing learning through immediate application.

By the Mind Tools Content Team

If you've ever tried to learn a new concept, you probably appreciate that "knowing" is different from "doing." When you have an opportunity to apply your knowledge, the lesson typically becomes much more real.

Adults often learn differently from children, and we have different motivations for learning. Typically, we learn new skills because we want to. We recognize the need to learn and grow, and we usually need – or want – to apply our newfound knowledge soon after we've learned it.

A popular theory of adult learning is andragogy (the art and science of leading man, or adults), as opposed to the better-known pedagogy (the art and science of leading children). Malcolm Knowles , a professor of adult education, was considered the father of andragogy, which is based on four key observations of adult learners:

• Adults learn best if they know why they're learning something.
• Adults often learn best through experience.
• Adults tend to view learning as an opportunity to solve problems.
• Adults learn best when the topic is relevant to them and immediately applicable.

This means that you'll get the best results with adults when they're fully involved in the learning experience. Give an adult an opportunity to practice and work with a new skill, and you have a solid foundation for high-quality learning that the person will likely retain over time.

So, how can you best use these adult learning principles in your training and development efforts? Case studies provide an excellent way of practicing and applying new concepts. As such, they're very useful tools in adult learning, and it's important to understand how to get the maximum value from them.

What Is a Case Study?

Case studies are a form of problem-based learning, where you present a situation that needs a resolution. A typical business case study is a detailed account, or story, of what happened in a particular company, industry, or project over a set period of time.

The learner is given details about the situation, often in a historical context. The key players are introduced. Objectives and challenges are outlined. This is followed by specific examples and data, which the learner then uses to analyze the situation, determine what happened, and make recommendations.

The depth of a case depends on the lesson being taught. A case study can be two pages, 20 pages, or more. A good case study makes the reader think critically about the information presented, and then develop a thorough assessment of the situation, leading to a well-thought-out solution or recommendation.

Why Use a Case Study?

Case studies are a great way to improve a learning experience, because they get the learner involved, and encourage immediate use of newly acquired skills.

They differ from lectures or assigned readings because they require participation and deliberate application of a broad range of skills. For example, if you study financial analysis through straightforward learning methods, you may have to calculate and understand a long list of financial ratios (don't worry if you don't know what these are). Likewise, you may be given a set of financial statements to complete a ratio analysis. But until you put the exercise into context, you may not really know why you're doing the analysis.

With a case study, however, you might explore whether a bank should provide financing to a borrower, or whether a company is about to make a good acquisition. Suddenly, the act of calculating ratios becomes secondary – it's more important to understand what the ratios tell you. This is how case studies can make the difference between knowing what to do, and knowing how, when, and why to do it.

Then, what really separates case studies from other practical forms of learning – like scenarios and simulations – is the ability to compare the learner's recommendations with what actually happened. When you know what really happened, it's much easier to evaluate the "correctness" of the answers given.

When to Use a Case Study

As you can see, case studies are powerful and effective training tools. They also work best with practical, applied training, so make sure you use them appropriately.

Remember these tips:

• Case studies tend to focus on why and how to apply a skill or concept, not on remembering facts and details. Use case studies when understanding the concept is more important than memorizing correct responses.
• Case studies are great team-building opportunities. When a team gets together to solve a case, they'll have to work through different opinions, methods, and perspectives.
• Use case studies to build problem-solving skills, particularly those that are valuable when applied, but are likely to be used infrequently. This helps people get practice with these skills that they might not otherwise get.
• Case studies can be used to evaluate past problem solving. People can be asked what they'd do in that situation, and think about what could have been done differently.

Ensuring Maximum Value From Case Studies

The first thing to remember is that you already need to have enough theoretical knowledge to handle the questions and challenges in the case study. Otherwise, it can be like trying to solve a puzzle with some of the pieces missing.

Here are some additional tips for how to approach a case study. Depending on the exact nature of the case, some tips will be more relevant than others.

• Read the case at least three times before you start any analysis. Case studies usually have lots of details, and it's easy to miss something in your first, or even second, reading.
• Once you're thoroughly familiar with the case, note the facts. Identify which are relevant to the tasks you've been assigned. In a good case study, there are often many more facts than you need for your analysis.
• If the case contains large amounts of data, analyze this data for relevant trends. For example, have sales dropped steadily, or was there an unexpected high or low point?
• If the case involves a description of a company's history, find the key events, and consider how they may have impacted the current situation.
• Consider using techniques like SWOT analysis and Porter's Five Forces Analysis to understand the organization's strategic position.
• Stay with the facts when you draw conclusions. These include facts given in the case as well as established facts about the environmental context. Don't rely on personal opinions when you put together your answers.

Writing a Case Study

You may have to write a case study yourself. These are complex documents that take a while to research and compile. The quality of the case study influences the quality of the analysis. Here are some tips if you want to write your own:

• Write your case study as a structured story. The goal is to capture an interesting situation or challenge and then bring it to life with words and information. You want the reader to feel a part of what's happening.
• Present information so that a "right" answer isn't obvious. The goal is to develop the learner's ability to analyze and assess, not necessarily to make the same decision as the people in the actual case.
• Do background research to fully understand what happened and why. You may need to talk to key stakeholders to get their perspectives as well.
• Determine the key challenge. What needs to be resolved? The case study should focus on one main question or issue.
• Define the context. Talk about significant events leading up to the situation. What organizational factors are important for understanding the problem and assessing what should be done? Include cultural factors where possible.
• Identify key decision makers and stakeholders. Describe their roles and perspectives, as well as their motivations and interests.
• Make sure that you provide the right data to allow people to reach appropriate conclusions.
• Make sure that you have permission to use any information you include.

A typical case study structure includes these elements:

• Executive summary. Define the objective, and state the key challenge.
• Opening paragraph. Capture the reader's interest.
• Scope. Describe the background, context, approach, and issues involved.
• Presentation of facts. Develop an objective picture of what's happening.
• Description of key issues. Present viewpoints, decisions, and interests of key parties.

Because case studies have proved to be such effective teaching tools, many are already written. Some excellent sources of free cases are The Times 100 , CasePlace.org , and Schroeder & Schroeder Inc . You can often search for cases by topic or industry. These cases are expertly prepared, based mostly on real situations, and used extensively in business schools to teach management concepts.

Case studies are a great way to improve learning and training. They provide learners with an opportunity to solve a problem by applying what they know.

There are no unpleasant consequences for getting it "wrong," and cases give learners a much better understanding of what they really know and what they need to practice.

Case studies can be used in many ways, as team-building tools, and for skill development. You can write your own case study, but a large number are already prepared. Given the enormous benefits of practical learning applications like this, case studies are definitely something to consider adding to your next training session.

Knowles, M. (1973). 'The Adult Learner: A Neglected Species [online].' Available here .

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An Introduction to Human Resource Management

Student resources, case study: learning and development at choc co..

Online Case Study: Learning and Development at Choc Co.

Choc Co. is one of the world's largest confectionery businesses with significant market share in many of the world's biggest confectionery markets, including many emerging markets. It has a long and proud tradition, stretching back more than 150 years, including a long history of developing its employees, which has remained part of its ethos during its progress to becoming a global company.

Despite very positive sales figures over the last 12months, Choc Co. has prioritised streamlining the business to make it more competitive and has placed a strong emphasis on reducing cost over the next 18 months. Despite being keen to preserve its longstanding reputation as a firm that is committed to developing all its employees, in respect of learning and development, this ‘streamlining’ activity has focused on:

• ensuring a clear return on investment in training activities
• changing the way that learning programmes are delivered and being more creative in developing approaches to learning
• connecting training activities to the strategic needs of the firm.

The most important driver of the assessment of its training provision at Choc Co. is change. Whilst performing well in the marketplace, senior management continue to express discontent with levels of productivity and employee performance. Moreover, senior management has determined that the company needs to become more flexible and adaptable to respond to change in its market context, for example by an ability to adapt organisational structures to meet new business needs or through the introduction of technological innovation. However, as a traditionally minded employer, and with low levels of employee turnover at shopfloor level, Choc co. appears to have instilled in its workers a mindset of stability and steady progress, which is at odds with competition in a rapidly changing global economy. Therefore, Choc Co. wants to move towards a system of continuous improvement by creating a culture whereby workers are empowered to implement small incremental changes, rather than have substantial change imposed on them from time to time.

Identifying training needs

Traditionally, training needs analysis at Choc Co. has been ‘gap-led’. In other words, training tends to be focused where Choc Co. identifies a gap in capability – for example, where the introduction of new technology requires worker skill to be updated, company policy is changed or a key worker leaves the firm, requiring training to be provided to their replacement. Typically this gap-led identification of need is conducted at a local level, with little reference made to the wider national or international workforce.

Whilst workers can put themselves forward for training courses, including those provided by local education providers, there is no formal channel for doing this and access to such training often comes down to personal relationships and the constraints imposed by departmental budgets. The culture at Choc Co. is very much one in which training needs are typically identified  for  workers rather than  by  workers.

Delivery of training

Currently, the company runs a number of large training events each year designed to update manufacturing staff on everything from health and safety changes, business strategy and company performance to the adoption of new production technology. This is sometimes coupled with skills training for these workers as and when appropriate. This has traditionally been done at the specialist training centre at their largest production facility, which doubles as the company’s headquarters. This practice partly stems from a time when the company only operated two production facilities in the country. It now operates across six geographically dispersed locations. Workers tend to view these training events as a bit of a waste of time, particularly when they are delivered by consultants with little real understanding of working processes at Choc Co. It is not unknown for workers to claim that the training they receive is outdated and tells them nothing that they don’t already know.

The head of training and development, responding to a call to cut costs from the HR director, is now of the opinion, however, that such long training programmes, often of up to three or four days, are no longer the most cost-effective and efficient means by which to develop the staff. Such training has the dual problem of requiring regular investment and repeat sessions to cover workers on different shifts or at different plants, as well as leading to undesirable downtime of certain aspects of production. In particular, the head of L&D is keen to reduce a reliance on external training providers to design and deliver interventions to different workforce groups, from senior management to shopfloor workers.

Moreover, the company has historically not evaluated the impact of these events. In the new era of cost-cutting and added value, however, the company is keen to ensure that the impact of all training interventions, however big or small, is measured.

Employee development programmes

A major investment in L&D at Choc Co. is in its manufacturing apprenticeship scheme and graduate development programme, both of which are widely viewed as models of good practice in the industry and beyond. These programmes are, however, under significant scrutiny by senior management to better understand the extent to which this investment provides value to the firm. One particular area under review is the turnover of employees who complete these programmes and then leave to work at other firms.

Ray Barbie, the head of learning and development at Choc Co. recently attended a seminar at a local university on ‘the changing nature of workplace HRD’. He was slightly alarmed to find out that much of the company’s practice was seen as outdated. In particular, he was interested in examining how some more contemporary approaches and techniques in HRD could help the company both reduce costs and better performance through continuous improvement.

• What changes would you recommend that Choc Co. make to their current learning and development provision in order to reduce costs and improve performance?
• Discuss how e-learning, competency frameworks and improved knowledge-sharing at Choc Co. might help to cut costs and make the HRD activity at Choc Co. more strategic.
• How might the firm seek to ensure a return on investment for its learning and development activity?

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• Top Tips for developing a business case for training

Just as we develop business cases for projects and other change initiatives, the same can (and perhaps should) be developed for training and development.

Introduction

The following is a well-known quote from Anne M. Mulcahy, keynote speaker at LifeCare Inc’s Life Management 2003 Conference and former chairperson & CEO of Xerox:

“Employees are a company’s greatest asset – they’re your competitive advantage. You want to attract and retain the best, provide them with encouragement, stimulus, and make them feel that they are an integral part of the company’s mission.”

It’s an effective explanation as to why investing in the skills of employees is so crucial.

Today’s competitive environments require competitive advantage and people are an important source of that. Of course, employees are not owned by the organization; it’s an individual’s prerogative to seek opportunities elsewhere should they desire a change, progression, or more recognition.

Should we invest in the knowledge, skills and development of employees if we don’t have control over that investment in the long term?

The following tips offer some useful advice and guidance to decide.

1. Consider UK Government best practice for developing business cases and spending proposals.

A business case based on the INTERNATIONAL GUIDE TO DEVELOPING THE PROJECT BUSINESS CASE document is defined as:

“The best estimate of how much a proposal option will cost in economic terms, including an allowance for risk and optimism.”

According to Infrastructure Business Case: International Guidance it’s:

“a management tool developed over time as a living document as the project develops. [It] keeps together and summarises the results of all the necessary research and analysis needed to support decision-making in a transparent way.”

These resources propose creating five cases for the proposed investment:

• The Strategic Case
• The Economic Case
• The Commercial Case
• The Financial Case
• The Management Case

2. Analyze investments in trainings with Managing Benefits guidance, authored by benefits management guru Steve Jenner.

Managing Benefits specifies the business case as:

“The justification for an organizational activity (strategic, programme, project, operational), which typically contains timescales, costs, benefits and risks, and against which continuing viability is tested”.

3. Considering Timescales

Investments in skills and knowledge can be made over different time perspectives. A typical training course for (for example) a project management framework takes 3-5 days and helps the learner to understand the framework in detail. However, the benefits of applying the framework in the live environment are related to the ability of the organization to implement it, which could take weeks or even months.

Further analysis can take even longer. In this example, the organization may need to wait weeks, months or even years to review the effects of training and development against completed projects.

Timescales for the training business case should therefore include the time when the funds will be spent, as well as the time where benefits can be effectively calculated.

Analysis needs to calculate the return on investment taking into consideration the different value of money in time (e.g. by using the net present value (NPV) formula) to reflect the differences in value of funds invested and received back.

4. Considering Costs

Be careful to ensure that both direct and indirect costs are accounted for.

Direct costs would include the course and (if applicable) examination fees. Course fees should incorporate supplementary elements such as study material, training materials, accommodation and refreshments. However, that isn’t always the case!

An example of an indirect cost is the employee’s time. A reduction in available hours/days may result in a direct loss of revenue and billable time. There may of course be an impact on service levels, the cost for which may be difficult to predict.

For a consultancy organization, for example, the cost of employees not engaging with clients is almost certainly greater than fees paid to the training organization.

5. Considering Benefits

The key to properly assessing the viability of the investment in training is to properly identify the benefits. This can be difficult and is often confused with outcomes.

According to Managing benefits by Steve Jenner benefits are:

“the measurable improvement resulting from an outcome perceived an advantage by one or more stakeholders, which contributes towards one or more organizational objective(s)”

Whereas an outcome is:

“A new operational state achieved after transition of the capability into live operations.”

Outcomes are very difficult to compare against the costs as they don’t have financial value. The outcome of training delivery can be the new knowledge and skills attained by the employee/s, whereas benefits could be increased revenue or cost reductions.

Courses can deliver both types of benefits:

• The awards/certificates of employees can help in achieving increased sales when these credentials are needed to win tenders.
• New and improved employee skills can empower greater productivity and minimize costs associated with lower productivity and mistakes.

The benefits for the employee/s also need to be analysed. The output of training for the individual is the certificate, award or recognition received. This can contribute to achieving benefits such as improved renumeration.

Another benefit for the employee is an increase in their value, making them more attractive to other employers, possibly competitors. This, of course, presents a risk of the investment not delivering the expected return.

6. Considering Risks

Managing Benefits by Steve Jenner defines a risk as an:

“uncertain event or set of events that, should it occur, will have an effect on achievement of objectives”.

Risks to the delivery of training need to be analysed; obvious risks include bankruptcy of the training provider or absence of delegates. Also important are the risks influencing the benefits, for example:

• The inability to implement new knowledge due to low levels of maturity in the team/department/organization can negatively impact the return on investment.
• Employees leaving the organization will not be able to use their knowledge and skills for the advantage of the investing employer.

It’s also important to properly differentiate risk causes from their effects to avoid bad decisions during risk analysis. For example, the threat of an employee leaving the organization can have different risk causes. According to iHire’s “Top 10 Reasons Why Employees Leave Their Jobs in 2021” feature, the third most popular reason is a lack of growth opportunities.

In conclusion, it’s not the investment in training which causes employees to leave, but the lack of subsequent opportunities. This detailed analysis of risks enables the identification and implementation of effective mitigation.

A famous quote from Richard Branson is worth remembering here:

“Train people well enough so they can leave, treat them well enough so they don't want to.”

The analysis of timescales, costs, benefits and risks will help to assess the viability of an investment in training and professional development.

Few would argue that such investments are wise; without it, organizations can be left with damaging skills shortages that can adversely impact day-to-day activities, innovation, service and quality.

“The only thing worse than training your employees and having them leave is not training them and having them stay.” Henry Ford, Founder, Ford Motor Company

As with most investments, the challenge is finding the right balance between costs, outcomes and risks. The business case concept helps in analyzing different options and identifying the best approach, for both the organization and its people.

Whilst originally designed for projects and programmes, the concept can also be applied effectively to investments in human resources.

About the Author: Tomasz Nedzi, skills 2004 UG

Tomasz Nedzi has been managing projects since 1993. He became an Approved Trainer in 2006 and now teaches others to manage projects and operations effectively. Tomasz is the CEO and Lead Trainer for PRINCE2, AgilePM, Facilitation, OBASHI, Service Automation Frameworks (SAF) and AQRO at the skills® group of companies (skills® 2004 UG in Germany and skills® sp. z o.o. in Poland).

Click here to find and connect with Tomasz on LinkedIn

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Training and development programs typically involve educational activities that advance a worker’s knowledge and instill greater motivation to enhance job performance. These initiatives help employees learn and acquire new skill sets, as well as gain the professional knowledge that is required to progress their careers.

Training programs can be created independently or with a learning administration system, with the goal of employee long-term development. Common training practices include orientations, classroom lectures, case studies, role playing, simulations and computer-based training, including e-learning.

Sometimes referred to as Human Resource Development (HRD), most employee training and development efforts are driven by an organization’s HRD function. These efforts are roughly divided into two types of programs:

Employee Training and Development A strategic tool for improving business outcomes by implementing internal educational programs that advance employee growth and retention.

Management Training and Development The practice of growing employees into managers and managers into effective leaders by the ongoing enhancement of certain knowledge, skills, and abilities.

Find out how HR leaders are leading the way and applying AI to drive HR and talent transformation.

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Successful businesses understand that it’s more beneficial and cost-effective to develop their existing employees instead of seeking out new talent.

The top ten benefits of employee training and development programs include:

• Increased productivity : When employees stay current with new procedures and technologies, they can increase their overall output.
• Reduced micromanagement : If workers feel empowered to perform a task, they typically require less oversight and work more independently. 1
• Train future leaders : Organizations must have a solid pipeline of well-trained and innovative potential leaders to grow and adapt over time.
• Increased job satisfaction and retention : Well-trained employees gain confidence in their abilities, leading to greater job satisfaction, a reduction in absenteeism and overall employee retention.
• Attract highly skilled employees : Top recruits are attracted to firms with an identifiable career path based on consistent training and development.  
• Increased consistency : Well-organized training ensures that tasks are performed uniformly, resulting in tight quality control that end users can trust.
• Increased camaraderie : Training and development helps create a sense of teamwork and collaboration.
• Bolstered safety : Continuous training and development helps ensure that employees have the knowledge and skills to perform a task safely.
• Ability to cross-train : Providing consistent training creates a knowledgeable team overall where employees can help train or assist each other as needed.
• Added innovation : Consistently trained employees can help develop new strategies and products, contributing to the company’s bottom line and continued success.

The corporate marketplace is quickly changing, and businesses must be flexible and easily adapt to change. Technology is one of the key drivers in this rapid change, with automation and artificial intelligence (AI) in the forefront.

Here are four key trends impacting how organizations must rethink training and development.

Today’s corporations have discovered that it’s no longer just about what employees need to know, but also when, where and how the development experience enables performance. With the advancements in mobile technology , companies are relying more on mobile workforces . Training is migrating to mobile devices where apps provide “just-in-time” information and recommendations to workers across industries.

AI systems can process unstructured information in a similar way to humans. These systems understand language patterns and sensory inputs including text, pictures, and auditory cues. AI-based software can customize how training content is delivered to a learner, based on their learning style, suggest content based on a learner’s past performance and predict what information is most important for them to learn next.

Agile learning is a process that encourages employees to learn by doing and iterate often, inspiring organizational change and buy-in. For example, IBM® has introduced  IBM Garage™ , a tool for executing, scaling, and managing an organization’s multiple transformation initiatives. Companies like Ford Motor Company and Travelport are using IBM Garages around the world to create cultures of open collaboration and continuous learning. learning. https://www.ibm.com/garage

While distance learning has been around for a long time, the COVID-19 pandemic has underscored the need for companies to have resilient, flexible, mobile workforce management. Organizations have learned that remote workforces need to be productive, engaged, and continually working toward learning and improvement.

Recent articles and industry surveys suggest that much corporate training may be ineffective. Most training won’t be fully retained by learners. Businesses must build a culture of ongoing self-directed, self-motivated learning with focused distance learning programs and mobile "just-in-time" training.

Organizations also must rethink the larger framework of what skills will be needed in the near future. A  recent meta-level IBM study  predicts that more than 120 million workers in the world’s twelve largest economies may need to be retrained in the next three years because of AI-enabled automation.

Several insights from the study include:

• Skilled humans fuel the global economy: Digital skills remain vital, but soft skills have become more important.
• Skills availability and quality are in jeopardy: The half-life of skills continues to shrink, while the time it takes to close a skills gap has ballooned, forcing organizations to find ways to stay ahead of skills relevancy.
• Intelligent automation is an economic game changer: Millions of workers will likely require retraining and learning new skills, and most companies and countries are ill-prepared for the task.
• Organizational cultures are shifting: The digital era has introduced the need for a new business model, new ways of working and a flexible culture that fosters the development of critical new skills.

The study concludes that traditional hiring and training are no longer as effective, and that different strategies and tactics can have a strong impact on closing the skills gap. Several strategies and tactics include:

• Make it personal: Tailor career skills, and learning development experience uniquely to your employees' goals and interests.
• Improve transparency: Place skills at the center of the training strategy and aim for deep visibility into the skills position across the organization.
• Look inside and out: Adopt an open technology architecture and a set of partners able to take advantage of the latest advancements.

Enhance employee engagement and productivity, reskill your workforce faster, and reimagine ways of working to become an adaptive, skills-based, and AI-powered organization.

Maintaining a competitive edge in a dynamic economy demands faster innovation. Your challenge is having the right people with the right skills and tools to drive digital transformation.

The IBM training and certifications offer you the ability to earn credentials to demonstrate your expertise. It is designed to validate your skills and capability to perform role-related tasks and activities at a specified level of competence.

With recent market changes and disruptions, organizations need a workforce with digital skills and innovative processes to respond to both customers’ and employees’ evolving needs.

Key areas of focus will ensure that your workforce is empowered to be productive today, while strengthening your business resiliency strategy to aid in re-entry to the new normal.

The enormous opportunities and benefits artificial intelligence can bring to an organization require skills development programs designed to ensure consistency and intentional outcomes.

Discover a new approach to training and development based on partnership networks, user experiences and emerging technologies.

Find out how to close the skills gap with a modern three-pronged workforce strategy to quickly reskill an organization’s workforce.

Discover how training and development fits into the larger scope of next-generation enterprise transformation.

IBM HR and talent transformation consulting partners work with our clients to address each company's unique talent goals and challenges, dig deep to understand their workforce realities and create strategies that unlock new levels of performance inside their business. Together, we reimagine HR with AI at the core.

1 The 6 key secrets to increasing empowerment in your team  (link resides outside ibm.com). Joe Folkman. Forbes article. March 2017. 

How to Write a Business Case for Training? – Explained

Investing in employees’ learning and development is essential for success of business.

That is why training of employees is a regular feature of modern business organizations.

For making right choices from identifying gap in skills, market trends and executing trainings, business leaders have to follow a strategic approach.

And here writing a business case for training comes into play. 

In this blog post, we’ll explore the key elements of how to write a business case for training, offering a comprehensive roadmap that empowers decision-makers to articulate the value of investing in employee learning and development. 

Let’s dive in and read not only benefits of business case for training but a step-by-step structure of writing this case.

what is a business case? 

A business case is a comprehensive document that serves as a strategic tool for decision-makers within an organization. 

It presents a detailed rationale for initiating a particular project, investment, or course of action, aiming to persuade stakeholders of its viability and benefits. 

The key elements of a business case typically include a thorough needs analysis to identify the problem or opportunity, clearly defined objectives, a cost-benefit analysis to assess financial implications, a consideration of potential risks, and a compelling argument that highlights the project’s alignment with organizational goals. 

For further reading: How to Write a Good Business Case?

05 reasons of why writing a business case is important for training 

The importance of writing a business case for training cann’t be overstated but here are the five benefits in favour of this case.

Alignment with Organizational Goals

Crafting a business case for training ensures that the proposed learning initiatives align with the broader strategic objectives of the organization.

This alignment is crucial for demonstrating how the proposed training addresses specific skill gaps or challenges that may hinder the achievement of overarching business goals.

Resource Allocation and Budget Justification

A well-documented business case provides a detailed breakdown of the costs associated with training, including development, implementation, and ongoing maintenance.

This not only helps in justifying the allocation of resources but also provides decision-makers with a clear understanding of the financial investment required and the expected return on that investment.

Measurable Impact on Performance

By specifying clear learning objectives and tying them to key performance indicators, a business case allows organizations to measure the impact of training on employee performance. 

This data-driven approach enables leaders to assess the effectiveness of the proposed training and its contribution to enhancing overall organizational productivity and efficiency.

Risk Mitigation and Contingency Planning

The business case serves as a platform to identify and address potential risks associated with the training initiative. 

This proactive approach allows organizations to develop mitigation strategies and contingency plans, minimizing the likelihood of disruptions and ensuring a smoother implementation process.

Stakeholder Buy-In and Support

A well-articulated business case is a persuasive communication tool that helps gain support from key stakeholders, including executives, department heads, and employees. 

It provides a compelling narrative about why the proposed training is essential, addressing potential concerns and demonstrating the long-term value it brings to both individual employees and the organization as a whole. 

This stakeholder buy-in is crucial for successful implementation and sustained commitment to the training program.

Structure of the Business Case for Training

After knowing the importance of this business case, you must be thinking now about how to write a business case for training and what would be a structure of this important document.

Let’s learn more about this.

1. Executive Summary

The executive summary serves as a brief picture of the entire business case, providing a quick overview of its key components and conclusions. 

This section condenses the critical information into a brief yet comprehensive summary, offering decision-makers a snapshot of the proposed training initiative. 

It typically includes a concise description of the identified problem or opportunity, the proposed solution through training, the associated costs and benefits, and the anticipated impact on organizational goals.

The executive summary acts as a strategic gateway, allowing busy executives to grasp the essentials of the business case efficiently and make informed decisions about whether to delve further into the detailed sections of the document.

2. Introduction and Context 

The introduction and context section of a business case for training sets the stage by providing a comprehensive understanding of the background, context, and rationale behind the proposed initiative. 

It begins by introducing the overarching organizational goals and challenges that demands a focus on employee training. 

This section explains the current state of affairs, such as identified skill gaps or areas for improvement within the workforce. Furthermore, it establishes the relevance of the proposed training initiative in addressing these challenges.

 By offering a clear context, decision-makers gain insights into the environmental factors that prompted the need for training, laying the foundation for the subsequent sections of the business case.

3. Training Needs Analysis

The training needs analysis section of a business case is a critical component that delves into a systematic examination of the current skills, competencies, and knowledge levels within the workforce. 

It involves identifying gaps between the existing capabilities of employees and the skills required to meet organizational objectives.

This analysis may include employee surveys, performance evaluations, feedback from managers, and other relevant data sources to pinpoint specific areas that would benefit from targeted training. 

By thoroughly understanding the training needs, decision-makers can make informed choices about the type, scope, and focus of the training initiatives proposed in the business case, ensuring a strategic alignment with the overall development needs of the workforce.

4. Learning Objectives

The learning objectives section of a business case for training outlines the specific and measurable outcomes that the proposed training program aims to achieve. 

These objectives serve as the foundation for designing, implementing, and evaluating the effectiveness of the training initiative. 

The section typically articulates clear and concise statements defining what participants are expected to know, do, or understand upon completion of the training. 

Effective learning objectives are aligned with both the identified training needs and the broader organizational goals, ensuring that the training directly contributes to addressing specific skill gaps and enhancing overall performance. 

By explicitly stating these objectives, the business case provides decision-makers with a tangible framework for assessing the success of the training program and its impact on individual and organizational development. 

The clarity of learning objectives also facilitates the design of relevant training content.

5. Costs and Benefits Analysis

The costs and benefits analysis section of a business case for training is a crucial component that involves a comprehensive examination of the financial implications associated with the proposed training initiative.

Costs Analysis:  This part details the various costs involved in implementing the training program. It includes not only the direct costs such as development, delivery, and materials but also indirect costs like employee time away from work and any associated administrative expenses.

Additionally, the costs analysis may encompass ongoing maintenance expenses and potential hidden costs.

Benefits Analysis:  On the other side, the benefits analysis explains the anticipated positive outcomes of the training initiative. These benefits extend beyond the individual employee level to encompass broader organizational advantages.

This may include increased productivity, improved employee morale, enhanced job satisfaction, and a positive impact on key performance indicators.

6. ROI Projections

The ROI projections section of a business case for training is a forward-looking analysis that quantifies the anticipated return on investment resulting from the proposed training initiative. 

This projection involves estimating the financial gains or cost savings that the organization expects to realize as a direct outcome of the training program.

Key components of ROI projections include:

Financial Metrics:  This involves assigning monetary values to the expected benefits, such as increased productivity, reduced errors, or improved efficiency. These metrics are then weighed against the total costs associated with implementing and maintaining the training.

Timeframe:  ROI projections often consider a specific timeframe over which the benefits are expected to materialize. This may vary based on the nature of the training and the time required for employees to apply newly acquired skills on the job.

Benchmarking:  Comparing projected ROI with industry benchmarks or similar successful training initiatives can provide context and credibility to the projections.

Sensitivity Analysis:  Acknowledging potential uncertainties, sensitivity analysis may be included to assess how changes in key variables, such as the rate of adoption or the magnitude of performance improvement, can affect ROI projections

7. Risk Analysis and Mitigation

The risk analysis and mitigation section of a business case for training is dedicated to identifying potential challenges, uncertainties, and obstacles that could impact the successful implementation of the training initiative. 

This comprehensive assessment allows decision-makers to develop proactive strategies to minimize or eliminate these risks. Key elements of this section include:

Risk Identification:  This involves a thorough examination of internal and external factors that could pose threats to the success of the training program. Common risks may include resistance to change, technological issues, unexpected resource constraints, or external market shifts.

Impact Assessment:  Each identified risk is evaluated in terms of its potential impact on the training initiative and, by extension, on organizational goals. This helps prioritize risks based on severity and likelihood.

Mitigation Strategies:  For each identified risk, the business case outlines specific strategies and action plans to mitigate or minimize the potential negative impact. This may involve contingency plans, alternative approaches, or preventive measures.

Cost Implications:  The business case provides an estimation of the potential costs associated with mitigating risks. This is crucial for decision-makers to understand the financial implications of the proposed risk mitigation strategies.

Monitoring and Adjustment:  The plan for ongoing monitoring and adjustment outlines how the organization will continually assess and adapt its risk management strategies as the training initiative progresses.

8. Timeline and Implementation 

The timeline and implementation section of a business case for training outline the planned schedule and the phased approach for rolling out the training initiative. This part of the business case serves as a roadmap for stakeholders, providing a detailed overview of key milestones, deadlines, and the overall implementation strategy.

Phased Implementation Plan:  The timeline outlines the sequential steps involved in implementing the training, breaking down the process into manageable phases. This may include preparatory stages, training development, pilot programs, full-scale deployment, and post-implementation evaluation.

Key Milestones:  Significant checkpoints and milestones in the timeline are identified to track progress and ensure that the project stays on schedule. These milestones could include the completion of training materials, the commencement of training sessions, and the assessment of participant progress.

Resource Allocation:  This section specifies the allocation of resources, including personnel, finances, and technology, at each stage of the implementation. It ensures that the necessary resources are available when needed, preventing bottlenecks and delays.

Responsibilities and Roles:  The business case outlines the roles and responsibilities of key stakeholders involved in the implementation process. This clarity ensures that everyone understands their contributions and accountabilities.

Contingency Plans:  Recognizing that unforeseen challenges may arise, the business case includes contingency plans and strategies for addressing unexpected issues. This proactive approach helps mitigate potential disruptions and keeps the implementation on track.

Training Evaluation:  A plan for evaluating the effectiveness of the training during and after implementation is often included. This evaluation may involve gathering feedback from participants, assessing learning outcomes, and measuring the impact on key performance indicators.

9. Resources Required and Trainers 

The “Resources Required and Trainers” section of a business case for training outlines the essential elements needed to successfully execute the training initiative. This includes both tangible resources and human capital.

Financial Resources:  This component details the budgetary requirements for the training program. It encompasses costs related to curriculum development, training materials, technology and software, venue rentals, and any other direct expenses associated with the training.

Technological Infrastructure:  If the training involves the use of technology, this section specifies the required infrastructure. It may include details on software, hardware, and other technological tools necessary for effective training delivery.

Training Materials:  A comprehensive list of required training materials, such as manuals, workbooks, presentations, and multimedia resources, is provided. This ensures that all necessary content is developed or procured in a timely manner.

Physical Space:  For in-person training sessions, the business case outlines the spatial requirements, including training rooms, seating arrangements, and any additional facilities needed to facilitate the learning environment.

Trainers and Facilitators:  This section identifies the individuals responsible for delivering the training. It outlines their qualifications, expertise, and experience relevant to the subject matter. Additionally, the business case may specify the number of trainers needed and their availability during the training period.

Train-the-Trainer Programs:  If applicable, details about any train-the-trainer programs are included. These programs aim to prepare internal staff or external trainers to effectively deliver the training content.

Logistical Support:  Logistics, such as scheduling, transportation arrangements, and coordination of training sessions, are outlined to ensure a smooth and organized implementation.

Evaluation and Feedback Mechanisms:  The business case may include plans for assessing trainer performance and gathering feedback from participants to continuously improve the training delivery.

10. Key Performance Indicators 

Key Performance Indicators (KPIs) for training is crucial for establishing measurable criteria that will be used to evaluate the success and impact of the training initiative.

KPIs serve as benchmarks against which the performance and effectiveness of the training program can be assessed. Here’s how this section typically unfolds:

Identification of Relevant KPIs:  This involves determining the specific metrics that will be used to gauge the success of the training initiative. KPIs should directly align with the learning objectives and broader organizational goals. Examples may include improvements in employee performance, increased productivity, reduced error rates, or enhanced customer satisfaction.

Quantifiable Targets:  The business case outlines specific, quantifiable targets for each identified KPI. These targets provide a clear understanding of the desired outcomes and facilitate the measurement of success.

Baseline Measurements:  If applicable, the business case may include baseline measurements for each KPI, representing the current state before the implementation of the training. These baselines serve as reference points for assessing the impact of the training over time.

Final Words

Mastering the art of how to write a business case for training is undeniably essential for organizations committed to cultivating a skilled and adaptable workforce. Effectively articulating the strategic alignment of training initiatives with organizational goals, identifying training need, financial viability, and measurable success metrics are critical elements of a good business case. Armed with this knowledge, decision-makers can confidently make a right choice to execute trainings that foster a culture of continuous learning and development.

About The Author

Tahir Abbas

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How to Use Case Studies in Your Employee Training Sessions

Case studies can be powerful tools for learning and training. They're evidence-based stories that showcase the outcomes you want, so using them as the basis for your training can make the training itself more engaging and more effective. The question is, how can you use a case study to enhance your training for learners? There are several options.

• Identify personal leadership styles
• Capitalize on style strengths
• Minimize style trouble spots

Table of Contents

Design a case study to fit the training, develop training to fit a case study, use a longitudinal case study to demonstrate outcomes of training, use miniature case studies to prove individual points, thread a case study throughout training, ask trainees to predict case study outcomes, discuss potential alternative outcomes in case studies, turn a case study into an immersive simulation, create a framework case study and encourage trainees to fill it out.

First up, you have one major decision to make. Do you design training around a case study, or do you design a case study to fit your training? Both perspectives are equally valid as long as the study results and the training program goals are aligned.

Let’s say you choose to design a case study to fit your desired training. For example, you're trying to implement the  Delivering Exceptional Phone Service  reproducible training course for your customer service team. To back up the training, you want a case study that showcases how putting the techniques taught in the course into practice will bolster positive outcomes with customer service.

You have two options here.

• The first is simply writing a case study based on your own experiences, accentuating the necessary details relevant to the training, and pruning it down to the bare essentials to prove your point.
• The other option is to seek out existing case studies performed by renowned research firms that support your points.

In either case, you can then use the case study as a "real world" example of how the techniques in the training can be put to actual use and how they tangibly impact positive outcomes. Make sure to highlight specific aspects of the case study and how they relate to the practices put forth in the training module for better retention.

Your second option, as an alternative, is to develop your training to fit an already existing case study.

The process looks a little something like this:

• Begin by finding a case study that results in the outcomes you're seeking. For example,  this case study from Train Like a Champion  focuses on getting training to produce long-term results, something that every company can benefit from implementing.
• Next, review the case study. Look for salient details and mechanisms used to achieve the outcomes you desire. Ideally, the case study itself will support those mechanisms and expound upon how to use them.
• Finally, develop a training module that integrates the case study and its data, as well as the mechanisms you uncovered, to train your employees to achieve those same outcomes.

You can accompany the training module with the case study, with details and data uncovered along the way, or you can use it as a companion piece or use it as cited sources or proof for the claims you're making. None of these choices are inherently wrong, so pick the ones that work best with your staff and your means of training to create a better learning experience.

Longitudinal case studies are case studies that look at and measure specific data about their subjects over a long period. Such case studies can follow individuals throughout a particular period of years, their careers, or their entire lives. For example, longitudinal studies are often used in medicine to help study the long-term effects of various substances and illnesses.

A longitudinal case study can be a powerful tool for building training. You can point to specific, hard evidence that certain kinds of training not only improve short-term results and benefits for employees, clients, and companies but can increase the value of employees throughout their careers.

Using this kind of case study can be an essential part of encouraging your employees to take the training seriously. After all, it's one thing to encourage employees to participate in training because it benefits customers or the company, but it's quite a different incentive if you can showcase how that training will improve their career prospects.

The tricky part about this is that case studies can prove many different points because different people have different career trajectories and leverage different skills in different ways. That is why it can be essential to begin with training modules such as  What's My Leadership Style  to help employees identify which individuals to follow in the case study and which outcomes are most relevant to their specific situations.

If finding specific, relevant longitudinal studies isn't possible, an alternative approach involves leveraging small-scale case studies to reinforce key points throughout your training process. For example, throughout a comprehensive  customer service training  course, you can use specific case studies that highlight varied responses to an irate customer, showcasing how different approaches lead to distinct outcomes. These case studies provide tangible examples to support decisions about adopting a placating, resistant, or combative tone in customer interactions.

The benefit to this option is that there are, in general, many more small-scale case studies than there are more extensive, longitudinal case studies. Moreover, it's much easier to find them and use them to prove your points. Long-term case studies can have surprising outcomes, and they can have findings that contradict your studies and policies. That can be difficult to reconcile unless you're willing to wholly adjust your training and direction.

The biggest potential drawback to this option is that there are many small-scale case studies, many of which can have contradictory outcomes. With the vast pool of small-scale case studies available, there is a risk of cherry-picking examples that selectively support a specific viewpoint, regardless of their overall value. This practice could compromise the integrity of the training content and may not provide a holistic representation of the topic at hand. Trainers should exercise caution and ensure that the chosen case studies are relevant, unbiased, and contribute substantively to the overall learning objectives.

If you think back to some of the more effective textbook designs for schools in higher education, you may find a through-line. Many effective textbooks include an ongoing, long-term set of examples, or "characters," they follow along the way. For example, in courses where you learn a language, a textbook will often have a set of characters who interact in varying situations to showcase quirks of language, particularly conversational use of the language.

A case study can be used in this manner for your training. Fortunately, many comprehensive and overarching training courses have these kinds of examples and case studies built into them.

The goal is to allow your trainees to explore training in a multifaceted way. That might include links to studies, links to infoboxes, video interviews, and much more.

An added benefit of this training method is that you can make a single training module much more comprehensive in terms of answers to common and uncommon questions. Training employees from a point of knowledge can be surprisingly challenging because it can be tricky to judge even what the trainees don't know. Providing in-depth, interlinked, embedded answers to questions for trainees to explore helps bring everyone to the same page.

One thing that sets effective training apart from ineffective training is the level of interactivity. When training is interactive and engaging, trainees learn much more from it by participating in "real-life" examples and demos of the training in action. This approach enables participants to apply their knowledge in real-life situations, promoting a deeper understanding and emphasizing their problem-solving ability to choose appropriate resolutions.

One way to help encourage engagement in training is with a case study that puts that training into action. Divide the case study between setup and resolution, and have the trainees read the setup portion of the training. Cut it off as the individuals in the case study are making their decisions based on the training (or ignoring the training).

Then, ask the trainees to predict what the outcomes will be. Encourage them to write down their predictions. Then, you can progress with the case study and reveal the actual results of the training. While some case studies may follow predictable paths, introducing occasional curveballs keeps participants on their toes. These unexpected twists challenge trainees’ critical thinking skills and their ability to adapt their problem-solving strategies. You can then discuss why they made the predictions that they did and what led them to their decisions, whether right or wrong.

This interactive approach not only transforms training into a participatory experience but also creates a platform for meaningful discussions.

Like the above, you can leverage case studies and predictions to speculate. How would the outcome have changed if the individual in the case study made a different choice or acted differently?

What changes would your employees make?

"After reading a case study together or independently, you can have your participants write a different ending to the case study. For example, if you read a story about a woman who improved her communication skills after attending a workshop (just like the one your students might be in), have them write what would happen if she didn't attend the workshop. Have them write what would happen if she was engaged/not engaged. Ask them to consider what is going on in the woman's life that might impact her ability to communicate appropriately or efficiently during the time of training. Writing a different outcome prompts participants to consider the whole story and not just the parts that are presented to them." –  TrainingCourseMaterial

For an interesting case study of your own, you can ask your trainees to read a situation and convey how they would act in that situation before implementing the training in the first place. Then, progress through the training modules. When finished, ask the trainee to revisit, see how accurate their behavior is to the goal, and ask them what changes, if any, they would make.

Once again, studies show that the best training is training produced in the form of an immersive simulation.  

Look for industry case studies about particular incidents.  Several agencies  produce comprehensive investigations into the circumstances behind industrial accidents, often in factory, warehouse, or shipping processes. These case studies can form the basis of a scenario wherein you ask your employees to role-play how they would respond if the incident occurred in your facility.

You can then use the realities of the investigation to enforce consequences in the simulated disaster. For example, say you're training employees to handle a chemical spill in a warehouse. The established procedures outline specific actions to be taken. Within the simulation, introduce a scenario where one employee is found unconscious within the chemical spill. This introduces a critical decision point: will someone attempt a rescue, and if so, will they do so without proper preparation? You can then remove this individual from the training scenario because their actions led to them being incapacitated.

There are many such examples. Always remember that most, if not all, industrial and commercial regulations are built on the back of people dying because of loopholes or unforeseen circumstances.

This approach allows employees to engage with the training material in a hands-on, realistic manner. It not only reinforces the importance of adhering to established protocols but also highlights the potential repercussions of deviating from proper procedures. The immersive nature of these simulations helps employees internalize the lessons, making the training more impactful and applicable to their day-to-day responsibilities.

Finally, another way to use case studies for training is to turn your trainees into case studies themselves. Build a framework or a template of a case study, with questions about the scenario, their responses, the training, and their behavior after the training. Encourage trainees to fill out these case study templates, then participate in training, and fill them out again. For added value, track these employees for months afterward to see where they've gone, how they've implemented their training, and how it has improved their careers.

The use of case studies can be a powerful training tool, but they can only be effective if coupled with practical training modules. After all, you can't know how to reach your goals without knowing where you are. That's why we offer dozens of training options in our reproducible training library, as well as dozens more assessments (both instructor-led and self-guided) to help establish baselines and build awareness.

Check out our training library, and find case studies that align with your company values and learning objectives.

To learn more about how to help your employees, check out our  What’s My Leadership Style  course. This course is a management development tool, leadership style assessment, and online training workshop. This comprehensive tool is designed to pinpoint an individual's leadership style, offering valuable insights for organizational leaders, managers, and supervisors. By utilizing this tool, professionals can enhance their performance and cultivate the skills necessary to evolve into effective and impactful leaders within their respective roles.

Do you have any questions or concerns about using case studies in your employee training sessions to provide the best outcomes for your learners? If so, please feel free to leave a comment down below, and we'll get back to you! We make it a point to reply to every message we receive, and we would be more than happy to assist you or your company however we possibly can.

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7 Favorite Business Case Studies to Teach—and Why

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• Case Teaching
• Course Materials

FEATURED CASE STUDIES

The Army Crew Team . Emily Michelle David of CEIBS

ATH Technologies . Devin Shanthikumar of Paul Merage School of Business

Fabritek 1992 . Rob Austin of Ivey Business School

Lincoln Electric Co . Karin Schnarr of Wilfrid Laurier University

Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth . Gary Pisano of Harvard Business School

The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron . Francesca Gino of Harvard Business School

Warren E. Buffett, 2015 . Robert F. Bruner of Darden School of Business

To dig into what makes a compelling case study, we asked seven experienced educators who teach with—and many who write—business case studies: “What is your favorite case to teach and why?”

The resulting list of case study favorites ranges in topics from operations management and organizational structure to rebel leaders and whodunnit dramas.

1. The Army Crew Team

Emily Michelle David, Assistant Professor of Management, China Europe International Business School (CEIBS)

“I love teaching  The Army Crew Team  case because it beautifully demonstrates how a team can be so much less than the sum of its parts.

I deliver the case to executives in a nearby state-of-the-art rowing facility that features rowing machines, professional coaches, and shiny red eight-person shells.

After going through the case, they hear testimonies from former members of Chinese national crew teams before carrying their own boat to the river for a test race.

The rich learning environment helps to vividly underscore one of the case’s core messages: competition can be a double-edged sword if not properly managed.

Executives in Emily Michelle David’s organizational behavior class participate in rowing activities at a nearby facility as part of her case delivery.

Despite working for an elite headhunting firm, the executives in my most recent class were surprised to realize how much they’ve allowed their own team-building responsibilities to lapse. In the MBA pre-course, this case often leads to a rich discussion about common traps that newcomers fall into (for example, trying to do too much, too soon), which helps to poise them to both stand out in the MBA as well as prepare them for the lateral team building they will soon engage in.

Finally, I love that the post-script always gets a good laugh and serves as an early lesson that organizational behavior courses will seldom give you foolproof solutions for specific problems but will, instead, arm you with the ability to think through issues more critically.”

2. ATH Technologies

Devin Shanthikumar, Associate Professor of Accounting, Paul Merage School of Business

“As a professor at UC Irvine’s Paul Merage School of Business, and before that at Harvard Business School, I have probably taught over 100 cases. I would like to say that my favorite case is my own,   Compass Box Whisky Company . But as fun as that case is, one case beats it:  ATH Technologies  by Robert Simons and Jennifer Packard.

ATH presents a young entrepreneurial company that is bought by a much larger company. As part of the merger, ATH gets an ‘earn-out’ deal—common among high-tech industries. The company, and the class, must decide what to do to achieve the stretch earn-out goals.

ATH captures a scenario we all want to be in at some point in our careers—being part of a young, exciting, growing organization. And a scenario we all will likely face—having stretch goals that seem almost unreachable.

It forces us, as a class, to really struggle with what to do at each stage.

After we read and discuss the A case, we find out what happens next, and discuss the B case, then the C, then D, and even E. At every stage, we can:

see how our decisions play out,

figure out how to build on our successes, and

address our failures.

The case is exciting, the class discussion is dynamic and energetic, and in the end, we all go home with a memorable ‘ah-ha!’ moment.

I have taught many great cases over my career, but none are quite as fun, memorable, and effective as ATH .”

3. Fabritek 1992

Rob Austin, Professor of Information Systems, Ivey Business School

“This might seem like an odd choice, but my favorite case to teach is an old operations case called  Fabritek 1992 .

The latest version of Fabritek 1992 is dated 2009, but it is my understanding that this is a rewrite of a case that is older (probably much older). There is a Fabritek 1969 in the HBP catalog—same basic case, older dates, and numbers. That 1969 version lists no authors, so I suspect the case goes even further back; the 1969 version is, I’m guessing, a rewrite of an even older version.

There are many things I appreciate about the case. Here are a few:

It operates as a learning opportunity at many levels. At first it looks like a not-very-glamorous production job scheduling case. By the end of the case discussion, though, we’re into (operations) strategy and more. It starts out technical, then explodes into much broader relevance. As I tell participants when I’m teaching HBP's Teaching with Cases seminars —where I often use Fabritek as an example—when people first encounter this case, they almost always underestimate it.

It has great characters—especially Arthur Moreno, who looks like a troublemaker, but who, discussion reveals, might just be the smartest guy in the factory. Alums of the Harvard MBA program have told me that they remember Arthur Moreno many years later.

Almost every word in the case is important. It’s only four and a half pages of text and three pages of exhibits. This economy of words and sparsity of style have always seemed like poetry to me. I should note that this super concise, every-word-matters approach is not the ideal we usually aspire to when we write cases. Often, we include extra or superfluous information because part of our teaching objective is to provide practice in separating what matters from what doesn’t in a case. Fabritek takes a different approach, though, which fits it well.

It has a dramatic structure. It unfolds like a detective story, a sort of whodunnit. Something is wrong. There is a quality problem, and we’re not sure who or what is responsible. One person, Arthur Moreno, looks very guilty (probably too obviously guilty), but as we dig into the situation, there are many more possibilities. We spend in-class time analyzing the data (there’s a bit of math, so it covers that base, too) to determine which hypotheses are best supported by the data. And, realistically, the data doesn’t support any of the hypotheses perfectly, just some of them more than others. Also, there’s a plot twist at the end (I won’t reveal it, but here’s a hint: Arthur Moreno isn’t nearly the biggest problem in the final analysis). I have had students tell me the surprising realization at the end of the discussion gives them ‘goosebumps.’

Finally, through the unexpected plot twist, it imparts what I call a ‘wisdom lesson’ to young managers: not to be too sure of themselves and to regard the experiences of others, especially experts out on the factory floor, with great seriousness.”

4. Lincoln Electric Co.

Karin Schnarr, Assistant Professor of Policy, Wilfrid Laurier University

“As a strategy professor, my favorite case to teach is the classic 1975 Harvard case  Lincoln Electric Co.  by Norman Berg.

I use it to demonstrate to students the theory linkage between strategy and organizational structure, management processes, and leadership behavior.

This case may be an odd choice for a favorite. It occurs decades before my students were born. It is pages longer than we are told students are now willing to read. It is about manufacturing arc welding equipment in Cleveland, Ohio—a hard sell for a Canadian business classroom.

Yet, I have never come across a case that so perfectly illustrates what I want students to learn about how a company can be designed from an organizational perspective to successfully implement its strategy.

And in a time where so much focus continues to be on how to maximize shareholder value, it is refreshing to be able to discuss a publicly-traded company that is successfully pursuing a strategy that provides a fair value to shareholders while distributing value to employees through a large bonus pool, as well as value to customers by continually lowering prices.

However, to make the case resonate with today’s students, I work to make it relevant to the contemporary business environment. I link the case to multimedia clips about Lincoln Electric’s current manufacturing practices, processes, and leadership practices. My students can then see that a model that has been in place for generations is still viable and highly successful, even in our very different competitive situation.”

5. Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth

Gary Pisano, Professor of Business Administration, Harvard Business School

“My favorite case to teach these days is  Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth .

I love teaching this case for three reasons:

1. It demonstrates how a company in a super-tough, highly competitive business can do very well by focusing on creating unique operating capabilities. In theory, Pal’s should have no chance against behemoths like McDonalds or Wendy’s—but it thrives because it has built a unique operating system. It’s a great example of a strategic approach to operations in action.

2. The case shows how a strategic approach to human resource and talent development at all levels really matters. This company competes in an industry not known for engaging its front-line workers. The case shows how engaging these workers can really pay off.

3. Finally, Pal’s is really unusual in its approach to growth. Most companies set growth goals (usually arbitrary ones) and then try to figure out how to ‘backfill’ the human resource and talent management gaps. They trust you can always find someone to do the job. Pal’s tackles the growth problem completely the other way around. They rigorously select and train their future managers. Only when they have a manager ready to take on their own store do they open a new one. They pace their growth off their capacity to develop talent. I find this really fascinating and so do the students I teach this case to.”

6. The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron

Francesca Gino, Professor of Business Administration, Harvard Business School

“My favorite case to teach is  The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron .

The case surprises students because it is about a leader, known in the unit by the nickname Chaos , who inspired his squadron to be innovative and to change in a culture that is all about not rocking the boat, and where there is a deep sense that rules should simply be followed.

For years, I studied ‘rebels,’ people who do not accept the status quo; rather, they approach work with curiosity and produce positive change in their organizations. Chaos is a rebel leader who got the level of cultural change right. Many of the leaders I’ve met over the years complain about the ‘corporate culture,’ or at least point to clear weaknesses of it; but then they throw their hands up in the air and forget about changing what they can.

Chaos is different—he didn’t go after the ‘Air Force’ culture. That would be like boiling the ocean.

Instead, he focused on his unit of control and command: The 99th squadron. He focused on enabling that group to do what it needed to do within the confines of the bigger Air Force culture. In the process, he inspired everyone on his team to be the best they can be at work.

The case leaves the classroom buzzing and inspired to take action.”

7. Warren E. Buffett, 2015

Robert F. Bruner, Professor of Business Administration, Darden School of Business

“I love teaching   Warren E. Buffett, 2015  because it energizes, exercises, and surprises students.

Buffett looms large in the business firmament and therefore attracts anyone who is eager to learn his secrets for successful investing. This generates the kind of energy that helps to break the ice among students and instructors early in a course and to lay the groundwork for good case discussion practices.

Studying Buffett’s approach to investing helps to introduce and exercise important themes that will resonate throughout a course. The case challenges students to define for themselves what it means to create value. The case discussion can easily be tailored for novices or for more advanced students.

Either way, this is not hero worship: The case affords a critical examination of the financial performance of Buffett’s firm, Berkshire Hathaway, and reveals both triumphs and stumbles. Most importantly, students can critique the purported benefits of Buffett’s conglomeration strategy and the sustainability of his investment record as the size of the firm grows very large.

By the end of the class session, students seem surprised with what they have discovered. They buzz over the paradoxes in Buffett’s philosophy and performance record. And they come away with sober respect for Buffett’s acumen and for the challenges of creating value for investors.

Surely, such sobriety is a meta-message for any mastery of finance.”

More Educator Favorites

Emily Michelle David is an assistant professor of management at China Europe International Business School (CEIBS). Her current research focuses on discovering how to make workplaces more welcoming for people of all backgrounds and personality profiles to maximize performance and avoid employee burnout. David’s work has been published in a number of scholarly journals, and she has worked as an in-house researcher at both NASA and the M.D. Anderson Cancer Center.

Devin Shanthikumar  is an associate professor and the accounting area coordinator at UCI Paul Merage School of Business. She teaches undergraduate, MBA, and executive-level courses in managerial accounting. Shanthikumar previously served on the faculty at Harvard Business School, where she taught both financial accounting and managerial accounting for MBAs, and wrote cases that are used in accounting courses across the country.

Robert D. Austin is a professor of information systems at Ivey Business School and an affiliated faculty member at Harvard Medical School. He has published widely, authoring nine books, more than 50 cases and notes, three Harvard online products, and two popular massive open online courses (MOOCs) running on the Coursera platform.

Karin Schnarr is an assistant professor of policy and the director of the Bachelor of Business Administration (BBA) program at the Lazaridis School of Business & Economics at Wilfrid Laurier University in Waterloo, Ontario, Canada where she teaches strategic management at the undergraduate, graduate, and executive levels. Schnarr has published several award-winning and best-selling cases and regularly presents at international conferences on case writing and scholarship.

Gary P. Pisano is the Harry E. Figgie, Jr. Professor of Business Administration and senior associate dean of faculty development at Harvard Business School, where he has been on the faculty since 1988. Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy. His research and consulting experience span a range of industries including aerospace, biotechnology, pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.

Francesca Gino studies how people can have more productive, creative, and fulfilling lives. She is a professor at Harvard Business School and the author, most recently, of  Rebel Talent: Why It Pays to Break the Rules at Work and in Life . Gino regularly gives keynote speeches, delivers corporate training programs, and serves in advisory roles for firms and not-for-profit organizations across the globe.

Robert F. Bruner is a university professor at the University of Virginia, distinguished professor of business administration, and dean emeritus of the Darden School of Business. He has also held visiting appointments at Harvard and Columbia universities in the United States, at INSEAD in France, and at IESE in Spain. He is the author, co-author, or editor of more than 20 books on finance, management, and teaching. Currently, he teaches and writes in finance and management.

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Home » Human Resource Management » Case Study of Dell: Employee Training and Development

Case Study of Dell: Employee Training and Development

Michael Dell, the CEO of Dell Computer Corporation, in a recent annual report, summarized where the CEO stands on the role that learning plays in his company. He said it was people who produced results in any business, laying emphasis on how building a talented workforce remained Dell’s greatest priority as well as its greatest challenge. This challenge contained two primary issues. The first being training, developing and retaining their existing employees so they continue capitalizing on the career opportunities Dell’s growth provides them. The second being to actually successfully recruit employees at all levels to support Dell.

The CEO said the company progressed pertaining to both issues in the previous fiscal year, adding Dell would continue to keep it a critical area of focus. Dell filled more than half of its executive-level positions with promotions from within the organization, hiring the remaining externally. Dell also modified its core training and development programs to improve employee effectiveness as well as, for the second successive year, compensation programs.

Michael Dell said hyper-growth companies that lack long-established practices have better chances of adapting with the ever-changing environment, while laying emphasis on the fact that enough structure had to be in place to ensure that growth would not go out of control. He said hyper growth needs to be dealt with in a particular manner regarding learning and leadership development.

Dell Learning was established to meet Dell`s needs pertaining to human resources. Although training had always been an integral part of Dell, in 1995, it realized the need for greater emphasis on ensuring the employees were sufficiently skilled to keep up with the firm`s hyper growth. Dell Learning, following the expansion in 1995, was also assigned a series of objectives:

• Bringing learning in line with Dell`s key business
• Making learning directly and openly available
• Creating a clarity around competencies required to maintain Dell’s hyper growth
• Providing consistency through a global curriculum

Naturally, as a response to hyper growth, Dell had to structure three fourths of its training program to target new employees, products and basic job skills. A centralized corporate team was established for training development and administration. Training managers were appointed to:

• Develop business based educational plans
• Hold business leaders responsible for execution of plan
• Ensure that sufficient resources exist to execute the plan
• Report on the plan’s impact

In addition to providing strategic direction, the corporate team includes fulfillment teams that serve Dell’s different businesses on demand. One team produces learning tools for training sales and technical audiences on Dell’s products and services. Another, ‘Education Services’, manages classrooms, registration, scheduling, tracking, and other logistics. A third group consists of highly experienced instructional designers who oversee development projects requested by the businesses. Essentially, the training organization operates as a federation. There are three parts: Corporate Training, Regional (HR) Training, and Regional (Non-HR) Training, held together by the senior management team and a series of Dell Learning councils.

The corporate group comprises six major elements:

• Corporate and Regional Operations – global education planning, financial management and reporting, and process and infrastructure.
• Dell Learning Services – instructional design services and consulting.
• Dell Learning Technology Services – enables rapid distribution of new learning technologies.
• Education Services – handles event management, vendor management, registration, facilities, and a wide range of administrative services.
• The New Product Training Group — provides core training materials for sales and technological support.
• The Program Management Office – develops strategies and aligns them with global curricula to support strategic initiatives. The specific areas of focus shift from year to year based on business needs.

The Corporate Group reports to Human Resources, a few groups, do however, report to marketing or customer service organizations even though they still take part in management meetings, operations reviews, and global strategy sessions.

This organizational structure is, in part, a response to Dell’s hyper growth status. The company’s training charter was revised around the time Dell University was reassessed and thereby renamed Dell Learning to include:

• Education should be business-issue based
• Education should be as cost-effective and time-effective as possible
• Business managers should be in charge of managing their own training investments
• Education must be flexible and able to scale
• All training should be competency based
• All learning should be just enough, just-in-time
• Learners should be in control
• Learning solutions have limited shelf life and should be treated accordingly
• Learning occurs everywhere, so our obligation is to leverage it across the organization
• The education function must create access to the intellectual capital of Dell

The establishment of such a charter as well as the nature of the computer business have forced Dell to take an aggressive take towards technology-enabled learning. In order to put learners in control, it was essential that learning solutions be available to them all the time, as well as them being able to control what they learn and when. Low-tech solutions made that possible, however, classroom learning never could. Technology has made learning omnipresent and a natural part of work.

Related Posts:

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Case Study on Training and Development

Training and development case study:.

Training and development is the complex of actions and processes which are aimed at the improvement of the employees’ quality and productivity of work. Every organization, from a small firm to a great corporation functions well only due to the professional skills and proper education of its employees.

A skillful and smart manager hiring an employee should be able to predict whether he is able to cope with his duties, whether he possesses enough knowledge and nerves to fulfill with his work in the most difficult and stressing situations which require fast urgent reactions.If the applicant meets the manager’s expectations, he will have to go through the long way of training and development to achieve skills required the organization. First of all every novice employee it trained by more experienced workers, who know about their profession everything. At first they do simpler tasks, but later every employee starts working as the others and develops his knowledge and skills required for successful high-quality work for the profit of the whole company.The problem of training and development is important for every businessman who expects to hire the best people in his team.

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Every boss knows that time is money and when an employee requires too much time for training and development, the company loses money. So, in order to make the process of training fast, managers and the boss himself have to create the most effective methods and techniques for training in the shortest terms. This will save money and award the company with a new professional. A well-organized case study should be logically constructed, well-analyzed and researched in detail. A case study hides a certain problem connected with training and development and a student has to investigate the problem profoundly to understand the reason of the problem and analyze its consequences. One can also think over whether the solution of the problem was professional or whether it is possible to brainstorm much more effective solution, which can reduce the effect of the consequences.

It is sometimes difficult to prepare a good case study, because the process demands much time and nerves. One has to collect enough data to explain the problem of the case from all sides and to make a proper structure for the paper, which will satisfy the professor. This job is very complicated for inexperienced students, so they need high-quality writing help of the expert. One of the best solutions is to read a free example case study on training and development policy in the web. This help will be useful for students to catch the idea of the professional manner of writing.

A free sample case study on training and development disadvantages will not only broaden student’s outlook but teach how to complete a good paper yourself.

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Executive Vice-President & CHRO | DEI & Talent Leader | Passionate about Growing & Empowering Latinas | Executive Coach.

The most successful and forward-thinking organizations recognize that fostering diversity, equity and inclusion creates a strategic advantage by bringing in diverse perspectives and experiences and ensuring their culture is one where employees can thrive. These companies also understand why the partnership between DEI and HR is so crucial . As a chief executive who oversees both HR and DEI functions, I'll share a few ways that I've seen the DEI and HR partnership create better outcomes for organizations and employees.

1. A Holistic Approach To People Practices

For organizations to have the biggest impact on their culture, leaders need to view their people practices holistically. That means understanding the many ways HR and DEI practices intersect and purposely leveraging those opportunities to strengthen both areas and their outcomes. Some successful examples I've seen include bringing together HR benefits professionals with DEI colleagues to co-design more equitable benefits offerings or ensuring the HR business partner teams have gone through DEI consulting training so they can better support business units in creating diverse, inclusive, high-performing teams.

In short, when HR professionals bring their expertise to the table and engage fully with their DEI teams, they can design policies, programs and initiatives that promote fairness, equity, representation and growth. Conversely, a lack of alignment can stall progress on evolving people practices and advancing DEI, leading to team fatigue and frustration.

2. Recruitment And Retention

Effective recruitment and retention strategies require a DEI lens. HR professionals, in collaboration with DEI experts, can ensure that job descriptions are inclusive, interview panels are diverse and recruitment efforts reach underrepresented talent pools. Moreover, they can work together to create an inclusive onboarding process that helps new hires feel welcome and connected. Within the existing workforce, DEI and HR can both support employee resource groups and recognition programs, which are known to be effective in the retention and engagement of employees.

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DEI training is essential for building cultural competence and combating bias, but typically learning and development will sit within HR's talent management practice or center of excellence. When HR works closely with DEI to integrate DEI content into existing training programs, core training topics such as unconscious bias, microaggressions and allyship can be delivered. By building a learning culture that embeds DEI and holds leaders accountable, organizations can expedite the cultural competency of their workforce. This can't be done as effectively if DEI is trying to deliver training separate and apart from an organization's broader talent curriculum. In many high-performing organizations, skills and competencies that incorporate key DEI principles are core to the company's training curriculum. For example, an organization that establishes "inclusive leadership" as a core competency, creates an expectation and accountability that all leaders will learn and demonstrate inclusive traits and behaviors, thus embedding DEI into the culture of the organization.

4. Addressing Workplace Issues

When conflicts arise, there may be circumstances where HR and DEI professionals can collaborate to address them more effectively. Whether it’s resolving interpersonal disputes, investigating discrimination claims or promoting respectful communication, bringing the DEI lens to employee relations challenges may be a more effective strategy for reaching fair and equitable outcomes. Additionally, they can create safe spaces for employees to voice concerns and seek guidance. One way to ensure DEI expertise is leveraged in addressing workplace issues is to designate an EEO officer who is skilled in diversity, equity and inclusion and sits outside of the HR organizational structure. Having an independent, highly skilled facilitator for workplace issues that involve reports of discrimination, microaggressions or inequitable treatment can benefit both the individual(s) involved and the organization in reaching a satisfactory resolution. Often employees facing workplace challenges want to feel heard and seen, and having a skilled EEO officer or ombuds person can help in those situations.

5. Data-Driven Decision-Making

Effective HR and DEI teams collect and analyze workforce data—including diversity metrics, turnover rates and pay equity—to make better decisions. Too often, these teams work in silos, looking at data through a narrow lens and trying to create strategies and solutions that may not be holistic. When both teams work together, they can bring their unique perspectives to what they are seeing in the data and collaborate on the right strategies to solve challenges.

Advancing an inclusive culture is an ongoing journey. When HR and DEI collaborate effectively, they accelerate that journey by leveraging their collective expertise. Ensuring these two teams can work seamlessly together will help create an environment where every employee feels seen, heard and valued.

If your HR and DEI teams aren’t working as interconnected partners, you may not be getting the most out of your efforts. Setting an expectation across both disciplines that working together brings better, faster results will help your organization reach its goals more quickly.

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Merrill Lynch's training course to work with wealthy clients involves graded exams, hitting asset goals, and landing clients. One trainee explains how it works.

• Financial advisors are retiring faster than banks and wirehouses can replace them.
• Merrill Lynch has overhauled its training program to produce more young advisors.
• 25-year-old trainee Lindsey Clark told Business Insider what it takes to make the cut.

Nearly four in 10 financial advisors plan to retire in the next 10 years, according to market researcher Cerulli Associates. These future retirees manage trillions in assets, and banks and wirehouses are struggling to find new advisors to take over their books. Getting young advisors in the door is only half the battle; nearly three-quarters of rookie advisors leave the industry after three years, per Cerulli's 2024 survey.

Bank of America's Merrill Lynch revamped its wealth manager training program, nearly three years ago and made several changes over the years, from cutting the length in half from 36 months to 18 months and banning cold calling .

The Merrill Lynch Advisor Development Program currently has 2,300 trainees preparing to work with its wealthiest clients. One of these trainees, 25-year-old Lindsey Clark, will become a full-fledged advisor at the end of March. The Chicagoan shared how she built a book of business and the toughest challenge on her path with Business Insider.

College grads start by working with branch customers and getting licensed

Wealth management was a natural choice for Clark, whose father was a buy-side analyst at Los Angeles-based asset manager TCW. She grew up overhearing his phone calls, while her mother managed the household finances.

"I got to see him manage more of the big picture and then her manage the day to day," she said. "When you think about wealth management, it really is a combination of bringing those two together, and I was interested in both."

Bank of America's advisor development program has three stages. Clark joined the program soon after graduating from UC San Diego in 2020.

As a financial solutions advisor, she worked with branch clients, from students looking to open their first checking account to retirees who needed to transfer over 401ks. Clark also obtained her Series 7 and 66 licenses.

She spent a year in this role before meeting with a Merrill Lynch market manager and her direct manager to advance to the second stage. To show she knew the product suite, Clark had to hit several targets, from setting up credit cards to helping clients use Merrill Edge, a self-directed investment product.

"We always like to ask questions in threes," she explained. "What are the top three financial concerns that you have right now? What are the top three things keeping you up right now financially?"

Sometimes the answers require interpreting, she said. A retiree listing inflation as a concern really means that they are afraid of outliving their money, for instance.

Trainees have to complete a 10-week curriculum before getting face time with Merrill clients

For the second stage, she moved to a Merril Lynch wealth management branch. (More experienced hires who are already licensed can skip to this stage.)

It begins with 10 weeks of full-time study led by "the Academy," the bank's training unit. The morning session resembles a traditional class, according to Clark, and goes over concepts like having a "discovery conversation" with a client to assess their needs and putting together recommendations. The afternoon session is interactive with small groups of trainees led by an academy manager. They take turns having practice conversations, with one trainee, for example, pretending to be a parent preparing to send a kid off to college.

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Outside of the sessions, Clark had to complete modules on topics like portfolio models to opening accounts. Each module ended with a graded exam, which was usually multiple-choice. To graduate, Clark presented a financial plan for a hypothetical client to her two managers.

To reach the final stage, Clark built her own book of business

The second stage typically lasts 18 months, including the academy portion, but can be as short as 12 months.

The program is divided into six regional divisions encompassing more than 100 markets. Each market organizes its own social gatherings. Clark has found female advisor mentors in her Chicago office and is overseen by both a training market leader and a local resident director.

After graduating from the academy, Clark focused on education, asking senior advisors for guidance and studying market updates. Clark also earned additional accreditations in retirement planning and asset management. There are weekly virtual meetings for trainees that include updates from the chief investment office.

At several points during this phase, Clark had to reach production targets based on assets under management and new households. (Bank of America declined to specify the exact figures).

Since cold calling was banned in 2021 , Merrill financial solutions advisors do most of their prospecting through service calls to existing Bank of America customers who have been identified as potential wealth management clients.

"We are just reaching out to say, 'How is the relationship going? Are you receiving all of the services that you want to be receiving?" she said.

Trainees are also encouraged to find clients by networking locally. Clark recently started a running group in the office building, which includes companies other than Merrill Lynch. She also co-chairs philanthropic events for the Chicago chapter of Merrill Lynch's Women Exchange, which is running an upcoming "Shamrock Shuffle" run.

The hardest part of her training was also the most rewarding

Clark usually has two to four client meetings a day. There isn't a set protocol for how often to check in with clients, but she prefers quarterly reviews.

"I really insert myself in their life and their families," she said. "I know their pet's names, their kids' names. I want to be their trusted person that they can call and lean on."

Despite being nearly 30 years younger than the average financial advisor, Clark said she hasn't encountered any pushback from wealthy clients. "It's just getting them to trust that I will always act in their best interest," she said. She "100% admits" when she can't answer a question and turns to a bench of specialists in lending, estate planning, and other areas.

By the end of this month, Clark will meet her final asset and household goal. This will get her to the third and final stage: becoming a financial advisor.  She will join a Chicago-based team of advisors led by one of her mentors, Helen Balch.

Her favorite part of the program is talking to clients, though it hasn't always been easy. Her mother, who was her first client, died of lung cancer in August. Working 10 to 12 hours a day and helping clients plan their futures has been bittersweet.

"It was really difficult after that to show up at work and talk to my clients about their retirement dreams. I talked to my mom about all this, and she didn't get to have it," Clark said. "But it also at the same time inspired me because I was like, 'I get to do this for people.'"

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The domino effect of training and development for hospitality employees

Anthimos Georgiou

The competition in the hospitality and food and beverage industries is growing fast and to be successful and viable in these current tough times, hotels and restaurants have to adopt training and development strategies for their employees and managers.

There is a big debate about the cost of training and development and if it really pays off. Companies need to be competitive in the market, therefore they need to invest in T&D because of the impact that will have not only on employees, but also customers.

After many years of experience working in the hotel and restaurant industry, teaching University modules, and being a certified Train the Trainer educator, this model was created which showcases the importance, the connection, and the trigger effect of employee T&D on employee satisfaction and eventually customer satisfaction and loyalty.

The trigger effect of the model starts with Employee T&D.

Employee T&D

Increase of employee performance, increase of employee motivation/satisfaction, increase of service quality, increase of customer satisfaction, customer loyalty/increase of revenue.

Investing in T&D is crucial because the return on investment will be realistic. The hospitality industry is a people’s industry and there is a need for the employees to be always trained and developed. Responsible for the T&D of employees is the leader, and a true leader is the one that cares about the people and the tasks equally. Recognizing the importance of education and utilizing different styles of teaching will eventually motivate the employees to higher performance and will lead to higher customer satisfaction and loyalty.

Culinary Program Leader and a Senior Lecturer in Hospitality, International Management Institute in Switzerland

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MDHEWD and Full Employment Council Open New Satellite Office at UCM’s Lee’s Summit Campus to Better Serve Area Residents

By Janice Phelan, March 18, 2024

Area adults interested in a new career or job advancement now have the opportunity to obtain a variety of services related to workforce development and training at a recently opened satellite office at the University of Central Missouri’s Lee’s Summit campus. Representatives from the Missouri Department of Higher Education and Workforce Development (MDHEWD) as well as the Full Employment Council (FEC) will operate out of UCM’s Missouri Innovation Campus from 9 a.m. to 1 p.m. Monday through Thursday. Services available to both adults and students through these organizations include daily workshops on how to successfully create a resume, job interviewing skill sessions and quarterly hiring fairs, all at the Lee’s Summit location. In addition, the satellite office offers monthly testing through WorkKeys, an assessment designed to help people determine their best choices for career success. “MDHEWD is very excited about the opportunity to be part of the Missouri Innovation Campus,” said Julie Carter, director of the Office of Workforce Development. “This satellite office provides an opportunity to serve all students on campus and offer the community access to invaluable free job center services.” FEC representatives will also work with individuals to help them learn if they are eligible for scholarship funding for the University of Central Missouri’s industry-recognized certificate programs. Previously, those interested in scholarships had to travel to the organization’s Kansas City location for assistance. The new satellite office is designed to provide a one-stop, more convenient location for residents of Eastern Jackson County, Cass County and other areas outside the metropolitan area. All services are offered free of charge. “Having a one-stop shop for free resume and interviewing workshops as well as targeted job fairs is yet another way UCM serves our local community,” said Clarinda Dir, UCM workforce and professional education manager. “Prospective students will also be able to apply for scholarships and learn if they qualify for grants to pay for their certificate training. By welcoming MDHEWD to the Lee’s Summit campus, we are continuing to support our values of community, diversity, learning and opportunity.” For more information about the new satellite office, please email [email protected]. Additional information about the services are also available at jobs.mo.gov . To learn the latest news about workforce events planned at this Lee’s Summit location, sign up for UCM Lee’s Summit’s newsletter . The collaboration is especially advantageous to Lee’s Summit area residents since the Missouri Innovation Campus is also home to the university’s Center for Workforce and Professional Education . From this location, UCM offers both professional education and career certificate programs in high-demand areas such as healthcare, information technology, business and advanced manufacturing. Courses are offered in-person, online and hybrid to fit the needs of busy adult learners. A number of courses can be completed in as little as six weeks. Qualifying students have the opportunity to obtain debt-free scholarships covering their program’s cost.

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