IONS CONSULTING: THE MP^2 TRAINING PROGRAM

Introduction

Ions consulting: The MP^2 Training Program case study written by Seung
Hwan (Mark) Lee, The “IONS CONSULTING THE MP 2 TRAINING
PROGRAM” Case is based on a current managerial and strategic problem being
faced by the organization, which must be solved tactfully to allow progression,
as well as maintain a competitive position. While talking to company ions
consulting ICS started in 1989 in downtown Vancouver Over the years, ICS had
achieved success by developing its client portfolio primarily with health care
and telecom companies, assisting them in various IT-related projects. ICS’s core
competence lay in IT project solutions, company help client to improve the
project execution with regards to budget, Schedule and efficiency the company
use to focus on system integration, Network management, Custom application
development, e-commerce development. In 2003 the company is having three
offices in Canadian cities (Winnipeg, Toronto, Vancouver) with over more than
60 employees. But after some time, the company is facing a problem related to
employees.
Some of the employees laid off to reduce the costs during the IT Downtown in
2006 near about 60 employee laid off across the three cities as underperforming
employees were laid off, some of the high performing employees started
looking for a new job due to perceived job insecurities they all are looking for
this steps. By this activities the proportion of employees with more than 5 years
of consulting experience fell sharply from 70% in 2001 to 40% in 2006, After
this, the company started hiring low paid, less experienced and consultant based
on availability rather than consulting experience to fill the void, by this the
quality of work of the company reduce.
The recently hired human resources (HR) director Clark Loon had to come up
with a program that would meet the needs of transferring knowledge from older,
more experienced project consultants to the junior and newly hired
inexperienced associates. The HR director designed a program called the
Mentoring Management Project for Professionals (MP 2). The program met
with great resistance from all levels of the organization, which made the
development and implementation process more difficult. The MP 2 program
was implemented on a trial basis and after four months, due to mixed results,
the HR director was more confused than ever. He had three days left to prove to
the executive board that the program is worth the cost, the time and the
resources to implement.
Summary