Analyze The Case: Determining Training Needs At Summit Credi

Analyze the case "Determining Training Needs at Summit Credit Union"

Provided below are the assignment details, case scenario, task assignments, and notes to assist those responsible for answering specific questions. Assignment: Analyze the case "Determining Training Needs at Summit Credit Union", which is found on page 153 of the text. Do the following: · Create a 4+ slide Narrated PowerPoint presentation that presents the material from the paper. This will be submitted with Gap Analysis and Training Recommendation. Case - Determining Training Needs at Summit Credit Union: Summit Credit Union, located in Madison and Milwaukee, Wisconsin, is a small company with 366 employees. A merger in 2015 doubled the size of the company and made it necessary to build a new corporate culture. Summit’s mission is to improve credit members’ financial lives to help them achieve their dreams. For example, in 2013 Summit members saved over $13 million based on higher savings rates, lower loan rates, and lower fees compared to for-profit banking institutions in Wisconsin. Summit has invested in creating a world-class learning function, which includes a team of seven professionals who are able to design and deliver instructor-led training as well as e-learning. Summit has shifted away from generic off-the-shelf training to develop online and face-to-face programs customized to employee needs and the company’s goals and initiatives.

For example, the learning function is expected to play a key role in dealing with business issues such as efficiency, loan growth, and increased sales. All learning staff members are expected to contribute to new company initiatives, such as new products and services, systems, or regulations. Summit has recently identified a problem with its new lenders. They were starting to perform their jobs without the necessary skills, information, and knowledge that they needed. One potential reason for this is how the lending training curriculum is organized.

New lenders attend a course on different types of loans and the lending system, start their jobs, and then later return for a course on lending guidelines, underwriting, and sales skills. How would you conduct a needs assessment to determine if new lenders are starting their jobs without the necessary knowledge and skills to perform well, and if the organization of the training curriculum (or another training issue) is responsible for this problem? Who would be involved in the needs assessment? Chapter 17 1. (Externalities) Complete each of the following sentences: a. Resources for which periodic use can be continued indefinitely are known as renewable resources. b. Resources that are available only in fixed amount are exhaustible resources. c. The possibility that an open-access resource is used until the net marginal value of additional use equals zero is known as the common pool problem. 2. (Resolving the Common-Pool Problem) Why have authorities found it so difficult to regulate the fishing catch in the open ocean to allow for a sustainable yield? 3. (Negative Externalities) Suppose you wish to reduce a negative externality by imposing a tax on the activity that creates that externality. When the amount of externally produced per unit of output increases as output increases, the correct tax can be determined by using a demand-supply diagram; show this. Assume that the marginal private cost curve slopes upward. 4. (Negative Externalities) Review the situation illustrated in the graph above. If the government sets the price of electricity at he socially optimal level, why is the net gain equal to triangle abc, even though consumers now pay a higher price for electricity? What would the net gain be if the government set the price above the optimal level? 5. (External cost) Use the data in the table below to answer the following questions. a. What is the marginal external cost of production? b. What levels is produced if there is no regulation of the externality? c. What level should be produced to achieve economic efficiency? d. Calculate the dollar value of the net gain to society from correcting the externality. Quantity Marginal Private benefit (demand) Marginal Private Cost (supply) Marginal Social Cost Net gain to society. (External costs with variable technology) Think of an industry that pollutes the water and has access to variable technology for reducing that pollution. Graphically illustrate and explain the impact of each of the following, other things constant, on the optimal level of water quality: a. New evidence is discovered about a greater risk of cancer from water pollution. b. The cost of pollution-control equipment increases. c. A technological improvement reduces the cost of pollution control. 7. (Market for pollution rights) The following graph shows the market for pollution rights. a. If there are no restrictions on pollution, what amount is charged? b. What is the quantity supplied and the quantity demanded if the government restricts the amount of discharge to Q but gives the permits away? c. Where is market equilibrium if the government sells the permits? Illustrate this on the graph. d. What happens to market equilibrium if the government reduces the amount of discharged permitted to Q? Illustrate this on the graph. 8. (Environmental protection) Four federal laws and subsequent amendments underpin U.S. environmental protection. Identify these laws. 9. (Positive Externalities) The value of a home depends in part on how attractive other homes and yards in the neighborhood are. How do local zoning ordinances try to promote land uses that generate external benefits for neighbors?

Paper For Above instruction

The case of Summit Credit Union presents a comprehensive scenario that highlights the importance of conducting effective training needs assessments to ensure employee readiness and organizational success. As a small financial cooperative, Summit has experienced rapid growth through a merger, which necessitated a shift in its corporate culture and enhanced focus on employee development to meet new strategic goals. The core challenge identified involves new lenders who are inadequately prepared to perform their roles effectively due to gaps in their skills, knowledge, and possibly the structure of the training curriculum itself. Addressing this challenge requires a systematic needs assessment focused on identifying specific training deficiencies and organizational issues contributing to underperformance.

To determine whether new lenders are starting their roles without necessary skills and knowledge, a comprehensive needs assessment should be employed. This process involves multiple stakeholders including line managers, the new lenders themselves, training professionals, and senior leadership. These groups can provide valuable insights through interviews, surveys, and performance data analysis. For example, managers can observe how new lenders perform tasks and identify skill gaps, while the lenders can provide feedback on perceived training deficiencies. Training professionals can analyze the curriculum's structure and delivery methods to pinpoint potential issues, such as poorly sequenced courses or content misalignment. Senior leaders can ensure that training aligns with strategic objectives and organizational culture.

Several methods can be used for the needs assessment. Job analysis is a crucial first step, involving detailed observations and interviews to determine the skills and knowledge required for effective lending. The use of questionnaires and surveys with new lenders and their managers provides quantitative data on specific training needs and performance gaps. Focus groups and structured interviews can uncover perceptions about the training curriculum's effectiveness, relevance, and clarity. Performance appraisals and onboarding data can further reveal whether employees are hitting performance benchmarks shortly after training, indicating training adequacy or deficiencies. The structured collection of data through these methods helps identify whether the root cause of performance issues lies within the training content, its organization, or other organizational factors.

In particular, analyzing the organization of the current training curriculum is essential. For instance, the pattern of sequential courses—starting with different types of loans and the lending system, then returning later for guidelines and sales—may create gaps in contextual understanding, causing lenders to perform poorly initially. A needs assessment could involve examining the timing, content, and delivery methods of these courses. Gathering feedback from learners about whether they feel adequately prepared during their initial onboarding or whether they struggle with tasks immediately after training offers insight into curriculum effectiveness. Reserve interviews and surveys for the lenders, trainers, and managers immediately involved in the lending training program. They can also assess if the curriculum's structure aligns with adult learning principles, emphasizing integrated, real-world application of skills.

Overall, the key to an effective needs assessment in this context is involving multiple stakeholders and employing diverse data collection methods to pinpoint specific training gaps and organizational issues. By doing so, Summit can tailor its training programs to better prepare new lenders, eliminate ineffective curriculum design, and enhance overall performance. The results will inform targeted training revisions, ensuring that new employees possess the necessary skills at the onset of their roles, thus supporting the company's strategic goals of efficiency, loan growth, and increased sales.

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