Comprehensive Training and Development Program Report for Rio Tinto

This report presents a comprehensive in-house training and development program designed for the employees of Rio Tinto, a major mining organization. The report begins with an executive summary and introduction, emphasizing the need for training to address performance gaps and enhance skills in areas such as safety, operational communication, and the use of new technologies. The methodology includes qualitative questionnaires and industry analysis to identify training needs. The report details the program plan, incorporating Instructional System Design (ISD) principles, and outlines training objectives, methods of delivery, and evaluation strategies. It also discusses the importance of training needs assessment, participant identification, and the benefits of the program for employees at various levels within the organization. The report concludes with recommendations to ensure the effective implementation of the training program, aiming to improve productivity and align the workforce with Rio Tinto's operational goals.

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.

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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

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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

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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

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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

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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.

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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

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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