Read the following scenario and answer the THREE questions that follow.
Humane Dynamix is a leadership training organization based in Mumbai. Established in 2015, the organization is gradually becoming a leader in behavioral training. In the organization, trainers are assigned to training projects based on their expertise. Corporates seek behavioral training services on a regular basis, from Humane Dynamix, for upskilling their executives. Humane Dynamix is headed by the Chief Executive Officer (CEO), to whom the Training Assignment Officer (TAO) reports. The TAO position rotates among the senior trainers for a fixed tenure; the CEO assigns this position to a senior trainer. Companies, desirous of hiring Humane Dynamix, share their training needs with the organization. The TAO assigns a trainer to the client. Typically, the satisfied client requests for a particular trainer that the client is satisfied, giving repeat business to Humane Dynamix from the same client company. However, the TAO takes the final call. Years of training experience plays a big role in client satisfaction, and hence, senior trainers conduct most training programs while the newly recruited trainers apprentice with them. However, the senior trainers have the autonomy to decide on who they want to accept as an apprentice. Further, during a training program, the senior trainer takes most of the sessions, if not all, while the apprentice helps the senior trainers to organize their sessions, and occasionally take a few sessions. As the apprentices gain experience, they start getting their own independent projects, but that typically takes quite some time. Dheeraj, a senior trainer, takes over as the TAO. As soon as he assumes the office, the CEO shares a concern with him: “We have a lot of young trainers who we have recently recruited. Since they are not known to the outside world, they do not get enough opportunities. Many of them are impatient to prove their mettle. Unless they are assigned more programs, we risk losing them rapidly.”
Q4
Decision Making MULTIPLE CHOICE
Dheeraj knows that his senior colleagues are very good at training, and, hence, they conduct most of the training programs. They keep the clients satisfied and, consequently, bring repeat business. However, as asked by the CEO, Dheeraj needs to do something to enable the young trainers get more opportunities and increase their training engagements.
Which of the following options should Dheeraj execute to BEST enable the young trainers to get more training opportunities, without affecting their relationships with the client companies?
Answer: A
Stakeholders and criterion: the CEO wants young trainers to get more opportunities so they do not leave. Senior trainers and clients matter too, because satisfied clients come back for particular senior trainers. The condition is that client relationships must not be affected.
Why option 1 is best: under the existing model, a senior trainer leads each programme and an apprentice assists. Requiring seniors to hand at least 30% of their sessions to the young trainers gives the juniors real training hours and visibility with clients. The senior trainer the client asked for stays in charge of the programme. Clients still get the trainer they trust, so the relationship is protected.
Option 2: asking repeat clients to switch to new trainers puts the very relationships the question says must be protected at risk.
Option 3: moving repeat projects away from the senior trainers clients asked for may leave those clients unhappy.
Option 4: asking seniors to give up their clients threatens those relationships too. It also pushes Dheeraj's task up to the CEO.
Option 5: searching for clients who are willing to accept juniors is slow and uncertain. It may produce few assignments, so it does not reliably meet the CEO's concern.
