Sample Paper on Training Program at Primark

Training Program at Primark
Training is a deliberate organization’s effort towards its workers’ education with regard to their related skills. It is a continuous process that aims to improve the overall performance and production of employees. Primark is a multinational company with over 254 stores spread across Europe. The organization offers different collection of goods ranging from children, adults, homeware, beauty accessories, and confectionary. With regard to its expanding nature, Primark is always involved in recruiting fresh workforce to add on its production team. However, the new employees are required to undergo a training programme. This paper will discuss the induction training programme conducted within the Human Resource department at Primark.
Induction training entails introduction of new employees to the organization. Since the employees were new to the organization, the program was identified to ensure new recruits become productive as quickly as possible. The exercise also aimed at reducing costs that would have been incurred by mistakes made by the new employees’ unfamiliarity with their new roles. Through the course, the new recruits were able to learn several issues regarding their new organization and roles. They were able to learn about the primary duties of the job. Coming face to face with other new workmates and looking at the layout of the grounds were also other important aspects that recruits gained. The program made employees aware of organizational values, aims, and domestic undertakings and guiding principles of Primark. Training involved two aspects; on the job training and off the job training.
The recruits’ confidence was raised. This was as a result of strengthening skills gained from the training program and maintaining all the employees to a similar level of skills. The program enabled the recruits to become more productive as they became aware of safety practices and proper procedure in their roles.Consistencey among the employees was enhanced, as they were made fully aware of the organizations goals and expectations.
The scale of training is pricey and time demanding. Resources were used to conduct the training, such as paying the trainers. Other expenses included paying accommodation and catering fees for off the job training. The ability of information transfer from trainers to employees could not be evaluated. In addition, the purpose of offering all employees with the same level of skills could not totally be achieved due to different acquisitive levels among recruits.
Strength and Weakness
Employees were competent to tackle their new roles with self-belief. On the job program was performed as the new employees were carrying out their duties, thus saving time and cost. Off the duty programs were time consuming and costly as the new employees were to be away from their work stations to receive the training. This was the main program boundary.

Training motivated fresh employees to perform effectively. As employees acquired more skills to perfom, their job security was enhanced. Work enhancement opportunity resulted in efficiency, and the ability to perform effectively made their work self-important.
An assessment was performed to evaluate the newly acquired skills in the training plan. The straight forward questions below were put forward.
1. Were you generally contented through the course?
2. Were the skills acquired useful?
3. Was the presentation straightforward to understand?
4. Did the program provide information that you could immediately use in your profession?
5. Would you commend the program to new employees?
The response received was positive. The program was performed on fresh recruits. This implied they were made conversant with the organization’s policies and practices. Further, employees became productive easily. This also enabled the new employees to avoid mistakes committed through not knowing the procedures to be followed while executing their duties. It also helped them to be conversant with their roles and organization’s goals. The program was a success. However, classifying the new employees into different categories according to intelligence would have made the program more effective.