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    T D Case

    Uploaded by

    Sunny Dekomori

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    © All Rights Reserved
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    T D Case

    Uploaded by

    Sunny Dekomori
    13 views2 pages

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    T D Case

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    13 views2 pages

    T D Case

    Uploaded by

    Sunny Dekomori

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    MyMoney (CASE)

    “MyMoney” is a flourishing financial services organization with an excellent reputation. It


    employs around 2,000 people, 1,500 of whom work within the 150 branches across Canada,
    while the remaining 500 are employed at the company’s head office.
    To prepare to meet the anticipated shortage of branch managers due to massive retirements
    within the next five years, the human resources department decided to set up an annual
    management trainee development program. The success of this program is essential for the
    company to be able to satisfy its future needs for qualified human resources.
    The goal: At the end of each 12-month program, which begins in January (one program per year
    for 10 trainees over a five-year period), the trainees will be promoted to the position of
    assistant to the branch manager and paired with a manager who plans to retire in the not-too-
    distant future (a horizon of 24 months or less).
    You are the human resources professional that has been assigned to this project. You
    established the following five major steps:
    1. internal and external recruitment of a cohort of 10 high-potential trainees, once a year for
    the next five years;
    2. development of a training program for all branch managers;
    3. development of a training program for trainees;
    4. development of a welcome and integration program for trainees;
    5. one-on-one follow-up meetings with trainees, every six weeks.

    Your first follow-up interviews indicate that the project is attaining its objectives: the trainees
    are developing according to plan.
    Towards the second quarter, you realize that the project isn’t going as well as it should and
    that the trainees aren’t making any progress. They complain that on a day-to-day operational
    basis the managers treat them just like all the other branch employees and that they are no
    longer learning anything. On the other hand, according to information you received informally,
    some managers say they are snowed under with their own work and are also constantly being
    contacted by their regional manager about other projects, including their annual objectives,
    which are determined in January of each year. As a result, they have little if any time to devote
    to their trainee.
    You are aware of the importance of this program for the company and the human resources
    department.
    1. Identify the program’s strengths and weaknesses.
    2. Given the context, what steps should you immediately take to ensure your project’s success.

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