Reflecting on the project, some observations can be made. Given that the training program came to a close in the summer of 2001, few definitive conclusions can be made at this early point as to the effectiveness of using company initiatives as an assessment procedure. However, early indications show that employees are beginning to participate in these new company ventures. In fact, twenty percent of the graduates of the training program are currently involved in one or more of the following: Employee Handbook, Irwin Communication Team, or the Continuous Improvement Team. Recently, the President of Irwin made an excellent observation on the effectiveness of the company’s initiatives in assessing skills. He recounted that in the fall, they held their company barbeque with an Oktoberfest theme. Together with the President, employees from one of the manufacturing departments organized the event. He proudly spoke about how effortless it had been to communicate with the employees and how he could not have done something like this a few years ago. The fact that he could refer to planning the company barbeque in such glowing terms spoke volumes to me. It solidified in my mind the power and appropriateness of instituting company initiatives as the way to assess employees’ skills retention. As Irwin Seating Toronto continues to provide opportunities to engage employees in a learning culture, they will be able to regularly monitor and assess their newly acquired communication skills.

About the Author

Grace Nicholson is a Training and Communications Specialist in a Human Resources Department of a Magna Division. She has worked in the field of workplace training for 12 years.