Workers at Cadbury in Bournville have been given a list of "unacceptable examples of behaviour" - including "poor use of language" and "closed minds".
Bournville-based bosses at owner Mondelez International have drawn up a list of 30 examples of "unacceptable examples of high performing behaviours" in the latest management directive.
The 'Training Needs Analysis' comes weeks after leaked union documents accused Mondelez of "smashing" Cadbury's culture, with older workers "railroaded" into redundancy and a "woeful" management style.
A new letter from Simpson Ovans, head of manufacturing - Bournville, warns that more than 200 workers who recently opted for redundancy will still have to undergo the new training.
A total of 205 employees are taking voluntary redundancy by December 2016 and Mondelez is pumping in £75 million to replace ageing production lines with new equipment.
The deal was hailed by Unite leaders as a historic agreement, sealing the future of Bournville for 25 years.
But an internal shop stewards document subsequently accused Mondelez of taking a confrontational stance and running the shopfloor with "temporary managers and agency workers".
Mr Ovans says in a letter to workers: "As part of our quest to become Chocolate Supplier of Choice, the next stage of our transformation journey is taking all of our employees through a Training Needs Analysis.
"Your manager will be arranging a TNA conversation with you over the coming weeks - so it's important you take the time now to prepare for your conversation. The more time you invest now, the more you will get out of the TNA process."
Mr Ovans said all workers had to undergo a TNA "even if you expressed an interest to leave the business through MVR - it's important you still go through the TNA process.
"This will help identify any training or support needs you may have to continue to do your job well."
Listing 30 examples of "unacceptable" behaviour, the Training Needs Analysis highlights:
* Poor use of language and struggles to get point across
* Disruptive to the progress of the team - self-promotes
* Unable to persuade others and change opinion
* Obstructive towards meeting objectives
* Gives up at first sign of difficulty
* Unable to think laterally and see other viewpoints
* Closed mind, unable to think beyond the problem
* Failure to interpret critical information
* Poor attention to detail.
The Training Needs Analysis document concludes: "NOW comes the most important part of the TNA - putting it into action!! The person who owns your development is YOU....not your manager, not Education and Training, but you.
"If you don't actively drive it then it will not make any difference."
A worker, who asked not to be named, said: "This is just the latest example of ‘b*******' from our new masters. It seems to be Mondelez's way or the highway."
Mondelez refused to comment directly on the document.
The company said on the issue of training: "Our £75 million investment into Bournville is not just about new machinery - it's also about investing in the people who work here.
"We're supporting our employees through extensive training that gives them the skills and knowledge to help create the next generation of manufacturing for Bournville."
