it from a reducing market.Training and Development This in most organisations is a major growth area, with firms realising that skills development and flexibility are now key to business success. Unfortunately within corus over the last few years the amount spent on ‘external’ training has been kept to an absolute minimum and has had an effect on plant operating performance, initiatives such as I.I.P, T.Q.P. and the likes have been dropped by the wayside due to the cost and lack of resources to implement and apply. The significant changes in manning have affected this. The main source of training at present is ‘sitting with Nellie’, the disadvantages of this being that the trainee is getting a level of training that the trainer has been trained to give. Unfortunately Plant Trainers are non-existent and therefore the training given is from someone who has little experience of training people and very often not a lot of knowledge of plant and the process. The latter is inherent of the loss of knowledge due to the departure of experienced individuals. This has now been identified and new measures have been put in place that will be discussed under ‘Challenges’.Performance Appraisal This involves a formal system of regularly collecting, recording, and sharing information between the employee and the appraiser about the employee's work performance and potential. Conducted in the correct manner, it can enhance motivation, contribute to achieving organisational goals, and assist the process of rewarding good performance. http://www.leavingcert.net/One would like to think that this is carried out, in reality there again is insufficient time for the line manager to implement as the role of ‘fire fighting’ other issues on a daily basis is consuming time, and the fundamentals of managing people are not being addressed.Reward Management This involves designing the most appropriate methods of re...
