ARRIVING AT A REALISTIC COMPANY TRAINING PLAN: PART 1 MANAGEMENT INVOLVEMENT

Abstract

Your first problem is to decide what activities you should be engaging in or, to put it more simply, what you should be doing with your time. Just what does an efficient training officer do with his working day? Lecturing? Instructing? Arranging for trainees to attend outside courses in educational institutions such as technical colleges? Fixing up on‐the‐job‐training for shop‐floor operatives? You will be sorely tempted to think of training in terms of what happened to you when you first came into employment. If you fall into this trap you will be led wildly astray: the whole framework within which a training specialist works within the company has been changed over the past five years, since, in fact, the training boards started their activities.

Citation

WELLENS, J. (1971), "ARRIVING AT A REALISTIC COMPANY TRAINING PLAN: PART 1 MANAGEMENT INVOLVEMENT", Industrial and Commercial Training, Vol. 3 No. 8, pp. 350-354. https://doi.org/10.1108/eb003150