Rockwell Collins is a manufacturer of electronic controls and communications devices. In 2001, it was spun off from Rockwell International to become a publicly traded company. The company is headquartered in Cedar Rapids, Iowa, and employs over 20,000 employees worldwide. Approximately 7,000 of these employees work in Cedar Rapids, with other large operations in California, Florida, Texas, and Mexico. Rockwell Collins also has subsidiaries in Europe, Asia, South America, and Africa, as well as service locations around the world.

Rockwell Collins has long maintained a strong commitment to employee training and development. However, until 1998, all Rockwell Collins training was being conducted via classroom instruction. Twelve in- house trainers provided much of this training. One difficulty was that most of the employees who worked outside of Cedar Rapids had very limited access to training. In that same year, 28 percent of those who signed up for training within the company did not attend that training, citing work demands in a majority of the cases as the reason for canceling. In an effort to provide more training to a greater number of employees, the Learning and Development group at Rockwell Collins considered making increased use of outside training vendors, as well as changing the types of methods used to deliver training.

Using information from the case study, compose a response to the following prompts of at least for the entire assignment. Include support from at least two scholarly sources properly cited

If you were manager of learning and development at Rockwell Collins:

Discuss where you would start in your efforts to improve the availability and effectiveness of company- sponsored training efforts? Discuss what suggestions you would make concerning how training is designed and provided? Also, discuss what suggestions you would make concerning who should provide the training (i. e., in- house trainers versus outside vendors)? Explain how you would seek to "sell" your recommendations to top management? Answer:

If I become the manager of Rockwell Collins, my strategy would be as per the following. One should remember that, if company's employees are trained, then the company can have strategic edges over it's peers. They can develop new items and cut costs, hence, why training is important. I would heavily demand at least 75% employees in the company should be trained. In the present case, a total of 20,000 employees are there, out of which 7,000 are in Cedar Rapids, and the majority of others are in California, Florida, Texas, and Mexico. So, I would approach offline training classes at Cedar Rapids and other centers should be provided with online training (through recordings of the training done at Cedar). Furthermore, after completing training, there should be a practical test to give better clarification. Outside trainers can be used if the company's experienced employees cannot stand to waste time. However, if outsiders are engaged, then in-house employees should remain in touch with the new employees, and the outside trainer should keep an eye on the training process. However, one should look into cost benefits while engaging in an outside trainer.

I would recommend to management the above plan, alongside its cost effective benefits analysis i.e. saving time and money due to online training as employees are not required to travel. Saving in natural substance wastage due to practical examinations is saving the time of experienced employees due to outsiders being engaged in the training process.