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Dow Chemical Company | Case Study on Employee Development

   

Added on  2020-03-16

9 Pages2230 Words137 Views
Leadership ManagementProfessional DevelopmentDesign and Creativity
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Student’s Last Name 1Case StudyBy (Name)CourseProfessorUniversityDate
Dow Chemical Company | Case Study on Employee Development_1

Student’s Last Name 2Case Study AssignmentQuestion ThreeConducting a training need analysis would assist Dow channel resources in areas that would contribute to employee development and enhance the performance of the firm. The reviewis useful because it indicates the areas that need improvement. The fields may include attitudes, skills, and knowledge that the workers may require in enhancing the activities of Dow Chemicals.The analysis is also essential to Dow since it makes managers and trainees committed. The study helped the manager and the vice president of Dow to recognize that the program that they used earlier ‘had a major weakness (Manuti, Pastore, Scardigno, Giancaspro, and Morciano,2015, pp.12). The program was missing a hands-on experience’ (CS) (Noe, 2017) that helped employees to understand the cultural context.Dow chemicals would analyze the procedure; the manager would formulate the objective of training whereby they wanted the staff to be in a position to cope with unexpected situations, acquire skills, and learn to solve problems. The second step is linking the business outcomes with the behavior of its employees. Dow’s managers through interviews and surveys should identify the capability of each employee, skills and the personal characteristics linked to the outcome of Dow Chemicals. Only the primary competencies are considered.The competencies that can be trained are identified by the managers. They determine what exactly they would want their staff to possess to perform their work efficiently (Pless,
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Student’s Last Name 3Maak, and Stahl, 2012, pp.880). According to Dow, expanding its global presence requires that its employees are capable of networking and develop relationships with the local commercial andthe government.Dow Chemical should then evaluate the competencies among its employees to find out if they possess any of the skills. The firm could employ assessments or a competency evaluation. The process helps evaluate observable behaviors. Otherwise, a 360-degree survey can be conducted.Dow would then determine the gaps in performance. This would help identify the possible employees who require improvement or require training. For example, Dow Chemical’s management commissions thirty-six potentially employees for training to improve on the skills and influence the performance of the firm.The management in Dow should aggregate the data collected in the above step on performance gaps and prioritize the training needs. It involves identifying the number of employees who needed the training (Tabassi, Ramli, and Bakar, 2012, pp.220). According to the case study, Dow Chemical choose thirty-six of its employees who were introduced to unfamiliar work surroundings to develop their skills.Determining the methods to use for training of employees would define how best the practice would impact on the staff. In the beginning, Dow Chemical used to send its employees ‘to week leadership development classes’ (CS) (Noe, 2017), but the technique had a significant weakness that it never taught employees how to understand the cultural context. This led to adopting a new leadership program called Leadership in Action.
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