Are your factory workers know-it-alls?

Article Abstract:

The factory environment is being transformed by increased competition, national and international regulatory developments, and technological innovations. In today's high-performance plants, manual labor is no longer as important as workers who can think and act for themselves. To transform their employees into knowledge workers, a growing number of companies are willing to make investments in functional training. This training approach focuses on the work to be done and teaches employees how to do the job by letting them perform the work in the actual work environment. For functional training to succeed, it must be relevant, conducted systematically, focused on total learning and available to all factory workers. Training should also be treated as a line function, should be reinforced and should have measurable results.

Factories

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Government employees learn to work in sync

Article Abstract:

Two Boulder, CO-based organizational consultants were able to help a government agency to create a team cycle by following a five-step team-building training approach. The first step was visualizing the ideal team, which involved having team members identify the characteristic of the ideal team and the ways by which they can approach this ideal. The next step was prioritizing issues. This exercise revealed that role identification, communication systems and communication effectiveness were considered by the team to be the highest priority issues. The third step was defining the individual and team roles of each member. This was followed by developing the communication skills of the team. The last step was recognizing individual and team personalities with the use of the Myers-Briggs Type Indicator.

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Peer training yields speedy results

Article Abstract:

The decision of Lutheran Brotherhood to purchase new laptop computers for its sales force required the design of an effective peer training program that would prepare its sales personnel for using the new computer systems. Training took place at selected college campuses, which came to be known to participants as Lutheran Brotherhood University. Critical to the success of the training program were the active participation of all sales personnel in program development, the cooperation of marketing and management information systems departments in laptop model selection, the regular relay of information to field representatives regarding training, feature articles on the training program in company newsletters, and direct promotion of the training program's benefits and advantages.

User training, Lutheran Brotherhood

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