Case Study: The Academy A Saskatchewan-based training organization… Case Study: The Academy A Saskatchewan-based training organization has
Case Study: The Academy A Saskatchewan-based training organization… Case Study: The Academy A Saskatchewan-based training organization has newly launched. Established as a professional development company supporting first responders, the organization seeks to partner with client organizations across the spectrum. Programs have been designed to support the knowledge and skill development of these professional groups. As you read through this case, consider the process of designing programs in ways which meet stakeholder and organizational needs. Company BackgroundIan and Jim first met at a community-sponsored hockey game between local firefighters and law enforcement. Ian, a decorated officer with a distinguished career in community policing, and Jim, a long-serving deputy chief within one of the province’s largest fire halls, are nearing retirement. Each one is deeply committed to public service and has earned the respect and admiration of those within community and professional circles. Eight years ago, as Ian was completing his doctoral dissertation in Adult Education, he identified an opportunity to build upon the great work already being done in the province. As the training hub of Canada’s national police force, Ian sees Saskatchewan as a seedbed of expertise in all first responder professions. First responders, he reasoned, work interdependently across professions. This requires expertise on the part of manyand those experts are found throughout Saskatchewan. What better place to train responders than right here his home province? Ian respected Jim’s accomplishment as a seasoned mentor and trainer of those within the firefighting profession. He could think of no one with whom he would rather collaborate on this venture than Jim. As the pair met for breakfast one morning to discuss the idea, Jim was immediately intrigued. Over the next three months, plans were made to move this idea forward. In less than six months, The Academy was officially registered as a legal entity in the province of Saskatchewan. Issues and ConcernsWhile The Academy was first conceived as a qualifying school for all first responders, the business model was later revised. Ian and Jim did not want to be perceived as operating in competition with existing establishments, but in concert with them. As such, the firm focused on providing professional development training for existing responders across all professions. Ian and Jim believed they could partner more completely with potential client organizations using this approach. Their instincts paid off. Several organizations agreed to send their own members to serve as advisors to The Academy. Working with advisory teams, Ian and Jim began the work of designing professional programs for each first responder category. Within six months, programs were in place to support each first responder professional group. Ian and Jim were pleased with the outcome. In prepared remarks during the company’s grand opening, Ian praised the work of all involved. He outlined the care that had been taken to develop and design curricula specific to each professional area. He recounted the many conversations around required pre-training that had been identified for several of the more technical programs offered by The Academy. He thanked focus group members for providing invaluable insights into the knowledge and skill requirements of each profession, but also shed light upon the how to best support first responders at each stage of the professional journey. These insights were essential in the development of relevant material that would more completely meet learner needs. Jim echoed Ian’s sentiment by thanking other partners for their work in designing learning settings which most accurately reflect conditions many first responder face every day. He could not believe how the flip of a switch could transform a simulation room into nearly any setting imaginable. The acquisition of virtual reality equipment would further enable the organization to offer realistic, role-specific training in a host of potential conditions. Together with the state-of-the-art classrooms, these facilitates will enable learners to focus on all areas of professional development. Thanks to support from an instructional design team, many programs offered by The Academy will be virtually accessible, making it easier for clients to access training programs from anywhere. Next StepsResponse from industry and community groups was overwhelming. Ian and Jim were pleased with how the grand opening turned out and were excited to move forward. During the reception, the fire chief at Jim’s hall pulled him aside and said, “Well, Jim, I’ve got to hand it to you. This looks great. You’ve worked hard and I’m excited to see the impact which The Academy will have in years to come.” As Jim thanked him, the chief continued, “But I don’t see anything in here that specifically prepares members to make the transition into leadership. Have you given any thought a to what that effort might look like?” With a smile on his face, Jim thought to himself, “challenge accepted.” (The End). Answer all questions: 1. Suppose, The Academy, has asked to design a training program for frontline employees in your department. How would to proceed? Be specific and descriptive. Identify and describe the relevant considerations which would guide all approaches. 2. Building upon the success of the department-level training program, Jim has asked to design a training program for company leadership. Explain the steps would take to complete this deliverable. Business Management Human Resource Management HUMR 2067 Share QuestionEmailCopy link
