Reinventing the Wheel at Apex Door Company - Essay Example

Employees feel less a part of the organization and have less of a sense of value.

In the case of Apex, it cost the company thousands of dollars in wasted steel. In a medical setting, an employee may not be updated on the most current laws and could place the company at risk for a lawsuit. In all cases, it results in inefficiency and a lowered standard of quality. 2.) What role do job descriptions play in training job descriptions are a critical part of a job training program, as they are the foundation that the job is built upon. A comprehensive job description tells the employee what is expected of them and what the position entails.

It may elaborate on job requirements and special skills that may be needed. According to Erven, a good job description can, "help to sell jobs to recruits, develop training programs, motivate employees, make evaluation simpler, reduce turnover and reduce chances of litigation" (1). Training is more than just informing an employee how to do the job, or operate the machine. Training is a process of bringing the person into the company, informing the employee what is expected of them, the limits of their authority, and the role that the position fills within the company.

Without a good job description, duties may go unfulfilled as all the employee's wonder whose job it is to complete a given task. Are they responsible for monitoring quality Who do they report to Where does the job fit in the promotional hierarchy These questions can be answered by a comprehensive job description.3.) Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions. First, Apex needs to create a training department and put a person in charge of that responsibility.

This would demonstrate to the employees that training is important and valued by the company. While some companies may find it more practical to purchase training (buy highly skilled applicants), there are many aspects of training that need to be learned from the company. To formalize the training at Apex, I would begin by writing complete job descriptions for every position. I would then have manuals written and approved for every department. The manuals would include computer processes, forms, and a definition of the decisions that an employee may need to make.

In the case of Apex, the manual would define 'commercial' and 'industrial' and how to select the correct option. I would then dedicate time away from production to train the employees and introduce them to the manuals. This process would inform the employees of their specific duties, as well as orient them to their position and role within the company. The dedicated time would enhance the employees' motivation for training and add to their sense of self-esteem. In addition, there would need to be a process of updating the manuals, and a procedure for regular updating of the employees' skills.

Lastly, the training would need to include the company culture and corporate values. According to Barrett, "the training should be tailored to support the organizational culture" (189). This could include ethics, company history, or the firm's relationship with the local community. These steps put all employees on the same page and give them a sense that they are valued workers and a part of the organization. Training curtails waste, increases employee productivity, and improves the employees' morale and attitude.