Harambee University

Faculty of Business and Economics

Post Graduate program Department of PM

Course Manager: Dr.Bekele Shibiru
Course Name :-HRM
Individual Assignment II
Section B
YEAR:-1st
Name ID
1.Jundi jima finkila 223431/15 R

Submitted date /2024

Case question

Betty Warren has been supervisor of the Claims Adjustment Unit for the state Department
of Unemployment Insurance for over two and a half years. The Claims Adjustment Unit is
responsible for processing claimant appeals concerning either incorrect payments or
administration judgments made on their application. Although the work is often frustrating
and difficult, Betty nonetheless enjoyed her job and her work until Kirstina Williams joined
the unit. That is why the current situation with Kirstina is so irritating to her.

When the department went through a cost-cutting reorganization not long ago, Betty
inherited Kirstina Williams, a 54-year- old employee who had been with the agency for
over 28 years. Kirstina was pleasant enough to get along with and could do certain parts of
her job fairly well, but, as Betty came to discover, she just could not seem to master one of
the key tasks of the unit that all employees needed to know: how to complete the
adjustment Determination with standard form.

The standard form is the basic form used to record the information and decisions made on
each applicant’s appeal. The procedure associated with this form includes the following
steps:

1. Verify that all the information supplied is correct.

2. Look up the individual’s eligibility criteria from the appropriate table in the state
codebook.
3. Make a decision and develop a reason

On the average, claims Adjustment clerks are expected to complete 15 of these forms a day.
Betty had found from her experience that it typically took about four to six weeks for new
employees to reach this level of performance.

On Kirstina’s first day with the unit, Betty showed her how to carry out this procedure.
Kirstina watched as Betty completed each step. She took no notes, only smiled and nodded
her head as Betty worked through the procedure. At its conclusion, she asked no question
and said that she understood. Already a little late for a meeting, Betty left Kirstina at her
desk to start work.
Three days later, Betty received a bundle of forms that Kirstina had processed, but they
were all incorrect. She called Kirstina into her office and explained the procedure again.
Kirstina watched very closely, nodding and smiling and looking very intently at what Betty
was doing. Again, Kirstina asked no question. Betty finished the demonstration, and
Kirstina returned to her desk.

Over the next two weeks, Betty continued to receive incorrect forms that Kirstina had
processed. Now, after three weeks on the job, Kirstina is barely doing 10 forms a day
correctly. However, she has been making some slight progress and the number of incorrect
forms has been falling.

Betty thinks: “ Kirstina surely has a bad memory. She simply can’t recall what she was told.
She’s been bluffing about learning what I told her.”

Case questions

1. What is the possible title for the case?

2. What standards should Betty set for Kirstina during her first month on the job?
3. Did Betty do good job training to Kirstina?
4. Is Kirstina unwise worker?
5. How should Betty have trained Kirstina?
6. Create training routine to train Kirstina?

Answers to case question

1.What is the possible title for the case?

Possible title for the case: "Training Challenges in the Claims Adjustment Unit"

2.What standards should Betty set for Kirstina during her first month on the
job?

Standards Betty should set for Kirstina during her first month on the job:

1. Clearly outline expectations for the number of forms to be completed accurately each
day.
2. Provide ongoing feedback and support to help Kirstina improve her performance.

3. Set specific goals for improvement and track progress regularly.

4. Encourage open communication and provide opportunities for questions and

clarification.

5. Offer additional training or resources as needed to help Kirstina succeed.

3.Did Betty do good job training to Kirstina?

Did Betty do a good job training Kirstina?

While Betty made an effort to demonstrate the procedure to Kirstina, it is clear that the
training was not effective as Kirstina continued to make mistakes. Betty should have taken
a more hands-on approach and provided more opportunities for practice and feedback.

4. Is Kirstina unwise worker?

Is Kirstina an unwise worker?

It is not fair to label Kirstina as an unwise worker based on her struggles with learning the
procedure. It is possible that she may have a different learning style or may require
additional support and guidance to succeed in her role.

5.How should Betty have trained Kirstina?

How should Betty have trained Kirstina?

Betty should have taken a more structured approach to training Kirstina, including:

1. Breaking down the procedure into smaller, manageable steps.

2. Providing written instructions or job aids for reference.

3. Allowing Kirstina to practice completing the forms under supervision.

4. Offering regular feedback and encouragement to help build her confidence.

 6.Create training routine to train Kirstina?

Training routine to train Kirstina:

 Day 1: Review the standard form procedure and provide a detailed explanation of each
step. Allow Kirstina to ask questions and take notes.

 Days 2-5: Supervised practice sessions where Kirstina completes forms under guidance
and receives immediate feedback.

 Week 2: Review progress and address any areas of improvement. Provide additional
resources or support as needed.

 Weeks 3-4: Continue to monitor performance and provide ongoing feedback and
coaching to help Kirstina reach the desired level of proficiency.

 Regular check-ins and support beyond the initial training period to ensure sustained
improvement.