Search icone
Search and publish your papers

Designing a training program in an industrial company

Or download with : a doc exchange

About the author

General public

About the document

Published date
documents in English
4 pages
General public
0 times
Validated by
0 Comment
Rate this document
  1. Introduction
  2. Overview
  3. Needs assessments
  4. How to best achieve these objectives?
  5. Evaluation
  6. Conclusion

Sempermed, a company which produce medical and industrial gloves, is a subsidiary of the Semperit Group. This one is one of the most competitive companies in the international rubber and plastics industry. Sempermed is on a leading position on the European and American markets. With a wish to always improve their products, the company needs continually to update their employees' skills, as well as workers and sales people. Therefore, employees must follow a suitable training.

But before designing the training program, we have to respect what Raymond J. Stone (Managing human resources, 2nd edition, 2008) calls ?a systematic approach to training' which consists of three steps: assessment of training needs, the training activity and the evaluation of the training activity. So, as a first step, we have to identify training needs with organizational variables, task variables and person variables, and then establish training objectives. Afterwards, the training activity consists of selecting and designing the training program. Finally, according to Kirkpatrick's training evaluation model, the final step is an evaluation of reactions, learning, behavior and results which ensue from training.

[...] Evaluation The last part when a company conducts training is to evaluate it, in order to define if the objectives have been achieved. Donald Kirkpatrick (Evaluating Training Programs, 1975) defines an evaluation based on four levels: Reactions: this level aims to note the first and personal reactions of the trainees, their impressions, feelings and opinions. Did they enjoy the training? Was it a waste of their time? These are the kind of questions they had to answer. These questions can be asking verbally, or by means of feedbacks forms, immediately at the end of the training. [...]

[...] For that training method, trainees will be split up into several groups, as follows: Topic Members of the group (number of people) Visit of the company building Workers and sales representatives (max. of and the plant 20 per group) Rubber technology Workers and sales representatives (max. of 20 per group) Laboratory workshop Workers and sales representatives (max. of 10 per group) Safety instructions Workers and sales representatives (max. of 20 per group) Work directives Workers and sales representatives (max. of 20 per group) Costs and waste management Sales representatives (max. [...]

Similar documents you may be interested in reading.

Employee training

 Business & market   |  Human resources   |  Thesis   |  03/05/2009   |   .doc   |   46 pages

Employee satisfaction towards training programs in IT services

 Business & market   |  Human resources   |  Term papers   |  03/17/2009   |   .doc   |   27 pages

Top sold for business strategy

Nike's outsourcing strategy

 Business & market   |  Business strategy   |  Case study   |  01/27/2011   |   .doc   |   5 pages

Baoshan Iron & Steel Co Ltd: Crafting a three-way cross-border, cross-shareholding alliance

 Business & market   |  Business strategy   |  Term papers   |  05/09/2009   |   .doc   |   3 pages