Facilitation of Workplace Training - Case Study

Facilitation of Workplace Training - Case Study

1 Introduction

1.1 Objective of this Proposal

The objective of this training proposal is to analyse and assess the viability of the OBL Training Project with XYZ Transport. The organisation is defined in terms of its training culture and learner profile. The need for and type of training are given clear scope. The training plan section then presents two broad, alternative training options, with tentative costings, as an initial point from which to begin the project.

1.2 Training Context

XYZ Transport was recently awarded a multi million dollar contract by the Australian Government for the sole distribution of OBL. This prestigious contract was a major victory and milestone for XYZ Company. XYZ has planned a major company growth strategy around the market positioning as the number one company for safe transport of the most dangerous chemicals in Australia. The company has just invested a significant outlay on state of the art handling facilities. Training will need to be contextually relevant and work place based as part of assessment and compliance procedures.

2 Understanding of the issues

2.1 Background

2.1.1 Analysis of Organisational Structure & Attitude to Training

The XYZ transport company is a franchise company with a nationally-distributed base of franchisees. The businesses are co-ordinated centrally with one set of procedures and processes for all. This is important in an ISO-accredited company such as this one. The franchise headquarters are also in part responsible for the acquisition of new business such as that which has led to the current training need.

Training is an ongoing part of this business due to the nature of the chemicals being transported. There are multiple OH&S issues that arise and which require a franchisee to maintain a certain competency level. Training is largely organised independently by the franchisee with the RTO of their choice. The franchise requires proof that mandatory training has been undertaken, this can be proof of assessment or competency. The individual franchisees are committed to the regular training schedule, understanding in the same way that XYZ head office does that it is essential for their continued success.

The XYZ transport company combines both the cost benefit approach and individual development approach toward training. This is demonstrated in part by the calibre of franchisee they select. The qualities that can be found in a typical franchisee include demonstrated financial success, literacy, thoroughness, integrity and initiative. XYZ see these people as a valuable resource that must be kept in sound working order through remaining up-to-date with OH&S and ISO compliance training. XYZ also encourage initiative amongst individual franchise owners in the expansion of their businesses. They are not single-minded about the minimisation of costs at the expense of future growth.

2.1.2 Identification of Specific Organisational Issues

Non-Issues

Due to the current high level of participation in training within the XYZ franchise company it is not anticipated there will be much organisational resistance to participation in the OBL training course, either within the headquarters of the organisation or amongst its distributed members.

The prospective trainees are already engaged in a regular process of professional development. Even though the previous training has not been at OBL-handling level it can be safely assumed that the trainees will have a satisfactory skill level in the required areas of language, logic and comprehension to successfully complete the training.

Cost

The XYZ Transport Company will be paying for the training and any associated costs of the OBL training course. The cost issue in this case will be the loss of income suffered by franchisees whilst having to attend training sessions. If the course is held out of normal work hours it is likely to cost more to the company. Depending on the required duration of the training to hold the course outside normal working hours might not be possible.

Time

The franchisees are required to sacrifice their income to attend the OBL training course. As people who were hired for their initiative and independence, and taking into account the fact that for most previous training they have been allowed to create their own training schedules with their own training organisation, it is reasonable to assume that there may be some resistance to a centralised training course which takes up more than a small portion of income-producing