Analysis of the Organizational Training System
TO THE MANAGER OF PRIVATE COMPANY
REPORT
FROM XXXXXXXXXXXXXX
IN REFERENCE TO: Status of an organizational training in organization X
This report aims at analysing the status of the training and development activities in the organization and suggesting guidelines for further actions. Being a supplier in the automotive industry and working in the high technology sector, presupposes the importance of training and development activities as strategic for the company.
Six years after the establishment of the local structures the initial creation and implementation of training and development procedures has been accomplished in a way meeting the ISO TS requirements, yet training and development don’t fulfil their mission of facilitators of induction of new employees and factor for retention and career growth of old ones. The company has a clear training procedure which defines two paths for the newcomers. The induction of a new employee is done first at a four days induction course lead by a specialized company trainer. This course is aimed at all employees, regardless of the level, and covers the overall policy of the company, its clients, quality and environment systems, organizational structure. Most time is dedicated to the production process, stage by stage, with guided tours in the plant. The induction training serves as a bridge for the newcomers to the life in the company and helps them to get acquainted with it without any work pressure and expectations about them.
Further on, the new employees "split" in two directions. The workers start "on-the-job" training, which is formalized by a workbook where his supervisor and tutor register his progress and the topics covered. The process lasts about two months and ends with a "validation" exam by the company trainer and the supervisor.
Specialists and managers, on the other hand, are given a plan for induction in the company structure and specifics of the position. According to
REPORT
FROM XXXXXXXXXXXXXX
IN REFERENCE TO: Status of an organizational training in organization X
This report aims at analysing the status of the training and development activities in the organization and suggesting guidelines for further actions. Being a supplier in the automotive industry and working in the high technology sector, presupposes the importance of training and development activities as strategic for the company.
Six years after the establishment of the local structures the initial creation and implementation of training and development procedures has been accomplished in a way meeting the ISO TS requirements, yet training and development don’t fulfil their mission of facilitators of induction of new employees and factor for retention and career growth of old ones. The company has a clear training procedure which defines two paths for the newcomers. The induction of a new employee is done first at a four days induction course lead by a specialized company trainer. This course is aimed at all employees, regardless of the level, and covers the overall policy of the company, its clients, quality and environment systems, organizational structure. Most time is dedicated to the production process, stage by stage, with guided tours in the plant. The induction training serves as a bridge for the newcomers to the life in the company and helps them to get acquainted with it without any work pressure and expectations about them.
Further on, the new employees "split" in two directions. The workers start "on-the-job" training, which is formalized by a workbook where his supervisor and tutor register his progress and the topics covered. The process lasts about two months and ends with a "validation" exam by the company trainer and the supervisor.
Specialists and managers, on the other hand, are given a plan for induction in the company structure and specifics of the position. According to