Human Resource Practices for Implementing Advanced Manufacturing Technology (1986) / Chapter Skim
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7 Selection, Training, and Education
7 Selection, Training, and Education
Pages 51-60
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From page 51... ...
the criteria used to select workers, tends to raise significantly the amount of training needed by the work force, and raises issues concerning the relationship between educational institutions and other sources of industrial training. SKI ECTION In the past, the criteria for selecting workers for industrial jobs were not complicated.
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From page 52... ...
suggests that, by careful planning, union and management can devise innovative ways to give weight to selection criteria other than seniority and gain the confidence of the work force in the fairness of the selection process. If a company gives inadequate attention to how it will select workers for AMT jobs, it will use seniority alone by default.
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From page 53... ...
The knowledge and skills demanded by the deployment of this new equipment have necessitated large-scale formal training programs. This effort has been costly.
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From page 54... ...
These developments have transformed training programs into more general agrees in production strategies and trouble~hooting and have raised concern for management about such issues as the general ability of workers to read, write, and communicate. The extensive amount of training has also raised serious questions about the choice of training systems.
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From page 55... ...
y implemented AMT are far more likely to have major training programs for the production workers who will have direct responsibility for the control, repair, and use of the equipment. Those training programs start earlier, lent longer, and include far more than their predecessors with traditional technology.
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From page 56... ...
all workers selected for that part of the plant underwent an extensive skills assessment program and specific technological training, custom designed by a local community college. · Initial training for semiskilled workers at a greenfield engine plant (C)
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From page 57... ...
· An executive of a machine tool company (plant P) , at the time of the site visit, believed that 15 percent of the engineering work force would be permanently in training as a result of the adoption of .simultaneous engineering.
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From page 58... ...
The issue for the company is how to continue to provide the required training without facing the continual threat of work force turnover and consequent further training costs. Means of meeting this challenge include competitive pay and working conditions, challenging work, advancement opportunities, a favorable work culture, and, in cases of a unionized work force, a constructive unionmanagement relationship.
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From page 59... ...
· The effectiveness of training programs should be continually assented. Some of the companies visited reported that training programs were successful only on hit-or-miss basis; managers were unsure how to ensure consistent success.
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From page 60... ...
The committee's visits indicate that community colleges have successfully trained workers in the new technologies for local industries. One unresolved issue in how well this format could be used to develop retraining programs for engineers and other professional workers in the new technologies.
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