The diagrams depict information regarding a large financial company’s in-house training courses in pie and bar charts. Key information such as training hours per year and office workers’attitude to training are represented as figures.
Overall, technical training accounts for the most number of training hours per year when compared to other types. Meanwhile, health history training is shown to have the least amount of hours. A significant gap is present between the amount of hours that technical training and health history accounts for. After observing the bar chart, both managers and secretaries think that training is crucial, resulting in a higher attitude. However, for the value of time, it is in contrast with the former as both workers argue that training is not a waste of time. Additionally, secretaries argue that training is a good excuse for a change, whereas managers tend to have the opposite opinion.
By looking at the pie chart technical training accounts for the most hours per year with about 30% used for technical. Health history uses the least amount of hours annually coming at around 5% with a staggering 25% difference in training hours, suggesting that the company’s primary focus is on technical skills.
The bar chart suggests that both managers and secretaries know the importance of training to their occupation with both giving attitude scores of around 80 to 85 out of a 100, the highest overall among the 4 opinions included. The lowest rating was given for training as a waste of valuable time, both parties argue that training is essential, as a result, having only an attitude rating below 10. However, despite the similarities, there is a significant difference when it comes to training as a good excuse for a change, managers opinions coming at around a score of 20 suggesting that it is a bad excuse for a change, whereas secretaries had an opposite view, resulting in twice as much as the managers with a rating above 60.