Data Collection and Analysis

In order to determine the best methods for the training participants to retain their skills, I collected data in a variety of ways: I reviewed all of the participants’ mid-program progress reports; conducted a series of interviews with the President and Vice-President of Manufacturing of Irwin Seating Toronto; and finally, distributed questionnaires to program participants as well as some of the employees outside of the training program. I then sorted the data into one of three groupings: what the training participants were saying; what those outside the program were saying; and what the future needs of the organization were.

Training participants proudly identified a wide variety of situations in which they could practice their oral skills — both social and work-related. Those outside of the program recognized the need for the organization to provide the participants with as many opportunities as possible to utilize the skills they had acquired. The rate of participation in company initiatives could serve as a key way to assess the retention of learner skills. What were the future needs of Irwin Seating Toronto? As with other growing organizations, there was a need for effective communication at all levels of the company. As a result of their growth, other business forces, and a keen desire to integrate business practices such as Lean Manufacturing, Irwin Seating’s management identified a need to formalize its policies and procedures.

New Company Initiatives

In analyzing all of the data sources, a common action strategy emerged. Irwin Seating Toronto decided to institute company initiatives that would provide training participants with opportunities to utilize their communication skills. The rate at and manner in which employees participate in the company initiatives would ultimately serve as the benchmarks for the assessment. Irwin Seating Toronto pursued the following initiatives: publish a company newsletter, Toronto Talks; revitalize the employee council, Irwin Communication Team; write and distribute an Employee Handbook with the assistance of the Effective Communication in the Workplace program participants; install electronic sign boards in the plant and office areas; utilize written surveys on an on-going basis to solicit employee input; and revise the Performance Appraisal system to include Peer Reviews with Production employees.

Early indications show that employees are participating in these new company ventures. Recently, the President made an interesting observation on the effectiveness of the company’s initiatives in assessing skills. He recounted that in the fall, they held their company barbeque. 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 that a few years ago. It solidified in my mind the power and appropriateness of instituting company initiatives as a 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.

Grace Nicholson, a Training & Communications Specialist in the Human Resources Department of a Magna International division, has worked in the field of workplace training for the past 15 years.