Employee Orientation and Training

Employee Orientation and Training

Employees upon their induction into an organization that is vigilant about their corporation’s success is very altruistic in nature to their employees; with the hope that their efforts will be rewarded with enthusiasm, competency, and major attributions for company progress or success. Henceforth, as it stands depending upon the capacity upon which an individual or group of people are recruited, there levels of training will be meted by the type of tasks they are required to accomplish for the organization in a successful and ethical manner. Gomez argues that, “leaders within her organization of occupancy held conversations on various matter that pertained to company success for future employees, and public citizens” (Gomez, 2012, pg. 13). The aim is to candidly express what an organization desires to accomplish and just how exactly they intend to achieve such an outcome. The training and performance evaluations by organizations are intended to maximize each employee to the standard requirements of the recruiting companies.

Training provides inducted and current employees with the capacity and confidence to complete company tasks as required by the organization. The level of confidence and readiness for employees to address most tasks, and ad-hoc situations effectively need to be through the avenue of quality training. Knights argues on the ground of a food industry which canned foods, “hands-on training with equipment used in food manufacturing is one feature that sets the Food Engineering/Food Technology program at Texas A&M apart from others.” (Knights, 2013). It is important for an organization to continually strengthen their employees for the longevity of their company’s success.

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...e comparative analysis of both mechanisms. Upon the end result of the analysis which should be undertaken post training, provides how well employees were at completing, learning and applying the concepts learned.

Works Cited

Gómez, S. (2012). Appreciating the best in people: Corporate success in unveiling and aligning

individual and company values. AI Practitioner, 14(4), 8-13.

Knights, M. (2013). The employee engagement challenge: Hiring, training and retaining key

staff. Food Engineering, 85(8), 36-42.

Nornha, C., & Endow, T. (2011). Informal training for skilled workers: Issues arising from a

qualitative study in four sites in Rajasthan and Madhya Pradesh. International journal of

Training Research, 9(1/2), 110-122.

Snell, S., & Bohlander, G. W. (2013). Managing human resources. Mason, Ohio: South-

Western. Snell, S., & Bohlander, G. W. (2013).