Training and Development Environment Assignment Sample

Running head: TRAINING AND DEVELOPMENT ENVIRONMENT
Training and development environment
Name of the Student
Name of the University
Author Note

1TRAINING AND DEVELOPMENT ENVIRONMENT
Executive Summary
This report includes detailed training and development program for the employees of Rio
Tinto. Rio Tinto deals with the mining operation such as upstream and downstream
operation. The importance of training needs assessment reveals that as Rio Tinto deals with
large mining operation, the organisation needs to consider some particular aspects such as
skills and knowledge development aspect, awareness of safety and security norms and
operational communication. The training and development programs have been designed by
taking theoretical suggestions from the weekly notes such as performance gap analysis
method and training needs identification. Based on the training needs identification the
training program have been developed in ta table format mentioning, the goals, resources and
estimated outcome.

2TRAINING AND DEVELOPMENT ENVIRONMENT
Table of Content
Introduction................................................................................................................................4
Problem/ Purpose...................................................................................................................4
Scope......................................................................................................................................4
Organization:..............................................................................................................................5
Methodology..............................................................................................................................6
Findings and discussion.............................................................................................................6
Qualitative Questionnaire.......................................................................................................6
Discussion..................................................................................................................................7
Explaining the importance of training and development need in Rio Tinto,.........................7
Identifying participants:.........................................................................................................8
Explaining who need to participate in the program...............................................................8
Explaining how would the participants benefit from the program........................................8
Program plan:.............................................................................................................................9
Instructional System Design (ISD)........................................................................................9
Addressing the performance gap with a training action.......................................................11
Training program objectives................................................................................................12
Conclusion................................................................................................................................12
Recommendation......................................................................................................................13
Training and Development program....................................................................................13
Method of Delivery..............................................................................................................16
Instruction for the trainer.....................................................................................................17

3TRAINING AND DEVELOPMENT ENVIRONMENT
Feedback and evaluation......................................................................................................17
References................................................................................................................................19
Bibliography.............................................................................................................................19

4TRAINING AND DEVELOPMENT ENVIRONMENT
Introduction
This particular report provides a detailed analysis of the in-house training for the
employees of the organization Rio Tinto –A mining organization which deals with world’s
largest and best quality mines and operation. As the organization deals with an on-going and
in-depth mining operation, its staff members require proper training and development needs.
The report aims to develop an in-house training program for the organizational members of
Rio Tintu, especially, the workers who are involved in the upstream operation of mining.
Thus, to achieve this aim, the report is conducted based on the objective of assessing the
current training and development needs and developing a suitable training plan for the
employees. The objectives set for the report is relevant because training and development
programs often help organization to develop their overall productivity. So, this is certain that
enhancing the skills and knowledge of employees or the enhancement of overall workforce is
positively reflected on productivity.
Problem/ Purpose
The major purpose of the report is to design and develop an in-house training program for the
employees of Rio Tinto.
Scope
The report presents the importance of training and development needs in the organization Rio
Tinto and based on the importance, the report provide a detailed training and development
plan supported by training and development theories. To design the training program, the
appropriate PowerPoint presentation containing a set of activities related to training will be
provide to the employees. The design of the training program may involves a systematic
procedure such as selection of people requiring the training program, the selection of total
number of employees, rescheduling the roster of employees who will be receiving the

5TRAINING AND DEVELOPMENT ENVIRONMENT
training. The overall time period of training program is around 90 days and 3 house in each
day will be allocated for training.
As the number of employees is around 50, a large hall room located inside the
organization, premises will be used to reduce the cost or avoid the cost of hiring a new room
from outside. In addition to this, a digital projector along with a proper computer system will
be required to show and explain the content of the training program such as the user
guidelines of using the new machines for mining operation. The estimated budget for the
training and development program is around AUD$5000. However, the major barrier for the
proposed training and development program is budget because if the allocated budget was
little higher than the estimated amount of budget, few more element in the training program
such as few more employees from other department, a new hall room with required
equipment would been added in the program. In addition to this challenge, the entire training
program requires consistent support from the management which may not be in place.
Organization:
Rio Tinto is known as an Australian-British multinational and one of the world’s largest
metal as well as mining corporation. The organization was established in 1897 with the focus
of dealing the extraction of minerals but the company also has some significant in some other
fields such refining, iron ore and others (riotinto.com, 2018). According to the annual report
of 2017, the total operating cash generated was around of US$ 13.9 billion. In addition to
this, the organization achieved US$0.4 billion of additional free cash flow from the mine to
market productivity programme (riotinto.com, 2018).

6TRAINING AND DEVELOPMENT ENVIRONMENT
Methodology
In order to conduct the research, the current internal workforce scenario of the organizations
has been evaluated with the recent training and development program proposed by the
marketers and the analysts. While performing the evaluation of existing training programs,
different theories and models proposed by the scholars have been reviewed. On the other
side, an industry analysis was conducted considering the peer reviewed journal articles,
annual reports of few organizations belonging to mining sector, newsletter of the
organisations. Conversely, primary data has been collected by applying qualitative data
collection technique, which further involves the interview method. The collected has been
analysed by comparing them with the findings found in the scholarly journals. The interview
among the organizational members have been conducted on the basis of the simple random
sampling method. The population size derived from the chosen sampling technique is
around 10 people.
Findings and discussion
Qualitative Questionnaire
1. What is the importance of training and development program at Rio Tinto?
According to HR executive of Rio Tinto, the organization deals with many large and long-
term mining operation and simultaneously, the employee base of the firm is also increasing
but the process of managing the overall operation has not been improved for long. The
executive has also mentioned that several new technologies have been adopted but the
present workforce of the firm is not aware of the use of the technology. The employees are
following the same existing method which is slowing down the operation and creating a
negative impact on the productivity. According to the executive, the technology is rapidly
developing; so, the organisation is considering to adopt innovation in the operation. Thu, to

7TRAINING AND DEVELOPMENT ENVIRONMENT
innovate the entire process of mining operation, the organization first needs to brush up the
skills and knowledge of the employees.
2. How do you assure the safety and security of the employees at Rio Tinto? Is there any
plan for safety improvement?
According to the manager at the safety and security department, Rio Tinto’s commitment to
safety is the foundation of the way the organization operates as well as at the heart of its
corporate culture. One of the common but significant fact is that when an individual starts
working on the site, he/she becomes so cautious but eventually or at some point during the
work, the person relaxing and think nothing can go wrong but it certainly it can. The laidback
attitude of employees often lead to accident and the blame is imposed on the organization.
Thereby, from the response of the manager, it is derived that Rio Tinto is currently planning
to design a formal training containing safety and security features. The program will be
treated as the formal training method with the purpose of awakening employees to be
cautious about the safety norms and regulations.
Discussion
Explaining the importance of training and development need in Rio Tinto,
As discussed in the previous assignment that training need evaluation is usually referred to
the strategic step for discovering the program for the employees and the organizations. The
evaluation of training needs are necessary because it gives information regarding the level of
knowledge and skills of the workforce. According to Kraiger (2014) training needs
assessment is a crucial stage in the training development program. So, the training assessment
helps organisations to identify the existing knowledge strength and weaknesses. Based on this
assignment, the training program is developed. In addition to this, training needs also helps to
identify the areas that need to be developed for increasing the productivity of the

8TRAINING AND DEVELOPMENT ENVIRONMENT
organizations. On the other side, Wilson (2014) mentioned that training needs analysis is
typically undertaken for recognizing some particular areas of behaviour that should be
developed by providing appropriate training.
Identifying participants:
The major participants of the training program are the employees of Rio Tinto, especially,
the members who are directly involved in upstream mining operation. In addition to this,
corporate training will be provided to the general employees. Furthermore, the employees at
the senior level such as the supervisors, managers, and HR executives will also be involved in
the training.
Explaining who need to participate in the program
Based on the training need assessment, the employees at the operational level should
participate in the training and development program but there are other employees in
functional department such as the supervisors, assistant managers, managers, facility
managers, the personnel at the safety and security department should take part in the training
and development program.
Explaining how would the participants benefit from the program
As put forward by Ford (2014), any training program comes with appropriate purpose and
desired outcome and if it implemented properly, the result is inevitable. Thus, the developed
and proposed training program could help the employees who are at the operational level to
learn about the new techniques and procedure of using new machines designed for mining.
As technology is rapidly developing, the collection of new knowledge and skills will help the
employees to adapt to the new system. On the other side, in the internal environment, the
managers and the supervisors can guide the workface and manage employee work duties and
responsibilities with new software applications.

9TRAINING AND DEVELOPMENT ENVIRONMENT
Program plan:
This is an important stage in the training and development process and there are few
important points derived from the theories need to bear in mind. The training should be
provided to the particular number of people considering them as a team rather than
considering them as an individual. The theory of scenistic method, indicates that the training
would be more appropriate for team training instead of making instructions for each
individual (Milhem, Abushamsieh & Pérez Aróstegui, 2014). The theoretical and conceptual
base of this particular theory may include learning, constructivism experimental learning,
transformative learning and action theory.
Instructional System Design (ISD)
ISD helps to design and develop the training program and the process for the proposed
training and development program includes the following steps (Hodell, 2015).
Systematic: This is a step by step process in which, first the name of the employees of Rio
Tinto will be categorized. Thereafter, in the step 2, the training instruction and details such as
name of trainers, time, and venue will be sent to personalized email id of the employees. In
the step 3, the employees will be briefed about the importance of the training and
development plan- such as the benefits which the employees may receive by attending the
sessions. When the employees know about the purposes and benefit of training, they may pay
attention to the program ad take the session consciously.
Flexibility: This systematic process is flexible because organizational operational goals and
employee performance gaps have been assessed and based on the assessment, the training
plan have been designed. The following table shows the performance gap observed in Rio
Tinto.

10TRAINING AND DEVELOPMENT ENVIRONMENT
Organizational goals
To enhance the productivity using new
and adopted mining technology
To use technology to reduce the cost of
operation
To provide employees with appropriate
training to become flexile with the new
system
t
Organizational Results
Most of the mining project
delayed due to lack of
coordination, employees at the
operational level are still following
the conventional method of
mining, which is slowing down
employee performance
Poor functional and operational
situation Overall productivity is
affected due to
performance gap
Employee should be taught
about the use of new
machines

11TRAINING AND DEVELOPMENT ENVIRONMENT
Figure 1: Identifying the performance gap
(Source: Made by the student)
Addressing the performance gap with a training action
Performance Gap A
Poor organizational productivity
in mining
Poor employee performance
Limited use of technology due
to lack employee skills and
knowledge
Required Performance
Each mining project needs to be
over 50 days
Organizational productivity
should reach 10% higher than
previously recorded Performance Gap
Required Training action
30 days of training about how to use
newly adopted disruptive tech.bmp,
mobile internet.bmp, and
automation of knowledge-
work.bmp
20 days of training regarding the
use of cloud technology and
underground mining technology
Actual Performance
Each mining project
takes almost 3 months
to finish
Employee performance
decreased by 11%
compared to the
standard set

12TRAINING AND DEVELOPMENT ENVIRONMENT
Figure 2: Performance Gap designed in the training and development plan
(Source: Made by Student)
Hence, the disruptive-tech.bmp mentioned above in the training action is about the use of
internet technology which is expected to enhance the worker productivity as well as service
delivery. This enhanced technology enhances the mine site safety and the converts the way
the safety is managed. The maintenance of safety and security grounds would reduce the time
for productivity.
Training program objectives
 To enhance the productivity in mining using newly adopted technology
 To maintain safety and security of employees by using advanced technology
 To enhance employee performance by guiding them appropriately when required
 To reduce the cost and time of mining operation
The major learning theories that have been adopted to design the training plan is Instructional
System Design, process of identifying performance gap and Training Action Plan model.
Conclusion
This report presents a large training and development program designed and developed by
incorporating organizational goals and objective. From the data collection techniques, it has
been found that presently, Rio Tinto is in the need of an appropriate training and development
program, which shapes their future operational needs. The proposed training and
development program has been considered to provide a desired outcome but the as the
process is long, training program needs further evaluation to identify the scoop for
improvement.

13TRAINING AND DEVELOPMENT ENVIRONMENT
Recommendation
Training and Development program
Description
of the
planned
activities
Personne
l involved
Require
d
Resourc
es
Goal Rationale Time
Frame
Estimated
outcome
Providing
employees
with
appropriate
instruction
regarding
the use of
new
technology
Trainers,
HR
executive
s,
participan
ts
(Employe
es at
mining
extraction
departme
nt),
Programs
evaluators
Demo
model of
the
technolo
gy,
digital
projector
s,
computer
,
different
colour of
lights to
indicate
any
particular
points
during
knowled
To teach
each
employe
e about
the use
of
extractio
n
technolo
gy and
internet
technolo
gy to
reduce
the
extractio
n time
Presently,
the
employees
are following
the
conventional
method of
extraction
with existing
technology,
which is
slowing
down
employee
performance
and overall
employee
performance.
Thus, the
The
completi
on of
this
activity
may take
30 days
Employees
can give
better
output than
before

14TRAINING AND DEVELOPMENT ENVIRONMENT
ge
sharing
sessions
employees
need to be
guided about
the
implementati
on of
technology
in their
work.
Action of
communicat
ing
participants
about the
safety and
security-
such as the
use of bmp
technology
to avoid
accident in
the plant
Instructor
s,
technolog
y experts,
safety and
security
heads of
Rio Tinto
and
participan
ts
Digital
projector
s,
finance,
computer
, space-
Hall
room,
hand-
outs,
Notes,
colour
pencils
for
indicatio
n of
To
provide
employe
e with
necessar
y
security
needs
and
ensure
employe
e welfare
Mining
operation
often leads
to accidental
hazards due
to improper
use of
system, lack
of
communicati
on. Thus, the
training
session will
help the
employees to
maintain
The
completi
on of
this
activity
may take
10 days
The
employee
could be
more
conscious
and
responsive
towards the
operation
they
perform.
On the
other side,
manageme
nt staff
such as the

15TRAINING AND DEVELOPMENT ENVIRONMENT
points communicati
on among
them to
avoid the
possible
hazards in
the
workplace.
manager
and
supervisors
will have
the follow-
up about
the
employees
and the
work
System
guidance
Participan
ts, system
engineers,
trainers
and
operation
al
manager
Demo
system
technolo
gy,
Projector
s,
computer
, notes
and
user’s
manual
To
provide
each
individua
l with an
appropria
te
learning
framewo
rk, which
brushes
up the
existing
knowled
ge and
There are
several
individuals
in the team
are not
aware of the
use of
systems
implemented
in surface
mining
extraction.
Consequentl
y, when the
person who
The
completi
on of
this
learning
program
may take
a 20
days
The overall
organizatio
nal
productivit
y will not
get
interrupted
as the
standby
option
against the
absenteeis
m will
always be
available

16TRAINING AND DEVELOPMENT ENVIRONMENT
add new
knowled
ge.
knows the
use of
system is
absent,
others are
usually not
able to use
system,
which delays
the work.
This learning
will help all
individuals
to learn the
use of the
system. The
employees
can apply the
knowledge
further in
their career.
Table 1: Training and development programs for the employees at Rio Tinto
(Source: Made by Student)

17TRAINING AND DEVELOPMENT ENVIRONMENT
Method of Delivery
The entire training and development programs will be delivered to the employees through
face to face learning session in the hall room residing in the organization’s premise.
However, there are certain methods which will be followed to deliver the learning program
such as web-based training delivery. This web-based learning delivery has a number of
names; it is usually called e-learning or computer based learning in which, the employees will
be provided with all documented instructions conveyed verbally in the face to face learning
program. This means the participants can go through the learning materials in their leisure
time when they are at home in their personal computer. On the other side, mentoring method
will also be followed in the training and development program at Rio Tinto. In mentoring
method, the employees can be trained as well as developed by an expert. This method will be
applied because it is different than on-the-job coaching, which is short term requiring
appropriate skills to conduct a particular task (Dean, 2014).
Instruction for the trainer
The instructor needs to be aware of the fact that the employees are the significant
stakeholders of the organization (Bunăiaşu, 2014). Therefore, the trainer must not get into
any personal aspect of the employees. Here, the goal of the trainer is to share knowledge with
the participants and make them confident that their learning efforts will provide them with
desired outcome.
Feedback and evaluation
Cleveland and Fisher (2014) categorized evaluation in four types such as evaluation of
planning, process evaluation, terminal evaluation and impact evaluation. However, the
stakeholders of training evaluation involving participants (employees), trainers, training
organizers as well as curriculum developers. Thus, to evaluate the training and development
program of Rio Tinto, the following diagram has been followed, in which the entire process

18TRAINING AND DEVELOPMENT ENVIRONMENT
starting from the organizations f training to end-busies result has been process with a two-
way communication.
Figure 3: Evaluation method of training and development program
(Source: Cleveland and Fisher, 2014)
The major objective of training and evaluation is to validate training and development as a
significant business tool by justifying costs incurred in training and development. The
evaluator of the organization will assess the impact as a whole. The overall business impact
influenced by training program is supposed to be measured through direct correlation to
firm’s goals and objectives. When evaluating the overall program, the evaluator should look
at the benefit of a particular element of the program. If no benefit is achieved, the evaluation
should create the scope for further modification for gaining the desired benefit.

19TRAINING AND DEVELOPMENT ENVIRONMENT
References
Bunăiaşu, C. M. (2014). Strategic Directions Regarding Trainers’ Instruction in the Field of
European Curriculum's Planning and Implementation. Procedia-Social and
Behavioral Sciences, 116, 1121-1126.
Cleveland, B., & Fisher, K. (2014). The evaluation of physical learning environments: A
critical review of the literature. Learning Environments Research, 17(1), 1-28
Dean, J. (2014). Big data, data mining, and machine learning: value creation for business
leaders and practitioners. John Wiley & Sons.
Ford, J. K. (2014). Advances in training research and practice: An historical perspective.
In Improving training effectiveness in work organizations (pp. 13-28). Psychology
Press
Hodell, C. (2015). ISD from the ground up: A no-nonsense approach to instructional design.
American Society for Training and Development.
Kraiger, K. (2014). Looking back and looking forward: Trends in training and development
research. Human Resource Development Quarterly, 25(4), 401-408.
Milhem, W., Abushamsieh, K., & Pérez Aróstegui, M. N. (2014). Training Strategies,
Theories and Types. Journal of Accounting, Business & Management, 21(1)..
riotinto.com. (2018). Global home. Retrieved from http://www.riotinto.com/default.aspx
Wilson, J. P. (2014). International human resource development: Learning, education and
training for individuals and organisations. Development and Learning in
Organizations, 28(2).
Bibliography
Ford, J. K. (2014). Improving training effectiveness in work organizations. Psychology Press.