FinWiz

FinWiz is a flourishing financial services organization with an excellent reputation. It employs around 2,000 people, 1,500 of whom work within the 150 branches across Canada, while the remaining 500 are employed at the companys head office.

To prepare to meet the anticipated shortage of the branch managers due to massive retirements within the next five years, the human resources department decided to set up an annual management trainee development program. The success of this program is essential for the company to be able to satisfy its future needs for qualified human resources.

The goal: At the end of each 12-month program, which begins in January (one program per year for 10 trainees over a five-year period), the trainees will be promoted to the position of assistant to the branch manager and paired with a manger who plans to retire in the not-too-distant future (a horizon of 24 months of less).

You are the human resources professional that has been assigned to this project. You established the following five major steps:

1. Internal and external recruitment of cohort of 10 high-potential trainees, once a year for the next five years;
2. Development of a training program for all branch managers;
3. Development of a training program for trainees;
4. Development of a welcome and integration program for trainees;
5. One-on-one follow-up meetings with trainees, every six weeks.

Your first follow-up interviews indicate that the project is attaining its objectives: the trainees are developing according to plan.

Towards the second quarter, you realize that the project isnt going as well as it should and that the trainees arent making any progress. They complain that on a day-to-day operational basis the managers treat them just like all the other branch employees and that they are no longer learning anything. On the other hand, according to information you received informally, some managers say they are snowed under with their own work and are also constantly being contacted by their regional manger about other projects, including their annual objectives, which are determined in January of each year. As a result, they have little if any time to devote to their trainee.

Case Analysis Form Ivey

(use this template to organize your research and thoughts)

Background Information or synopsis (use point form)

• Select the most relevant facts from the case which have a direct bearing on the issue at hand:

Immediate Issues/Symptoms
Explain (list from most to least severe)	Who is involved? What is their role and responsibility in creating or resolving this issue?	Impact on costs, quality, customer service, or innovation?

Root Cause/Basic Underlying Issues
Explain (list from most to least severe)	Who is involved? What is their role and responsibility in creating or resolving this issue?	Impact on costs, quality, customer service, or innovation?

Analysis of Case Data

Causes & Effects
Constraints
Opportunities
Quantitative Data
Qualitative Data
Course Concepts Relevant to Case

Describe alternatives to resolve root cause/basic issues.

Issue	Considerations/Support

Decision Criteria
What are the criteria that are important to making this decision?	Justification for choosing this criterion

Alternative Assessment

Note: You are not required to use 4 criteria or identify 5 alternatives; alter the table as required for your analysis.

Alternative	Decision Criteria
	Criterion 1	Criterion 2	Criterion 3	Criterion 4
Alternative 1
Alternative 2
Alternative 3
Alternative 4
Alternative 5

Recommendations
Recommendation	Justification for choosing this alternative

Implementation Plan
What?	Who?	When?	Resources	Monitor/Audit
Short Term (<90days)
Medium Term (3 months 2 years)
Long Term (over 2 years)