Monitoring the Results and Reflecting on the Action Research Project As of late fall 2001, the main approach used to monitor the results of the action strategy has been discussions, either one- on-one or group. Through these discussions, the following results have been noted. Four issues of the newsletter, Toronto Talks have been published with articles and digital pictures contributed from several employees, though none have come from training program participants. After attending the October Irwin Communication Team meeting, I observed that one of the training program participants had joined the committee. As well, six members of the Effective Communication in the Workplace class decided to meet once a week to work on the Employee Handbook. The first draft is currently in circulation at the senior management level and the Irwin Communication Team for review. In addition, four employee opinion surveys have been distributed with 100% participation. Reflecting on the project, some observations can be made. Given that the training program came to a close in the summer of 2001, few definitive conclusions can be made at this early point as to the effectiveness of using company initiatives as an assessment procedure. However, early indications show that employees are beginning to participate in these new company ventures. In fact, twenty percent of the graduates of the training program are currently involved in one or more of the following: Employee Handbook, Irwin Communication Team, or the Continuous Improvement Team. Recently, the President of Irwin made an excellent observation on the effectiveness of the company’s initiatives in assessing skills. He recounted that in the fall, they held their company barbeque with an Oktoberfest theme. Together with the President, employees from one of the manufacturing departments organized the event. He proudly spoke about how effortless it had been to communicate with the employees and how he could not have done something like this a few years ago. The fact that he could refer to planning the company barbeque in such glowing terms spoke volumes to me. It solidified in my mind the power and appropriateness of instituting company initiatives as the way to assess employees’ skills retention. As Irwin Seating Toronto continues to provide opportunities to engage employees in a learning culture, they will be able to regularly monitor and assess their newly acquired communication skills.
About the Author Grace Nicholson is a Training and Communications Specialist in a Human Resources Department of a Magna Division. She has worked in the field of workplace training for 12 years.