CASE: TRAINING

The author believes that orientation training for new employees should be tied to personnel turnover and productivity, both of which are already measured by most firms. To superimpose Mr. Big's complex system on these instruments could be interpreted as a duplication and somewhat heavy-handed. The proposal also violates sound principles of delegation, in that the supervisors should be given authority to orient employees in their own style. If turnover and productivity results do not come up to standard, then supervisors should be held accountable. In addition, the plan appears to be overambitious. It is doubtful whether Mr. Big will be able to follow through with so many evaluation meetings.