Work-Based Learning: Identifying and Resolving Issues in WBL Training Programs

This report evaluates the case study of B Clark engineering and provides recommendations to identify and resolve issues in their Work-Based Learning (WBL) training program.

Work-Based Learning

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................2
MAIN BODY..................................................................................................................................2
1.Initiatives to determine root causes for exiting situation..........................................................2
2. Integrating job competencies and monitoring for managing issues........................................3
3. Recommendations....................................................................................................................5
4. Reflection.................................................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
Work based learning (WBL) is defined as the negotiated, accredited initiatives of
promoting learning among individuals within work environment (Wall, 2017). This type of
learning is important aspect of training professionals so that they can utilize their capabilities and
skills in alignment with the business goals. However, it is very crucial for the businesses that
they must properly plan and execute WBL projects so that it can deliver quality outcomes in
terms of cost and efficiency. This report will evaluate the case study of B Clark engineering
which is facing issues in its WBL training program. It will provide recommendations to identify
and resolve the existing issues and performance gaps.
MAIN BODY
1.Initiatives to determine root causes for exiting situation
As per the analysis of case study it seems the first thing which went wrong was lack of
communication and project monitoring. Trainees does not seem to be concerned much about the
training initiatives. Lack of regular feedbacks and interaction can be one of the reason for such
casual behaviour of the employees. Another reason for the failure is that there is lack of
evaluation and monitoring. There were continuous complaints of customers and irregularities
from employee side but no strict action was taken against it. Despite the faults no questions were
raised on the responsible employees (Wall, Russell and Moore, 2017). This tend to develop
irresponsible behaviour of trainees and encouraged them to continue with this. Hence even the
performers who were doing well demotivated and gradually their progress was also hindered.
The training program initiative did not include any provision for identifying the potential
cause of risk identification. It was required that necessary risk must be identified before initiating
any program. The control and evaluation state of the programs seems to be missing. As a result,
employee participation in the program was not satisfactory. Instead of this if training would have
incorporated feedback and suggestions from the employees then it could have helped B Clark to
improve them as per individual needs. The role of new training head Mr. Cooper can be
considered as unsatisfactory because he lacks the experience of providing training to individuals.

Thus he used to continue the old methods and approaches of training without making any
modification in them as per market and individual needs. It created gaps between professional
requirements of individuals and training goals. Instead of this if regular feedbacks were received
by the leaders then employees could have presented their views on improving training
deliverables. Further there was lack of responsibility and motivation factors (Vogler and et.al.,
2018). When good performers were not recognised for their efforts then it demotivated them as
well as others and thus they stop taking efforts for learning. Gradually it created similar culture
at the workplace and all trainees started behaving in the same manner.
There was need of timely monitoring and communication so that a better culture could
have been developed in which learning is promoted and appreciated. Also lack of healthy
competition among trainees is also considered as reason for their effortless participation. There
were no challenging goals or need for competing each other. Thus training participants never
developed willingness to learn or compete with the other learners and this was the reason that
members never made additional efforts to improve learning. So it is also required that training
initiatives must also incorporate the soft and hard skills in the planning and execution phase. It
will lead to a positive perspective among learners.
When individuals observe that by active participation in training programs their hard
skills are developing then they tend to pay more attention and emphasis on work. However, with
the development it is the responsibility of the leaders and managers that they must identify the
soft skills of the participants so that programs can be improved positive actions can be
accomplished. In the existing situation when excellent soft skills were demonstrated by Sadik
then he was not appreciated and thus it slowly turned him down (Spikol and et.al., 2018). As
result of this other members of trainees were also convinced that training program does not need
any efforts because it will not contribute to any professional growth or any consequences in case
of errors or quality issues. Training deliverables must be alignment with the professional
competencies so that participants can feel understand the significance of training and does not
show any negligence.
2. Integrating job competencies and monitoring for managing issues
The current situations faced at Clark are also influenced by job competencies and skills.
Trainee team members are not given any role and responsibility. It has limited their

accountability and thus they used to ignore the sensitivity of training task. Due to this factor even
when dissatisfactory comments are received by client then also they show very casual attitude.
Thus it is very important that each individual must have clarity about its responsibilities and
accountability. It has been also observed that competencies can influence the perception of
people towards training initiatives (Henri, Johnson and Nepal, 2017). Each learner has different
ability and professional needs. In situations if training programs or methodologies does not meet
the needs of learners then they may not prefer to take any efforts. Thus it is very important that
training must be designed and delivered after assessing the individual competencies. Also many
times employees take training seriously only when they feel that such programs are beneficial for
their professional or personal growth. It is also possible that individuals may not understand the
purpose and need of training. In such situations trainers must give complete explanation of the
training need and its significance. The hard and soft skills are also considered as important aspect
which must be taken into consideration when initiating and implementing training approaches.
The soft skills such as flexibility, leadership style, adaptability and communication are inbuilt
skills of individuals. However, organisation must respect and value these skills so that
individuals are
Clark organisation can use several methods for keeping a track record of its
underperforming employees. In order to ensure the continuous improvement performance of
trainees must be regularly monitored (Huang and Lin, 2017). For this purpose, organisation can
use various methods. The first method is 360-degree feedback approach. In order to evaluate the
performance regular feedbacks must be received from managers, leaders, colleagues as well as
from employees. The self-evaluation by employees can also act as one of the measure to monitor
the growth and progress. The feedback must also be taken from the other team members so that
each individual will keep a review of performance of self and others. It will also encourage a
healthy competition within teams. Another effective method which can be used for monitoring is
reviews form customers. The business clients give honest and unbiased review. Thus when any
feedback is received from the customers they must be considered on serious note and a detailed
investigation must be set for them. It will also create a sense of responsible attitude among
individuals so that they will act very carefully to deliver best quality services and to perform
outstanding in the training programs (Mahasneh and Alwan, 2018). Goal setting is also one of
the influential method to monitor the performance of staff. When each of the team member is

assigned specific and measurable goals then they make additional efforts to accomplish the
goals. The timely achievement of such goals with required quality can itself become the most
appropriate method to monitor the underperformers.
3. Recommendations
The first recommendation which B Clark must adopt is that it must create more
interactive communication channels. There were several issues which deployed performance but
they were not identified because no feedback was taken from the trainees. Thus for training
programs performance evaluation must essentially incorporate 360-degree feedback mechanism
so that loop holes can be identified and performance standards can be maintained (Comyn and
Brewer, 2018). In order to enhance the efficiency of individuals a sense of accountability must
be developed between them. For this purpose, leaders and training head of organisation are
recommended to set standard goals and targets for every individual as per their competencies and
skills. It will motivate trainees to always stay focused on their work so that their accountability
and responsibility cannot be questioned by the upper management.
It has been also observed that many times conflicts between team members and work
culture of the organisation becomes reason for the declining performance of the employees. Like
when performance of Sabid was worsening and no strict action was taken by management then it
established an example for everyone that they can be casual towards their work. For resolving
such issues organisation must regularly monitor the performance and actions of individuals. For
the performance gaps individuals must be held responsible so that they can take effort to bring
improvement. The rewards or punishments are encouraged within firm to motive employees so
that they work with higher dedication and efforts.
To improve the project deliverables, it is also vital that leaders and management must
find the root causes of the issue. For instance, it is also possible that trainees do not find program
initiatives suitable for their competencies, job role or professional goals. In such situations
management must either bring changes to training mechanism or they must properly convey the
importance of training (Garad and Gold, 2019). Further it is also recommended that instead of
providing generalised training initiative organisation must also include some sort of personalised
element. The learning needs and capabilities may vary greatly and thus learning can be enhanced
when learning methods satisfy the individual needs. Thus B Clark is also recommended that it

must consider the requirements and competencies of its trainees so that they contribute high level
of participation in the initiatives and desired outcomes can be achieved.
4. Reflection
In my opinion the existing training programs lacks effective monitoring and evaluation.
The trainees include very efficient employees such as Mr. Sabid who were very good at learning
initially. However, with time they stopped putting in any effort. One of the reasons for it is that
there was no regular monitoring or involvement of trainees. Thus for encouraging their efforts at
first they must be communicated the purpose, process and expected outcomes of training. Such
programs are not meant for professional development but also help individually to grow
personally by improving their competencies (Chu and et.al.,2021).
However, in the B Clark situation it is possible that trainees are not finding this training
initiative helpful for them. Thus I think training methods must be improved and updated so that
trainees can find it important for them. Another important aspect which I think must be taken
into consideration is that most of the employees are not giving additional efforts because their
potential is not fully explored or valued by company. For instance, Mr. Sabid had leadership
qualities and was showing good progress. However, his efforts were not appreciated by any of
the top leaders nor were he given any opportunity to utilise his potential or learning.
Similarly, it is possible that some of the trainees were facing some issues but no feedback
was taken from them. It made them feel that these programs are for documentation or formal
procedures only and does not require any additional efforts. Another prominent solution which I
fell must be implemented is accountability. There were regular complaints and unprofessional
behaviour such as late arrival or calling sick more frequently. Thus organisation must try to take
strict actions against such irregularities (Malik and Garg, 2020). Regular performance evaluation
must be made so that employees can feel sense of accountability and responsibility. From my
personal experience I have observed that when senior management used to enquire deeply about
irregularities or negative customer feedbacks then it acts as motivation factor for employees to
work hard so that they do not have to face harsh decisions or evaluation.
After few month trainee began to show negative attitude and their interest reduced
significantly. I think one of the possible reason for this must be inappropriate training

framework. It is also possible that employees were not considering training as useful. Thus if I
would have been in position to take decision then I must have also reviewed training scheme.
Development programs must be prepared in alignment of latest trends and industry needs. It will
always encourage trainees to participate in program with more focus as it will have impact on
their own personal development (Vaganova and et.al., 2019). Another change I would like to
implement in B Clark is that each of the trainee must be given a chance to implement their
learning on business requirements as well. Since these training programs are conducted for
several months as well as for years. Many times employees may feel that they are not receiving
any challenging opportunity to prove themselves or to showcase their actual capability. Hence
training program must be made more interactive so that trainees can also be involved in decision
making and business processes.
Sabid was emerging as good team leader and other team members were also following
him. However, when his performance was not up to the mark it affected the other members as
well. I believe that it is the responsibility of the leader to ensure that its team members meet all
quality standards. Thus even if there are work related issues then instead of letting them
unresolved leader must discuss them with team members. It will incorporate a true sense of team
work and all individuals will work together to overcome the issue. In the given case study also if
Sabid and training head would have communicated openly about the negligence’s or the work
challenges then the training outcomes could have been improved. The performance gaps among
trainees were due to the lack of effort provided by them. Thus it was very important for the
training head and leaders to identify the potential causes for the issue (Rupčić, 2018). While
demonstrating my leadership qualities I have always adopted feedback mechanism so that
regular improvements can be made in my team members. Thus B Clark organisation must also
integrate feedback approach in its training initiatives. When trainees will be allowed to share
their ideas and opinions then they will take program more seriously and more productive
outcomes will be received.
CONCLUSION
It can be concluded from the analysis above that for long term success it is very important
that training and development programs must be implemented with proper planning and

monitoring. The lack of performance evaluation and inclusion of employees can question the
effectiveness of such projects. Thus it is very essential that organisations must regularly review
the process and outcomes of such initiatives so that necessary gaps can be identified. From the
study it has been also evaluated that training programs must also assess individual capabilities so
that they can help trainers to optimise personal as well as professional development. It will
improve the training outcomes and their feasibility.

REFERENCES
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