Practical Case #2 - Induction Process
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ScribdTranslationsPractical Case #2 - Induction Process
Uploaded by
ScribdTranslationsPractical Case - Induction Program
Fabian Veloz Benavides, president of the Puertas el Bosque company, faces a
serious problem. No matter how many times he tells his employees how they
should perform their tasks at work, they “decide to do it their own way,” which
produces arguments between Fabio, the employee, and the employee's
supervisor. An example of this is the door design department, where designers
are supposed to work with architects to create doors that comply with
regulations. Although this is not something out of this world, as Fabio assures,
designers often make certain mistakes (such as using too much steel, which can
cost you thousands of wasted dollars, if you count the number of doors that, for
example. , there is in a 7-story building).
Another example is the order process department, Fabio incorporated a form with
several pages, specifying and detailing everything related to writing orders,
however, most employees do not yet understand how they should use it; They
simply improvise when it comes to some type of detailed question, for example,
whether customers should be classified as either “industrial” or “commercial”
customers.
The training process used is as follows. No position has a particular training
manual, although some have somewhat obsolete job descriptions. All training for
new staff is carried out at the company facilities; Generally, the person who
leaves the company is in charge of training the new employee for a period of one
to two weeks, but if the old employee and the new one do not coincide in the
organization, other colleagues who have sometimes held a certain position Since
they train new workers as best as possible, this training is the same throughout
the company (for example, for machinists, secretaries, assemblers, architects and
employees who do accounting).
Questions:
What do you think of the company's training process?
It seems bad to me since there is no correct training because there is only a
particular manual and the person who leaves the company is in charge of training
the new employees and that is no longer the case for there to be correct training
in every company it must be a process. through which knowledge, skills and
attitudes are acquired, updated and developed for the best performance for each
employee.
Could you explain the training process carried out by the company and
why? Do employees do things their own way?
I think that the training program that the company has is not the best since there
is no correct training and this causes the administrators to deal with poorly
prepared collaborators, which can cause stress in the administration, because the
administrators They already have a series of tasks to complete each day, and for
that reason employees do what they want.
What would you do in Mr. Veliz's place? What measures would you
implement to solve the problem?
I would implement a better induction training program such as,
Start the induction before the person arrives
Start the induction before the person arrives
Don't overwhelm with information
Motivate new workers
Let there be leadership training
Leadership training
Were the job description and responsibilities explained correct?
It is not correct since none of them explain what they really have to do and if
there were, a good job description would have two objectives: to clearly transmit
the requirements of the position offered and to attract the most suitable
candidates for its performance.
Were employees given sufficient training to perform their jobs?
No, since there were only two weeks of training and the training lasts 6 hours
distributed over two half days. In any case, training programs may not last more
than two weeks, as provided by law.
