In today's current economy as budgets shrink, organizations have to make tough decisions about operational vs. support activities and their related costs. As a support department, Training and Development can be especially vulnerable to cost cutting measures. assume that you are a Training and Development Director and your CEO has just informed you that many of your current training programs (including management development programs) are being cut. Second, determine what quantitative and qualitative metrics that you should gather prior to responding to this information. Give a "rebuttal" response in which you inform the CEO that this is not a good decision for the company (hint: be sure to provide justification in your response)
In today's current economy as budgets shrink, organizations have to make tough decisions about operational vs. support activities and their related costs. As a support department, Training and Development can be especially vulnerable to cost cutting measures. assume that you are a Training and Development Director and your CEO has just informed you that many of your current training programs (including management development programs) are being cut. Second, determine what quantitative and qualitative metrics that you should gather prior to responding to this information. Give a "rebuttal" response in which you inform the CEO that this is not a good decision for the company (hint: be sure to provide justification in your response)
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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In today's current economy as budgets shrink, organizations have to make tough decisions about operational vs. support activities and their related costs. As a support department, Training and Development can be especially vulnerable to cost cutting measures.
assume that you are a Training and Development Director and your CEO has just informed you that many of your current training programs (including management development programs) are being cut. Second, determine what quantitative and qualitative metrics that you should gather prior to responding to this information.
Give a "rebuttal" response in which you inform the CEO that this is not a good decision for the company (hint: be sure to provide justification in your response).
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