Scenario: Six months into an academic development project, theclient reviews the progress and issues a stop-work order. The mainissues identified during their review were: 1. There were differentexpectations about the complexity of graphics in course developmentand course materials. 2. There were different opinions about thelevel of marketing required (marketing a course versus marketingthe whole academy, no post-course promotions, etc.) 3. There wereissues with instructors. These were instances where instructors hadrescheduled on multiple occasions or cancelled. 4. There wereconcerns about the subject matter experts. Subject matter expertshad been hired outside of the budgeted amount. 5. There wereconcerns about the subject matter experts not providing the levelof technical writing expertise required, which resulted in havingto hire additional technical writers. MRG HPI addressed some ofthese concerns by removing the videotaping requirement during theanalysis phase and removing the repeat courses that were going tobe offered during the final contract year. By eliminatingvideotaping and repeat courses, the remaining courses to bedeveloped and presented were stretched over the rest of thecontract of 2.5 years. This mean that instead of developing andoffering the 15 courses using two teams in a staggered fashion overtwo years, MRG HPI must reduce staff. Currently, there are threesenior instructional designers, six graphic artists, three documentspecialists, six technical writers, three subject matter experts,and two editors assigned to the teams. MRG HPI has subject matterexperts as consultants under contract. They don’t want to losetheir staff, but they may have no choice but to let some go.
Questions: 1. What re the challenges faced by the Human Resourcedepartment in this scenario?
2. What can be done to retain the employees?
3. What communication strategy should be adopted to implementemployee retention strategies?
