Dheeraj knows that his senior colleagues are very good at training, and, hence, they conduct most of the training programs. They keep the clients satisfied and, consequently, bring repeat business. However, as asked by the CEO, Dheeraj needs to do something to enable the young trainers get more opportunities and increase their training engagements.

Which of the following options should Dheeraj execute to BEST enable the young trainers to get more training opportunities, without affecting their relationships with the client companies?

The correct answer is Option C, as it provides a balanced and sustainable solution to enable young trainers to gain more opportunities without compromising client relationships. By mandating that senior trainers allow young trainers to handle at least 30% of their training sessions, Dheeraj ensures that young trainers gain hands-on experience while senior trainers remain the primary point of contact with clients. This gradual introduction of young trainers ensures client satisfaction, as the expertise of senior trainers continues to drive the training while young trainers are given the chance to prove their mettle. This approach benefits both the young trainers, by giving them exposure, and the clients, by maintaining trust and quality service.

Option A, which suggests exploring clients who are comfortable working with young trainers, is not a practical solution. There is no guarantee that enough clients would agree to work with inexperienced trainers, especially when the organization's reputation is tied to the expertise of its senior trainers. Limiting young trainers to "comfortable" clients may also restrict their exposure to smaller or less impactful projects, failing to address the CEO's concern of giving them broader opportunities.

Option B, requesting repeat clients to switch to young trainers due to their energy, risks damaging relationships with clients who have developed trust with senior trainers. Clients typically value consistency and proven expertise in behavioural training, and such a forced switch might lead to dissatisfaction or even loss of business. Additionally, the assumption that clients would prioritize "energy" over experience undermines the quality standards expected in this field.

Option D, assigning repeat projects from satisfied clients to young trainers, is a risky move. Repeat clients usually request senior trainers based on their past satisfaction and replacing them with young trainers may result in dissatisfaction or erode trust. This option does not provide a structured transition for young trainers and could jeopardize the reputation of Humane Dynamix by prematurely assigning high-stakes projects to less experienced trainers.

Option E, requesting the CEO to urge senior trainers to give up some of their existing clients for the sake of others’ careers, is impractical and unfair. Senior trainers have earned the trust of clients through their expertise and efforts, and asking them to give up clients could create resentment among senior trainers. Additionally, it risks alienating clients who value continuity and established relationships with their preferred trainers.

Hence, Option C is the best solution as it ensures a structured and client-friendly approach to integrating young trainers into training programs. It allows young trainers to gain practical experience while keeping senior trainers involved, maintaining client satisfaction and the organization’s reputation.