Building a Training Culture at Montecarlo Limited

Montecarlo Limited (MCL), a 25-year-old infrastructure and construction company in India, had invested in building effective human resources (HR) processes and a better employee experience. While it was unconventional for companies in this industry, whose outlook generally favoured production and profitability, to focus on these issues, MCL had endeavoured to create not only an effective training function, but also a culture of learning and development that empowered its employees to become better professionals and individuals. Given the nature of the industry, such efforts posed challenges in understanding and implementation. In January 2021, the company’s senior vice-president of HR wondered both how this focus on employees would help MCL and whether the company should continue to invest in its people and in building a culture of learning. If it did continue, how could it adjust its training process to make the learning and development process more effective?

This case be used in graduate courses on learning and development, talent management, and human resources management to discuss various aspects of building a training culture in a company. It can be used to understand and critique the process of training design and development and how it can pose challenges in developing requisite/identified competencies. The case can also be used to help students understand the process of competency mapping and competency development. It can be used in undergraduate courses on human resource management and on training and development. It can also be used in executive education to discuss the process of training design, delivery, and evaluation.<br><br>This case highlights the efforts of a heavy industry player to build a training culture and a positive mindset toward learning and development among its employees. It discusses the analysis, design, development, implementation, and evaluation (ADDIE) model of training and the processes of training needs identification and training evaluation, while helping learners understand the role of competency mapping therein. It allows students to look into various essential details of training design and delivery. Written by practitioners, this case can immensely help in developing a far deeper and broader perspective on the art of providing effective training. It can be used at the macro level to understand the overall role of culture in building an employee experience and at the micro level to look at all steps in the training process and the challenges they pose. It can be helpful in bringing out issues or gaps in developing effective instructional design. It can also be used to highlight the role of training delivery in making the training design more effective. The case presents the following learning objectives:<br><br><ul><li>Explain the importance of congruence between culture, employees, strategy, and structure.</li><li>Describe the role of human resources processes, especially training and development, in achieving overall organizational objectives.</li><li>Explain how training needs are identified.</li><li>Outline and critique various elements of training design and development.</li><li>Recommend changes in existing processes of training needs identification, training design, and training delivery.</li></ul>

• Employee Training
• Training Design and Delivery
• Training Effectiveness