The Paradox of Training Metrics

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Abstract

The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.

Additional Information

Product Type Case
Reference No. HRM0236
Title The Paradox of Training Metrics
Pages 14
Published on Sep 26, 2017
Year of Event 2008-12
Authors Sinha, Anamika; Varkkey, Biju;
Area Human Resource Management (HRM)
Discipline Human Resource Management
Sector Manufacturing
Keywords Cultural Change; Training Metrics; Training Evaluation; Religion-based HR System; Employee Engagement
Country India
State Gujarat
Organization Ratnamani Metals and Tubes Ltd
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