Integral Energy Company

Paper Summary:

This paper analyzes Integral Energy's significant training and development programs, which are implemented under the broader strategy of organizational change management to transform Integral from its traditionally protected status to a company subject to an extremely high degree of competition. The author analyzed personal interviews, surveys, discussions, internal documents, and published literature to evaluate critically the effectiveness of Integral's training and development strategy in terms of its application to work psychology. The paper relates that the variety of courses offered and the focus on both hard and soft skills support the opinion that Integral's Corporate human resources is committed to creating opportunities for staff to gain appropriate skills.

Table of Contents
Company Selection
Methodology
Personnel Interviews
Analysis of Staff Surveys
Methodology Limitations
Background
Company Background
Industry Background
Work Psychology's Application to Integral's Training and Development Strategy
Work Psychology
Job Satisfaction
Entrepreneurial Skills
Mutual Commitment
Self Managed Teams
Leadership
Induction
Intangible Training and Development Skills
Restructuring
Changes to the Psychological Contract
Integral's Training and Development Programs
Actions Taken to Address the Strategy
Staff Survey - Communication
Staff Surveys - Change Readiness
Critical Evaluation
Planning
Linking Training to Organizational Needs
Variety of Training
Utilization of Knowledge - Opportunities
Evaluation and Adjustment
Value the Trained Employee
Conclusion
Appendices
Internal Communication
Employee Survey - Communication
Timeliness of Internal Communications
Relevance of Internal Communication
Employee Survey Change Readiness
Personnel Interviews
Evaluation of Integral's Human Resource Strategy - Training and Development
Evaluation of Integral's Human Resource Strategy - Training and Development

From the Paper:

"The requirement to introduce commercial skills and reduce employee numbers was a commercial reality. Integral needed to take action to address the excess labor in some areas and lack of skills in others. It opted to introduce internal competition as a "sing or swim" approach. Training and development sunk! With mounting employee resentment and resistance, management chose to significantly cut the training and develop budget. Integral failed to recognize Jordan's (1998) observation that knowledge is a source of organizational growth and it is critical that skill levels are raised from the lowest worker to enhance equity, cooperation and alignment. Instead, Integral abandoned its training and development strategy after Senior Management labeled it a failure."

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