1.0 Introduction

Management practices are diverse and intense when it comes to coordinating all the different sections that make a production process complete and gain a unified success report. Therefore, the whole process requires that management delegates the various tasks to employees based on their expertise and potential. In this report paper, the focus has been redirected to one firm, a leather shoe manufacturer in New Delhi, All Generation Leather Limited. The program under implementation is employee re-training, and it has been conducted internally such that the core business activities do not get slowed down or stopped, but rather running as usual. It is pivotal for all global firms to ensure their stuff is updated on all necessary skills that make them not only conversant and acquainted with working procedures that fit in the modern production systems, but also make them marketable in all market jobs (Overman, 1993). Well-trained employees are an asset to a firm for they induce efficiency in the working process; increase the productivity levels and in turn boosting the sales and profits. It is evident that an employer only selects the top crème of workers with relevant skills in the job type being offered, but retraining should be mandatory in all firms since the goal here is to ensure that the competence is maintained throughout the period one serves a given company. Skills often fade with time and the retraining program is meant for restoring and sharpening them to fit in the modern world labor requirements (Srivatsan, 2006).

2.0 Program Goals

The retraining program mentioned above will be guided by three distinctive goals that have to be achieved at the end of the implementation process.

• Fully involve, engage and orientate the employees with the form’s working procedures

For this first goal, the program has been initiated so that both the newly employed and the existing employees might be equipped with the vital skills and knowledge that allow them to perform the various assigned tasks as anticipated by the employer or within the organizational culture provisions (Jacobson, LaLonde & Sullivan, 2003).  Hence, they will be in a position to engage in different tasks in any department within the firm’s production process.

• Boosting skills diversity

The fact that every employee has a set of skills that vary from one to another at the time of joining the firm, it is essential that retraining is engaged so that all the staff members might have uniformity in what is expected of them to perform a given task in the firm. Therefore, the program presents them with a chance to gain new skills and knowledge they never had at the time of inclusion in the company’s workforce (Bove, 1987). Thus, one would say that the program has enhanced diversity in skills presented by the workers.

• Incorporate efficiency in business operations

The employer’s intention in approving the retraining program was to ensure that every single process in the production system is conducted faster, with perfection and at minimum cost possible. Efficiency is a factor the firm had to fight for by investing part of their resources to support and ensure that the program is successfully implemented. The management designed to ensure that errors that surface within the production systems are reduced to zero since well-trained workers do not take chances with errors in their work.

The above-stated goals will be implemented following a specific timetable that has been designed t ensure that all retraining activities do not collide with regular production procedures. Therefore, this is why the retraining program was conducted within the firm and during free times when the employees are not much engaged in production activities. The timetable below presents a clear picture of the schedule that the retraining program implementation process had to follow.

3.0 Implementation timetable

Time	Activity	Milestone
Every Saturday (7.30am-12noon); for two months consecutively	Learning the general skills in producing leather shoes, the different steps of acquiring the skins, preparing them for processing based on color preferences, and shaping them into different shoes sizes and shapes.	Gaining of knowledge by employees on how the entire process of leather shoes manufacturing operates
Fridays  that were spared for meeting and debates (all afternoons for the entire two-month retraining period)	Practicing or experimenting on the leather tanning processes individually	Acquiring diversity in skills such that one can work individually
Working hours (Monday-Friday); for six months	Incorporating newly acquired skills in normal working procedures	Improvement in firm’s overall performance and productivity due to the efficiency embraced in all tasks implementation

 

4.0 Criteria

The outcomes of the retraining program had to be measure in order to ascertain whether it was a success or a failure. Therefore, the report relied on three different criteria as presented below, to measure and scales the effectiveness of the program towards achieving the pre-determined goals discussed above.

• An increase employee productivity levels

After the program implementation was complete, the management used the above criteria to ascertain whether the project was a success and efficient, and this encompassed screening every employee to determine whether their current productivity levels were better compared to the previous one before the project implementation. Hence, an increase in productivity would be an indication that employees have gained newer skills on how to perform their duties.

• Reshuffling employees in departmental positioning

This method would be used a screening procedure that would allow the management to see how diversity in skills has been achieved with accordance to how workers can handle different tasks across the departments. Therefore, one would say that the firm used the above criteria to measure the extent by which the goal of skills diversity was achieved based on how performing the workers can be in the different areas of production (O’donnell & Galat, 2008).

• Independence in working

Subjecting the employees to a condition that requires them to work without teamwork support would be good criteria to weigh how the goal on efficiency has been achieved in individual employee. Working alone would help to demonstrate how the retraining program has equipped the workers with tactics, knowledge and skills to work under minimal supervision as well as portray competence in working procedures.

Appendices

Ltd- limited

Goal 1- Engagement and involvement of employees into the organizational working culture

2. Boosting skill diversity among employees
3. Acquiring efficiency in business operations

Criteria 1- measure of increase in employee productivity level

2- Departmental reshuffling of employees

3- Independency in working among employees

Timelines

Two months implementation period;

Saturdays- days when employees are off and can be retrained without interrupting the normal working schedule of the firm

Fridays- conversion of this time scheduled for the regular organizational internal meetings and debates period for retraining purposes

Monday-Friday: – the best tie to induce the newly acquired skills in the working procedures.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Bibliography

Bove, R. 1987, “Retraining the Older Worker”, Training and development journal,vol. 41, no. 3, pp. 77.

Jacobson, L.S., LaLonde, R. & Sullivan, D.G. 2003, Should we teach old dogs new tricks? the impact of community college retraining on older displaced workers, Federal Reserve Bank of St Louis, St. Louis.

O’donnell, T.K. & Galat, D.L. 2008, “Evaluating Success Criteria and Project Monitoring in River Enhancement Within an Adaptive Management Framework”, Environmental management, vol. 41, no. 1, pp. 90-105.

Overman, S. 1993, “Retraining our workforce”, HRMagazine, vol. 38, no. 10, pp. 40.

Srivatsan, V.R. 2006, “Improving Workforce Productivity: New Hire Or Retraining?”,Malaysian Business, , pp. 11.