It was through this brainstorming session that senior management members recognized the need for the organization to provide the program participants with many opportunities to utilize the skills they had acquired. It was then suggested that the rate of participation in these initiatives could serve as a key way to assess the retention of learner skills. The greater the rate of participation, the easier it would be to assess skills retention. Moreover, the initiatives would assist Irwin Seating Toronto in creating an organizational environment that nurtured employee involvement and a sense of employee ownership.
In analyzing the questionnaires completed by employees who had not participated in the program, a common pattern was that they all felt learners needed to access as many avenues as possible in order to maintain communication skill levels. For example, updating the Work Instructions for ISO9001 purposes would be an excellent opportunity to maintain skills. This suggestion was particularly valuable because it reminded me that it was the employees themselves who had generated the Work Instructions about halfway through the training program. This task had been tackled in the first place because the company felt that through the Essential Skills training program, employees would be able to assist in the drafting of clear and concise Work Instructions.
What are the Future Needs of the Organization?
Irwin Seating Toronto is a growing organization. With continued growth comes an even greater need for effective communication at all levels of the organization. Since the start of the training program, the company has increased its workforce by approximately 20%, has become ISO9001 registered, and has further developed its employee benefits with the addition of programs such as the Group RRSP (Registered Retirement Savings Plan). As a result of this growth and other business forces, the management of Irwin Seating Toronto has identified a need to formalize its policies and procedures.
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