Human Resource Development, Sixth Edition
Werner & DeSimone
Follow-up Materials for the Opening Cases, Integrative Cases, and Exercises
Chapter
Case
Page
1
Kasikorn Bank, Thailand
69
2
United Technologies Corporation
70
3
Caterpillar, Inc.
71
4
Cathay Pacific Airways
72
5
Rockwell Collins
74
6
Colliers International
76
7
LensCrafters
77
7
Solution to the Utility Exercise
79
7
Integrative Case: University Hospital
80
8
Mayo Clinic
81
8
Orientation Program Exercise
82
9
Cisco Systems, Inc.
83
9
Supplement: Student Team Audit Instrument
84
10
Management Coaching Scenarios
85
10
Design Your Own Performance Management System Exercise
86
10
Conduct a Performance Review Meeting
87
11
Lovelace Health Systems
88
11
Integrative Case: Wellness Efforts at KPMG LLP
90
12
Alverno College
91
12
Follow-up to the Career Planning Exercises
93
13
Management Training at an Urban Hospital
94
13
Integrative Case: Training General Managers at Bristol-Myers-Squibb
96
14
Extrusion
97
14
Integrative Case: A Problem at Metro Transit
98
15
IBM
100
Preface
We created the opening cases with the hope that they will serve as a catalyst for in-class discussion. While
some follow-up information is found at the end of each chapter, most of the follow-up materials are found here, i.e.,
in the instructor-access-only portion of the book’s Web site. We believe that this makes these opening cases more
valuable for classroom discussion than if everything was available to students in the text. We hope you will use this
material in your classroom discussions. Our experiences in the classroom have been very encouraging; we would
welcome your comments as you use the book. Our contact information can be found in the Preface of the text (in
particular, Jon Werner would appreciate your feedback: by e-mail: wernerj@uww.edu or phone: 262-472-2007).
In Chapter 7, we have included an exercise to calculate utility for a training program. The solution for this exercise
is also included in this material (see pp. 22-23 of this document). We hope this concrete example will help students
to better understand what can sometimes be a confusing topic. Please see also our comments for the Integrative
Case (end of Chapter 7, to link together the content of Chapters 4-7), the Orientation Program Exercise (Chapter 8),
and the Performance Management Program Exercise (Chapter 10).
Chapter 1
Follow-up to Kasikorn Bank Opening Case
This case highlights the active role that human resource development plays at a large bank in Thailand. Kasikorn Bank,
or K-Bank, is the fourth largest bank in Thailand.
We have several purposes for using this as our opening case. First, we hope students will be interested in the global
issues raised in this large financial organization. Second, we seek to highlight a number of the topics raised in Chapter 1, as well
as in the text as a whole, i.e.,

The three main functions of HRD (training and development, career development, and organization development) are
being utilized in this case. Formal training is widely available to employees throughout the bank, using many of the
training techniques that will be covered in Chapter 6. Second, the succession planning process at K-Bank is tied to an
active career development process within the company (career development issues will be discussed in Chapter 12).
Third, K-Bank places a major emphasis on management development (see Chapter 13). Finally, this whole effort can
be seen as an organizational development process. This ties in to Chapter 14 (Organization Development and Change),
as well as to the discussion in Chapter 1 concerning strategic HRD.

While not explicit in the case, the HRD process framework presented at the end of the chapter (also known as
the Instructional Systems Design or A DImE framework) can be used to frame the issues raised in this case. That is,
assessment, design, implementation, and evaluation issues have been addressed by K-Bank executives and HR
professionals. Students may find it interesting that top HR executive at K-Bank, Mr. Somkiat Sirichatchai, received his
MBA in Finance from the University of Pennsylvania (Wharton). In a personal interview conducted by Jon Werner, it
was very clear that the HR function at K-Bank is very focused on HR analytics and measurement. After this case was
completed, Prasarn Trairatvorakul, the President of K-Bank left the bank to take over at the Bank of Thailand (the
largest bank in Thailand). Mr. Sirichatchai was named as one of four co-leaders under CEO Banthoon Lamsam.
It is our hope that these opening cases can serve as a catalyst for in-class discussion. We have updated information for
the cases in the sixth edition. Most of the follow-up materials to these cases are available on the instructor-access-only portion of
the book’s Web site. We believe that this initial “shielding” of information from students makes these opening cases more
valuable for classroom discussion—if instructors access and use this follow-up information in the classroom. Our experiences in
the classroom to date have been very encouraging; we would welcome your comments as you use the book (our contact
information can be found in the Preface of the text).