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.”
Q6
Decision Making MULTIPLE CHOICE
Dheeraj assigned a repeat client of Nandini Hegde, another very senior trainer, to Kirti Gowda, a promising young trainer. A few days later, the client company reached out to Nandini, off the record, and informed her that they were very unhappy with Kirti’s training. They also shared that Dheeraj, when informed about this, had claimed that the client would appreciate Kirti with more exposure to her training programs.
What BEST can Nandini do to regain the client for herself, without appearing to be against the organization’s focus on providing the young trainers more opportunities?
Answer: E
Stakeholders and criterion: Nandini wants to win back her client, which is unhappy with Kirti. She must not appear to oppose the organisation's push to give young trainers more opportunities. Other stakeholders are the client, Kirti and Dheeraj (TAO).
Why option 5 is best: if Kirti co-trains with Nandini, Nandini is back in front of the client and quality is restored. Kirti keeps her place on the programme and improves through mentoring. The proposal goes formally through Dheeraj, so it supports the young-trainer agenda instead of fighting it. Every stakeholder gains.
Option 1: pushing the client to complain to the CEO goes over Dheeraj's head and makes Nandini look like she is plotting against him.
Option 2: telling Kirti to opt out sidelines a young trainer, which is exactly the anti-young image Nandini wants to avoid. It also goes beyond her role.
Option 3: coaching the client to demand her alone looks self-serving and shuts the young trainers out.
Option 4: confronting Dheeraj with what the client told her off the record is adversarial, and it offers no solution.
