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Executive training programs set some companies apart from those who do not have those similar programs. Riordan Manufacturing would benefit from having a high-quality training program for its employees, such as the program found at General Electric Company (GE). GE uses “action learning,” where employees solve problems that are facing the company currently (Noel, 1992). GE also ensures that all training courses apply to international issues and staff, which would be a great idea for Riordan, since they are a global company too. Riordan is on the right track, however, when it comes to its customer-relationship management (CRM) system consisting of sales teams instead of salespeople. GE created problem-solving teams for various projects and gave them issues that management several levels above them had to address, such as customer-focused business strategies (Noel, 1992).
An issue that may stifle the executive training program at Riordan is that they do not have training money allocated for an employee unless it is related to the employee’s current job. This could be changed to permit any type of training for any employee, possibly with a supervisor’s permission, for example. Another issue is that positions do not have plans for succession, which could be created as a result of training programs.
Riordan has often hired outside of its company for managerial positions. It would be a great opportunity for employees if there was executive training for aspiring managers in place and would also offer more challenges for the employees that have criticized that issue. Since Riordan’s CEO and president, Michael Riordan, is very cost-conscious, he could benchmark the e-learning systems other companies have used with success. For example, there is a software program called Executive Summary by Enspire Learning that has a team simulation (Lowell, 2005). Riordan has sales teams, and this software would be a great way to increase employee spirits less...