Jean Roberts

There is an academic and theoretical definition and use of ‘case study’ and ‘scenario’: however, their application to on-the-job training needs to be loosened substantially to allow a practical discussion on such matters as:

• identifying problems or difficulties
• examining options
• refining/improving work practices
• increasing cost-effectiveness
• increasing individual job satisfaction
• understanding business methods or systems
• appreciating differences of opinions
• improving workplace relationships

For small and medium commercial and nonprofit workplaces, creating a learning environment is both a challenge and an opportunity:

• challenge includes cost, inconvenience and interruption due to manager, supervisor or staff absences to attend and participate in external workshops or courses, and
• opportunity includes the introduction of structured on-the-job training, coaching and mentoring – staff-to-staff, manager/supervisor-to-manager/supervisor, and staff-to-manager/supervisor – as a key component in the training or learning and development program.

Case study for on-the-job training – Effective Meetings

Meetings are commonplace in workplaces – effective meetings can be few and far between.   The objective of this case study is:

• an improved understanding of an effective meeting, and
• a practical checklist to improve the effectiveness of team meetings.

There are three major components of a meeting:

• the people involved,
• the purpose of the meeting, and
• the context within which the meeting is held.

A Manager schedules a regular weekly meeting with her team of three to check on progress with team performance. She always prepares and circulates the agenda the previous day. The meeting is held in the Manager’s office, always limited to ¾ hour, with each person expected to take their own notes during the meeting.

Only two team members attend today, and the Manager is called away for five minutes about ¼ hour into the meeting.

Five minutes before concluding the meeting, the meeting reaches agreement on three changes to current work practices to be introduced within the week. The Manager finishes the meeting with words of encouragement, advising that progress with each of these changes will be on the agenda for next week’s meeting.

Discussion:

After the two team members leave her office, the Manager reviews the meeting.  She knows full well that the three planned changes to work practices are essential to improve her team’s performance, and prepares a list of things she needs to do immediately to follow up on this meeting.

What should she have on her list – and why?

What could she have done differently with today’s meeting – and why?