Competitive Advantage of Training Program at Sol Group - Case Study Example

Student’s Name Professor’s Name Date University Sol Group Case Analysis Question 1: Organization Structure Sol Group utilizes a hierarchical form of organization structure. In this structure, operations are conducted by differences in tasks and especially concentrating on what really needs to be done. It is important to understand that structure’s focus on tasks assigns the employees’ base in a professional position and a reactive one for that matter. A good example in Sol Group can be noted that there exist a managing Director; Jack Hamstad who is going to be involved directly in all stages of the entire training program and specifically, he is going to be involved with the promotion of the alignments of the equipment needed for high address systems. Below the Managing director, there lies human resource manager/training; Christine Ohare who leads the Department of HR that is expected to support the entire process of performance evaluation and development of the entire collaborators. In addition to this, the company seeks to gain competitive advantage since the results of the initiative is set to ensure that the employees of Sol Group feel that they indeed have a structured career path and comprehensive and concise of a clear understanding of the steps they need to assume in order to fully their objectives. It further seeks to promote aspects related to cohesion within and outside of the company’s operations. Question 2: Competitive Advantage of the Training Program The fundamental focus of lunching the training program rests with Sol Group developing and even going ahead to strengthen its overall relations with both internal and external customers. In fact, it seeks to provide an imminent platform for promoting extensive and well-laid out corporate culture. The training program seeks to equip senior management with extensive acquisition of skills of coaching that will further foster them to assume the duty of coaches of development/talent and thereby, assist to meet the objectives of the company relating to cultural changes that is deemed to be crucial for penetrating a newer mode of behaving as a section of corporate culture. It is expected that a senior management and executive team that comprises of 15 will take part in the coaching program. Question 3: Key Points of a successful Coach A successful coach is set to have prior experience of working with an external company that is positioned within the international platform with a set of leaders and teams. Each of the managers is expected to successfully portray the capacity to assume a role of a career coach as a part of a new intervention as well as the overall review processess of the development. It is ascertained that these managers will surely to have had actively participated in the entire development of its staffing personnel through their immediate formations especially in the course of their daily routines and also show the ability of a role-playing games and other notable skills related to training. Question 4 Option 2 seems to be the most viable one. As opposed to option -1 for where the coaching firm is a national one, option 2 involves an international coaching firm that has extensive international experiences in corporate overall training. Consequently, the option tends to accomplish the much basic objectives required for the coaching training; promotion of transformational leadership within the entire organisation and avail a culture of learning and development. In my understanding, I think that Option-2’s five phases of the coaching program is extensive and fairly well laid-out in nature. In fact, to be specific, unlike the first option, option 2 entails a telephone coaching session as well as other significant individualized specific actions that are needed in relation to the expectations of the entire evaluation. As noted in this particular option, the overall goal of the coaching program fairly resonates with what the HR manager has set out, which to strengthen the overall skills of coaching and fundamental learning process as a way of improving possible alterations in the actual behaviours of the concerned parties. Question 5: Importance of Monitoring & Evaluation of Training Program The importance of the overall monitoring and evaluation of the training program lies in its ability to assist with the understanding and analysis of the success of the whole initiative as a whole (Crawford and Bryce 367-369). It further allows for a clear demonstration of the manner for which activities can result to a desired level of outcomes and helps to ascertain whether the resources deployed in the process were enough in conducting a robust evaluation since it portrays relationships in a more graphical manner. Subsequently, it facilitates the implementation of remedial set of measures that are necessary in getting programmes on a right platform and thereby depict accountability to the overall expected end outcomes of the training program. In monitoring and evaluating the training program at hand, one of the most fundamental approach would be the adoption of qualitative techniques that can help with the measurement of the level of change in such behavioral aspects as attitudes; knowledge, skills and their feedback experiences with the implementation of the program (Crawford and Bryce 369). Another relevant monitoring report for this training program involves the formulation of an activity monitoring report that would seek to explore the extent for which the program has impacted on the day-to-day operations of existing staff. It is important to note this model can trigger extensive sets of recommendations for improvement especially when feedback platforms availed to the staffing personnel is open and all-inclusive (Crawford and Bryce 369). Questions: Exercise no. 2 Question 1 Sol Group is currently experiencing uncertainties in enabling a clear and concise relation with both the internal and external customers. Yes, there is a need for the coaching program since it would help improve on the current state of its relations with this group of notable stakeholders. Certainly, the adoption of the coaching will help the company in meeting is secondary objective of ensuring that it has staffing personnel that are of high capabilities in the development of employees in relation with the corporate clients. As a result of these developments, it is expected that the coaching will indeed help strengthen the company’s overall support for enhancing its relationship with customers at all times. Question 2 The strategic skill that the coaching company can adopt lies in learning from employee’s actions. For instance, staff can be requested to go about their duties while serving customers and their immediate actions judged either positively or negatively depending with their attitudes, values and beliefs towards serving others. The Intrapersonal skill can be adopted through measuring staffing personnel of their self-awareness capability. This can be done by the coaching business by analyzing how each of the employees perceives themselves and is oriented towards their fellow colleagues. A better way is to analyze their body image. The interpersonal skills can be evaluated in relation to how each of the staffing personnel involved in the coaching process is able to bond with others in course of conducting daily business operations. Question 3 Option-2 five phases in the program has two of them dedicated to monitoring and developing skills performance. The two items include; a follow-up session/evaluation of the entire workshop with a level of commitment to even strengthen both action plan and fundamental competencies of each involved employee. To successfully monitor progress, the coaching firm seeks to conduct telephone coaching sessions and other notable particular actions that are needed in evaluation process. In essence, the fundamental objective of the entire coaching process involves the strengthening of the skills of coaching and fundamental learning process as a whole. There is a need to formulate the coaching initiative as being a mechanism for possible changes in actual behaviors. Question 4 Option 2 seems to be the most viable one out of the two options provided in the case. As opposed to option -1 for where the coaching firm is a national one, option 2 involves an international coaching firm that has extensive international experiences in corporate overall training. Consequently, the option tends to accomplish the much basic objectives required for the coaching training; promotion of transformational leadership within the entire organisation and avail a culture of learning and development. Sol Group should be able to ascertain whether Option 2 has a fundamental aspect related to international experiences in coaching program. It should try to negotiate in terms of whether the objectives set by the business coach will certainly result to accomplishment of overall business objective; ability to sustain customer relations. Works Cited Crawford, Paul, and Paul Bryce. "Project monitoring and evaluation: a method for enhancing the efficiency and effectiveness of aid project implementation." International journal of project management 21.5 (2003): 363-373. Read More