An organization’s ability to provide its employees with additional knowledge or

Question

An organization’s ability to provide its employees with additional knowledge or skills that employees can effectively utilize remains central to raising the level of performance and productivity of both employees and the organization itself. Too many training opportunities, though, are not effectively created and utilized. The consequence is that the training presentation or program does not change the basic character or performance of an employee. Research an organization that recently enacted a new or innovative training program. Be sure to choose an organization with which you are familiar and for which you can gather sufficient information to successfully complete this assignment. For this assignment, develop a well-written paper that includes the following: Provide a brief background of the organization and detail the general issues/problems that the training was intended to address (for example, the lack of motivation within the sales force). Present the general components of an effective training plan and assess whether the training program developed and implemented in your example followed general components of an effective training plan, explaining why it did or did not. Finally, evaluate whether the training plan may be effective or not, stating how you would modify the training plan to raise the chance that it may effectively modify the behavior/attitude of the organization’s employees and therefore lead to greater productivity and profitability. Your paper should meet the following requirements: Be 3-4 pages in length Include at least two scholarly sources that support your position as stated in this assignment

Explanation / Answer

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INTRODUCTION:

An organization’s ability to provide its employees with additional knowledge or skills that employees can effectively utilize remains central to raising the level of performance and productivity of both employees and the organization itself. Too many training opportunities, though, are not effectively created and utilized. The consequence is that the training presentation or program does not change the basic character or performance of an employee.

I will brief about an organization through an example in detail.

Brief Background about the organization:

Eni gas is engaged in exploration and production, gas and power, refining and marketing and pursue the entire value creation chain. We aim to grow by focusing on innovation, efficiency and the environment, completing our transformation into a fully integrated oil and gas company.

Analysis:

Eni gas increases the ‘engagement’ (+13%) and productivity (+19%) of its workforce:

Eni gas: First ‘engagement’ experience Eni gas is one of the largest EPC and Exploration companies in the world. Eni is a multinational Oil & Gas company, considered one of the global supermajors, it has operations in 73 countries, with a market capitalisation of US$55 billion, as of June 30, 2017. Eni constantly ranks among the top 100 on Fortune Global 500 list for largest companies by revenue.
In 2016, the company was listed in 65th place.

Eni gas, one of these subsidiaries, has become one of the companies to implement innovative training actions to increase the 'engagement' of its employees. Thanks to the graphical representation, EPC company has managed to move its innovative nature within a corporate learning program.

Challenge: To connect innovation with training The big challenge defined by the HR department of Eni gas has been quite clear: to improve the commitment of its workers through innovation. To achieve this, Eni gas has opted for training as the main vehicle to meet the challenge.

However, to connect innovation with training, it has been necessary to meet the following requirements:

Solution:

the video and graphical representation as a learning tool Eni gas decides to commit to the slides as the ideal learning tool to address the identified needs. To that purpose, it implements Slide-based learning platform focused on the development of ‘soft skills’:

Results: The more commitment, the more productivity

For the correct measurement of the effectiveness of the training program implemented by Eni gas, evaluation model has been used

Level 1: Reaction. The goal is to evaluate the employee’s answer to the training program. At this point, their satisfaction level is in itself an indicator of an improvement in “engagement”:

Level 2: Learning. The goal is to measure the number of withdrawals from the training, understanding that a high completion ratio guarantees a higher number of developed employees:

Level 3: Behavior. At this level, effectiveness of the training is evaluated. In other words, whether the contents and knowledge learned are applied to the jobs:

Level 4: Results. This last level is for evaluating the benefits produced by the training program and how they connect with the strategic results of the company. At this point, the great goal of the training is evaluated:

As a direct consequence, the performance level of the workforce has undergone a remarkable increase as well:

Conclusion Report:

The Management Team, including the Manager Luca and Site deputy manager Ferri, have been the great supporter of this program based on training slides, even completing the training program personally. And the results offered by this program are not only measured through performance indicators, as habits within the company have also been successfully changed, demonstrating a real impact within the organization to complete the project much before the project.

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