Segway Case Study in Any Organization, New

Segway Case Study

In any organization, new employees often have difficulty during their initial period of adjustment -- there is a new company culture, new rules, a great deal of new material to learn, and clearly new policies, procedures, and people with which to interact. One of the more popular, and some say most cost effective, means of training is called OTJ, or on-the-job training. This implies that the person is hired, does not really have the complete requisite skills for the position, but will learn them as they work, typically from a mentor or other workers. OTJ training takes place during normal working hours, normal working situations, and uses the actual tools, equipment, or materials used in the everyday operation of the business. This is particularly valuable for vocational work because it is more "hands on." However, in the case of jobs that require more technical background, computer knowledge, customer issues, more cerebral than kinesthetic work, OTJ training may not always be the most appropriate (Lawson).

Segway's philosophy of "teaching [employees] what they need to know" may be effective in certain cases, but the learning curve due to day-to-day operational issues, the large volume of technical material, and the wide variety of issues that come up regularly, may require a more standardized, less individualized approach, at least for the initial period. While OTJ training is task based, has low costs and is suited for smaller groups; as Segway has grown, there are a number of technical commonalities that can be generalized for more employees -- why tell 10 employees the same thing using 10 different mentors at 10 different times, when the information can be communicated 1 time with 1 trainer? In addition, OTJ can be inconsistent since it varies depending on the trainer. Segway is larger and complex enough to now use a professional HR or training personnel, getting the message out consistently and more completely; perhaps even utilizing a formal manual. In addition, Segway is now large enough that it needs a foundation manual so that every employee has access to some of the same basic information, without resorting to different interpretations, picking up bad habits, or doing it "only the way" the trainer indicated, rather than a more complete approach. Certain, OTJ supplemental training is valuable, but Segway can perhaps use a more complete and consistent program during this stage of its development (Hammermesh and Kiron).

Part D

Scale

Position and Justification

9

Could be expected to conduct a full day's sales clinic with 2 new sales personnel and develop them into top sales people.

CEO -- Certainly should be able to handle any function 1-9, but might not be the best at it due to focused managerial and leadership issues.

VP of Sales or National Sales Manager -- Should be able to not only train and develop staff, but have the latitude and expertise to handle any issue 1-9.

8

Could be expected to give his sales personnel confidence and a strong sense of responsibility by delegating many important jobs to them.

Department or Group Manager -- Needs to be able to delegate appropriate so that needed tasks are done; this level manager could exceed into #9 depending on the functional area. For example, the company might not want the VP of Finance to give a day sales' clinic since the focus and job expertise are different.

7

Could be expected never to fail to conduct training meetings with his people weekly at a scheduled hour and to convey to them exactly what he expects.

All managers with employees below the mid-level department manager.

6

Could be expected to exhibit courtesy and respect towards his sales personnel

Mid-Level Department Manager or Director -- Should still be hands on (tactical) enough to encourage both respect, warmth, and when appropriate, criticisms necessary to grow the business.

5

Could be expected to remind sales personnel to wait on customers instead of conversing with each other.

4

Could be expected to be rather critical of store standards in front of his own people, thereby risking their developing poor attitudes.

3

Could be expected to tell an individual to come in anyway even though he or she called in ill.