Question

Ahmed Das is the Vice President of Human Resources at Metropolitan Transit System, a large and complex rail system that covers both a large city and suburbs in a metropolitan area. The Vice President of Operations, Billy Watson, has called Das to complain about the quality of candidates available to become new Rail Operations Managers. Watson’s specific comments were: “How come your training program is not delivering the people we need? What’s wrong with the training anyway? You people in HR need to get with it! We’re experiencing some retirements and we need quality people to fill these positions.” Assume that you are the Organization Development (OD) manager for Metro Transit, and that Mr. Das has called you in to ask for advice. In looking for new Rail Operations Managers, Metro Transit allows all Metro employees to apply when there are openings. As this is one of the better-paid positions at Metro Transit, many employees apply. HR staff first remove individuals from the pool who are recent hires, or who have had attendance or disciplinary pro- blems. HR then narrows the list to not more than 20 candidates by reviewing candidates’ work records and annual appraisals, as well as by asking for current evaluations from each candidate’s supervisor. The remaining candidates are then interviewed by a panel of three to four interviewers. Typically, one or two inter- viewers are from HR, one is from the Training Department, and one is a Rail Operations Manager. Because of scheduling conflicts, Rail Operations Managers are not always a part of these panel interviews. Based on the panel ratings, HR then picks eight candidates to attend a week-long Rail Operations Manager training program. The training program covers the procedures and rules used to govern the rail system, and also emphasizes simulated incidents to address service disruption pro- blems. After training, candidates are placed in a Manager pool from which they are called on to temporarily replace a regular Rail Operations Manager who is unavailable due to sickness, vacation, or other reason. The performance of the can- didates in these temporary assignments is evaluated, and those whose performance is viewed as acceptable are eventually promoted to be a regular Rail Operations Manager. The content of the training program was designed collaboratively with current Rail Operations Managers, and as recently as two years ago, had been highly praised by Rail Operations Managers. However, only four of the eight can- didates who completed the training 11 months ago remain. Two candidates were removed from the pool by the Rail Operations Director due to their inability to perform the job, and two had resigned saying that they had not been adequately trained concerning what the job entailed.

Questions: Based on what you have learned in this chapter, as well as in Chapter 13, what advice would you give to Mr. Das? That is, from an organization development (OD) or “systems” perspective, what approach would you take to solve this problem? Who should be involved, e.g., should individuals from HR, OD, and Operations be involved, and if so, how? What challenges do you anticipate facing as you work on this project?

Answer 1

The advice we would provide to Mr. Das is that as a human resource Mr. Das connected to their business's operations as well as its connections with users, dealers and administration authorities. HR, as well as also an organizational problem, is not least between the worries of industry entrepreneurs.

For the METRO TRANSIT problem, an organization development (OD) and also "systems" perspective, the approach would take to solve this problem is that nonstop examination, movement arranging, implementation as well as evaluation, with the purpose of swapping information along with talents to organizations to improve their talent for taking concern of problem as well as management future transforms.

Because the Organization Development in the METRO TRANSIT problem is a long-lasting approach to get better a managerial top, to get bigger association sufficiency as well as happiness through arranged interventions in the organization's methods, utilizing behavioral-knowledge information. (RUTH, 2014)

Mr. Das involved, e.g., must individuals from HR, and also OD, as well as Operations he involved, because Mr. Das decisions get on an added significance in latest associations, as the achievement or failure of the business's premature efforts can hinge on the proficiency and commitment of its first workers. Well-built companies can use individuals who are chiefly concerned with their individual financial security but little organizations require all workers to be completely committed to the accomplishment of the corporation. (ORGANISATIONAL, 2014)

The challenges we predict facing as we were work on this project is that:

• Supporting the railway’s involvement to enlargement and affluence;
• Strengthening continuing monetary sustainability;
• Innovating latest ways for the competent delivery of railway framework as well as operations
• Promoting an extra commercially aligned rail business which works mutually to bring for customers. (Opportunities & challenges, 2012)

In end, OD evaluation approach aims in the METRO TRANSIT problem at getting better managerial performance as well as workers’ well being. OD mixes a collection of considered transform interventions that depend on humanistic as well as self-governing principles, aimed at getting better organizational success, and workers’ well being. OD depends on the following principles: respect for citizens, faith and support, authority equalization, disagreement, and contribution. (M, 2014)

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