1. Comment on Sam’s approach to training.

Would you want him working for your

organization? What are the benefits of his training programs to employees and the
organization?

Sam's method of teaching might have worked in the past, but it seems out of date and
might not be able to satisfy the demands of the company's present productivity goals.
While his classes may have been fun for the students, it is unknown whether they had
any real impact on job performance or the organization. It could be required to update
the training program and take a more strategic approach to training and development
considering the new productivity goals established by the company president.
Sam's suitability for a particular organization would depend on the needs and objectives
of that organization. Sam would be a suitable fit if the organization places a high priority
on retaining staff through interesting and entertaining training programs. However, a
different strategy for training and development may be required if the business is more
concerned with producing quantifiable improvements in work performance and
productivity.
The advantages of Sam's training initiatives could include improved morale,
engagement, and job satisfaction. Employees could value the chance to acquire new
abilities or knowledge in an enjoyable setting. It is challenging to evaluate the overall
advantages without statistics demonstrating that the training is successful in enhancing
job performance or contributing to the success of the organization.

2. To what extent is training and development at Flotation Ltd. strategic? What would
make it more strategic?

The case study's information leaves open the question of how strategically important
Flotation Ltd.'s training and development are. Although the business prides itself on
having a well-trained workforce and offers up to 30 hours of training per year to
employees, it is unclear whether this training is in line with the business's broader
 strategic objectives. There may be an opportunity for improvement in this area given
that the president is requesting a review of the training program and wants to see a 50%
increase in productivity per person over the following three years.
Training and development must align with the business's overall aims and objectives to
be strategic.
It also means that the training should be developed to enhance work performance and
support the organization's success. Regular evaluations are also necessary to make sure
it is accomplishing these objectives. By taking a more strategic approach to training and
development, Flotation Ltd. might be able to boost worker productivity and advance the
business.

3.  To what extent does Sam use the instructional systems design (ISD) model of training
and development? If he were to use the ISD model more fully, what would he do?
Comment on each step of the ISD model.

Sam's method of training seems to fall short of the instructional systems design (ISD)
concept in some respects. The analysis, planning, development, implementation, and
evaluation processes are all important components of the ISD model, which is a
systematic approach to training and development.
Sam would need to include each of the following in his training programs if he wanted to
employ the ISD model more fully:
Analysis: Sam would perform a detailed needs analysis to determine the organization's
and its workers' unique training requirements. This would entail identifying the target
audience, measuring performance gaps, and setting training objectives.

Design: Sam would then base the training program on the results of the analysis. In this
step, learning objectives are defined, suitable teaching strategies and resources are
chosen, and a comprehensive training plan is created.
 Development: Sam would create the instructional materials and content depending on
the design stage. providing or choosing pertinent content, designing exercises and
activities, and providing any necessary supplemental materials are all included in this.

Implementation: Sam would carry out the established plan when delivering the training
program to the attendees. This requires overseeing the training sessions, the learning
environment, and the interaction and participation of the participants.

Evaluation: Sam would assess the training's efficiency when it was over. This entails
obtaining participant feedback, evaluating learning outcomes, and determining the
effect of the training on worker performance and organizational objectives.

4.  How does Sam evaluate his training programs? Compare Sam’s evaluation to the
president’s objectives. If Sam were to evaluate training based on the president’s
objectives, what would he have to do? What do you think the results might be?

The details offered are unclear on Sam's evaluation process for his training initiatives.
However, given his emphasis on participant pleasure, it's probable that his evaluation
techniques will only include participant satisfaction surveys or first-hand accounts.
Sam would have to put in place more stringent evaluation techniques if he were to
evaluate training in accordance with the president's goals of boosting productivity per
employee by 50% over the following three years. This could involve monitoring
performance indicators before and after the training intervention, as well as evaluating
changes in employee knowledge, skills, and behavior because of the training. Sam would
also need to assess how training has affected productivity metrics like output, efficiency,
and quality.
The findings of such an evaluation would offer quantitative information on how well the
training programs supported the president's goals. It would make it possible to evaluate
 training's return on investment (ROI) more accurately and pinpoint areas that could be
changed or improved.

5. The president has asked Jenny to “take a close look at Sam’s operation.” What should
she do, and what should she report back to the president?

Jenny, the recently appointed vice president of human resources, ought to examine
Sam's training program in detail. She ought to begin by learning about the goals,
subjects, and modes of instruction of the current training initiatives. To evaluate the
efficacy and impact of the training activities, she should also study any assessment data
that is available.
Jenny should then contrast the training initiatives with the company's strategic goals and
the president's productivity-boosting aims. She needs to pinpoint any gaps or
misalignments between the present training strategy and the expected results.
Jenny needs to give the president a thorough report describing the advantages and
disadvantages of the existing training program based on her observations. She ought to
suggest any modifications or enhancements required to make the training department
more strategic and in line with the organization's objectives. This can offer ways to use
the ISD model, put in place stricter evaluation procedures, and connect training activities
to certain performance indicators. The report should include a step-by-step guide for
changing the training department into a strategic asset that boosts the overall
competitiveness and productivity of the business.