EMPLOYEE DEVELOPMENT: Benefit or Cost?
Sinead Donnelly was furious. Two weeks ago, Donnelly, the Senior VP of HR for Zydtak Medicines, had routinely turned in her budget requirements to her boss, Tom Davies, the COO and Executive VP of Administration. Davies had sent the papers back to her that morning, just as she was leaving for an appointment with the Dean of her former university. Donnelly had looked at the revisions he had made en route and was stunned to find that Davies had cut her executive education budget by more than 75%.
As Donnelly recovered from the shock, she decided that it had to be a mistake. She glanced at her wristwatch. It was 11.50 am. She was ten minutes early for her appointment, but Davies would probably be on his way to his regular Monday lunch with CEO James Pearson and the rest of the company’s senior executives — the six-pack, as they called themselves. She figured she would leave a message on his voicemail but, to her surprise, he answered the phone himself.
- Make your case to the CEO to justify investment in an HRD/L&D programme.
- Outline the content of what you consider the most appropriate HRD/L&D programme.
- Outline an appropriate evaluation strategy to calculate any return on investment for this initiative.