Abstract
There is always a problem in a new plant start-up acquiring a workforce that is competent. This is aggravated when the skills required are not available in the prevailing labor market. Couple this with a tight labor market with competition for workers. A further complication is doing all of this internationally (Singapore). The traditional on-the-job training was not considered capable of creating and developing a competent workforce.
The solution of the problem that was adapted was a competency -based technical program using subject-matter experts. These SME's were selected from within the culture of the plant, brought to the United States and trained, coached and counselled so that they could develop and conduct the training back home in Singapore.
Competency-based training that uses certification was taken a step further by the integration of human factors and social interaction consideration and skills. The SME's to be effective must be accepted as experts, coaches, counsellors and mentors. The feeling of caring and consideration needed to come across as credible and honest for success. When this did, the trainers were receptive and enthusiastic and they took pride in their accomplishment.
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