Summary of the Case Study
In customer service, metrics on handling transactions change, which requires a new application of skills to deliver to the client. That happened to UniLine Sportswear Group for the Eastridge Mall under Barnes and Marcus Department (“EZ-FLOW or not? 2021”). The firm initiated a systems migration to replace its outdated processing system in the retail functions. The new system, EZ-FOW, is more streamlined than the company’s antiquated computer information system. The system requires new skills to operate, access, complete transactions, and make corrections on the point of sale while the customer waits across the counter.
Bob Jones has encountered a problem in his inability to master the new system, despite the training given to company employees, including supervisors, for which he is responsible. Linda Martinez, the manager, has noticed that Jones has not been efficient in completing sales transactions on time, and there have been customer complaints (“EZ-FLOW or not? 2021”). Occasionally, Bob refers customers to another sales point or consults with other sales associates while customers wait in line. As a result, Linda understands that Bob has not effectively mastered the EZ-FLOW operations and is prompted to take action that may bring adverse effects to Bob Jones.
Learning and Training Issues Presented in the Scenario
In the case study, two issues are present: the complexity of the new software and the lack of scalability in personalized training and development. The new system’s complexity is a learning issue resulting from the combined weight of the changes required in transactions. The issue arises when employees must master how to operate EZ-FLOW, access the system, complete transactions on time, and make corrections on the terminal, which requires technical expertise (“EZ-FLOW or not? 2021”).
Lack of scaling is an evident training issue because the training was conducted simultaneously for all employees without personalizing the program to account for each employee’s specific capacity to operate the system. The training was conducted once, and had a poorly organized notebook that served as a manual for the program.
The scaling problem arises when Bob faces the challenge of operating the system without assistance from his juniors, and delays on his part have led to his openly acknowledging system incompetence. The transfer of the transaction to another associate clearly shows that if Bob had been trained to fit his ability, he would have obtained the required skills, which require time (“EZ-FLOW or not? 2021”).
Therefore, the absence of scaling, given that Bob had not interacted with technical computer systems despite his rich experience, means the training was ineffective for everyone. The complexity issue is for the sales associates at Barnes and Marcus Department. The lack of personalized training and development is particularly evident for workers like Bob, who require comprehensive training that covers both basic technical skills and the program’s operational aspects to operate the program effectively.
The likely consequences of the new system’s complexity are unsatisfactory customer experiences, employee turnover, and a poor working environment. Due to a lack of personalized or scaled training, various employees, such as Bob, will be left behind in terms of technical competence. That can lead to them being fired or demoted to another role that does not require EZ-FLOW to be used intensively.
The training and learning aspects linked to the new system’s complexity are improved productivity and increased job satisfaction. The reason is that for the team led by Linda to offer exemplary customer service, they need to undergo training for the new system, which will enhance customer satisfaction through interactions with sales associates. The lack of scaling is linked to retaining top talent and boosting morale among employees with new skills.
The complexity of the EZ-FLOW poses a human relations challenge, as it can lead to delays that may result in customer complaints and strained relationships between managers and sales associates. Thus, colleagues may develop workplace politics that lead to resentment due to the inconveniences caused by the introduction of new systems. Lack of scaling and personalized training development leads to a lack of confidence among colleagues. Linda may lose trust in Bob’s work, which makes other members see him as less competent. In that case, Bob will feel sidelined, and a cold war may ensue, making the working environment poor for everyone.
Handling the Issues
As Linda, I need to handle the matter in a rational, sensitive, and holistic way. I would address complex issues by conducting frequent training and experiments at least once a week, particularly when customer volume is lower. That would be possible by interchanging employees to learn to ensure that there are sales agents at the shop every hour. Regarding the lack of scaling, I would liaise with the trainers to offer unique and comprehensive training to employees, such as Bob, where they may require additional learning opportunities by setting aside extra time.
Alternatively, I would delegate roles to Bob that would not involve direct transactions when the customer is waiting. Like Bob, I would request special training to boost my technical skills. I would also learn from colleagues and practice that without relenting. If I were Bob’s colleague, I would help him by showing him the basics of computer applications to assist him in navigating the EZ-FLOW system interface. For example, I would show him how to drag and drop elements in an Excel sheet, use copy and paste shortcuts, and utilize multiple tabs to perform different functions simultaneously, among other key operational processes.
Unanswered Questions
The following question remains unanswered: How do learning and training help a company achieve its goals and objectives? What aspects of training are necessary for building a uniform workforce competence? What amount of training or learning should an employee have to work in digital environments? Why does institutional change take so long in the workplace? Apart from training, what other ways can employees streamline their operations?
To better understand learning and training, it is essential to know when learning is required and when training is necessary. The reason is that training may disrupt employee productivity, resulting in lower productivity levels than before. Learning is required under circumstances where trends in an industry change over time.
Additionally, it is crucial to determine the extent to which learning and training should be carried out so that a firm can ensure its employees are in a safe zone in terms of productivity. To gain a better understanding of what is happening in the realm of learning and training, it is necessary to venture into the real industry to experience real-time interaction with work functions. Furthermore, they need more case studies from real companies and real-life situations that can be found in the media or official reports, concerning the perspective of training and learning.
Reference
EZ-FLOW or not? Case Study. (2021). PDF.