Developing Action Strategies

In analyzing all of the data sources, a common action strategy emerged. Irwin Seating Toronto needed to institute company initiatives that would provide those who had participated in the training program with the opportunities to utilize their new communication skills. Through these initiatives, the organization would be better able to evaluate the retention of skills. What were the stakeholders requesting especially the program participants? The request was to make opportunities available to all Irwin Seating Toronto employees that will encourage the use of the newly acquired communication skills. The assessment procedure would in fact be a series of company initiatives rather than a traditional written test. The rate and manner in which employees participate in the company initiatives would ultimately serve as the benchmarks for the assessment.

The company initiatives that Irwin Seating Toronto decided to pursue were as follows:

• publish a monthly company newsletter, Toronto Talks, with employee volunteers starting in July 2001

• revitalize the Employee Council, now named the Irwin Communication Team, which meets the first Tuesday of every month

• write and distribute an Irwin Seating Toronto Employee Handbook by the end of 2001

• install three electronic sign boards in the plant and office areas in September 2001

• utilize written surveys on an on-going basis to solicit employee input in company initiatives such as changing the break and lunch times, purchasing long-term disability coverage, making up hours during the holiday shut-down, and instituting a Perfect Attendance Award system

• revise the Performance Appraisal system to include Peer Review by January 2002.

Monitoring the Results and Reflecting on the Action Research Project

As of late fall 2001, the main approach used to monitor the results of the action strategy has been discussions, either one- on-one or group. Through these discussions, the following results have been noted. Four issues of the newsletter, Toronto Talks have been published with articles and digital pictures contributed from several employees, though none have come from training program participants. After attending the October Irwin Communication Team meeting, I observed that one of the training program participants had joined the committee. As well, six members of the Effective Communication in the Workplace class decided to meet once a week to work on the Employee Handbook. The first draft is currently in circulation at the senior management level and the Irwin Communication Team for review. In addition, four employee opinion surveys have been distributed with 100% participation.