Proper Training for All Employees One challenge I see in the department that I work in is that there are two types of employees, the ones that have been there for many years and were promoted to higher positions without proper training because that was the next step up; and the newer employees who have not been trained properly to reach their full potential. Proper training and job rotation would improve the quality of work as well as the morale in the office. I work in the Admissions department of a local college and the challenges seem to come because there is no time for proper training, the supervisors do not know the positions well enough and they cannot seem to keep people in their current positions long enough to get a proper training manual system together. When we are in our non-busy times in the office, people are often on vacation or unavailable for training. There are two different sections of our office, one is for the counselors who recruit new students either at high schools, college fairs or on the telephone and the other section is the Operations side where we process the applications and parts when they come in, the visit coordinator schedules a visit for the prospective students, and the front desk who answers the telephone calls as they come in. Proper Training for All Employees When I was hired, there was not a manual to learn from, I was trained by my supervisor who had not done my specific job duties in many years and many steps were skipped. I made my own "training manual" by using the print screen option and printing each step of a process. This would have been useful when I first started because I wasted plenty of time not really knowing what I was doing. I realize that putting together a man... ... middle of paper ... ...ith the process and everyone can then realize how files get to where they need to go, how decisions are made and what happens to a file when it is complete. With the supervisor being trained as a leader, the department would run much smoother than it does. You never know from day to day how my supervisor’s mood will affect the entire department. No one person should have “authority and ability” to change the mood of the office, but it happens. References Aamodt, M. G. (2013). Insutrial/Organizational Psychology. Belmont: Wadsworth Cengage Learning. Covey, S. R. (2008). Generational Synergy. Training, 80-80. Khan, M. I. (2012). The Impact of Training and Motivation on Performance of Employees. IBA Business Review, 84-95. Mersereau, L. (2010). Happy Staff, Happy Clients. Advisor Today, 60-60. Saunderson, R. (2013). Training. Everyday Workplace Training, 78-79.
... on my job. Training has become more important then ever before. My company in years past would assign a trainer to a new technician for the initial start up of their career. After the new employees initial training, it was up to them individually to keep up with the minor changes that occurred. With the advancement of technology moving at such a fast pace, my company did in fact recognize this as a problematic issue that warranted some action. Today we have regular training sessions and are regularly provided with much needed manuals, updates and technical support. Those individuals who decline to adapt to a learning behavior are falling behind at a very fast rate and eventually lose their positions of employment.
For starters, the timing of trainings did not occur when they would have been of the most benefit to trainees. Oftentimes, trainings were scheduled three or more months after the coinciding phase was already in progress; this made for inaccurate and poorly disseminated information from employees to survivors. Secondly, the delivery of training was not adequate in allowing skills learned to be appropriately transferred in the field. Most trainings were crammed into a day or a day and a half, which resulted in important concepts being skimpily covered or simply skipped altogether. Lastly, the work environment was not conducive to transferring of training. The administrative and supervisory staff were not supportive in encouraging or reinforcing skills and competencies taught in trainings. According to Nazli et al (2015, p. 56), social support is one of the strong relationships in the transfer of training and without encouragement from the supervisor, employees become less enthusiastic in performing their duties and lack to transfer training into the
If I were in charge of training in my department, I would develop a training program that would reduce the number of transaction errors by implementing a “systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance.” (Aamodt, 2013, p. 284) It is essential for an organization to train its employees to enable higher success rates amongst them and more balance between them with all possessing a learned higher level of knowledge and skills to aid them in highly efficient and effective performance. “If you want to outperform the competition, you have to out-train them.” (Hood Crecca, 2005, p. 1). This has been my professional M.O. to outperform the competition and to continually change and adjust with society and technology.
Managers are often in too much of a hurry. They implement a solution which is sometimes, but not always, the correct intervention. This can prove to be an expensive error. The largest expense for human resources programs, by far, is attributable to the time spent by the participants in training programs, career development, and organization development activities. In training, costs due to lost production and travel time can be as much as 90-95% of the total program costs (Gilbert, 1988).
Last year, my organization went through change via a merger with a private company. Many workers were anxious about this change and it could impact their current employment. As a result, a “transformation team” was created to decide suitable training and offer a necessarily tough support structure to lessen misperception. Additionally, my organization provided every manager with the adequate tools to train employees including software and reading materials.
Proper training is essential to an effective recruitment process. Marianne Collins, HR Manager for exempt employees, is already aware of the issues that can arise from ineffective or insufficient training. Among the issues experienced is a lack of concern for the security of applicant materials, lack of knowledge regarding the positions available, untimely processes, deficiency of knowledge about the hiring processes, legal infractions, an absence of professionalism in interviewing, and a failure to communicate the timeline for recruitment and hiring.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
With focus on training, the internal stakeholders would feel that they can achieve career growth and also make their work fun. Employees’ turn-over is reduced, and this is because one of the major complaints has since been addressed. Studies have concluded that employees complain about lack of career progress and they feel motivated to remain with an organization is progress is assured through continued training as well as emergence of opportunities right within the firm (Chen and Wang 850; Pinosova et al. 222).
Training staff to more effectively respond to the new environment and thereby realize their potential.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a particular job and organization. Training is a highly useful tool that can bring an employee into a position where they can do their job correctly, effectively, and thoroughly. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. There are five steps to training. The first step is to identify what is needed for people to do their job in a safe and productive way. New employees may need basic training where more experienced employees only need refresher training. Second, some training is required by law. Reviewing your injuries, near misses or cases of ill health will help you identify problems that could be solved by training. Finally, check with your employees for their views. They usually know what they need to do their jobs better. Step two is identifying goals and objectives. Clearly stated goals and objectives will identify what you expect employees to do, to do better, or to stop doing. They don’t have to be written, but in order for the training to be successful, objectives should be thought out before the training begins. Step three is conducting the training. Training conducted by professionals with knowledge in the given subject area is most successful. The training should allow employees to participate in the training process and to practice their skills or knowledge. Step four is evaluating the effectiveness. Testing and evaluating is vital to measure the success of training. Testing at the end of training helps determine the amount of learning achieved. Providing a student evaluation worksheet following the class will measure the comfort level and understanding of the training they received. It will also tell you if
When managers and employees receive training, it increases their knowledge, skills, and abilities (KSA’s) so they can improve performance. New employees have expectations when starting new job, believing they will receive sufficient and quality training from the organization. The KSA’s learned by employees and managers are utilized by workers in the workplace in order for them to get the job done with success. Training is important in the workplace, especially when there are expectations, rules, and regulations that must be meeting (Human Resource Management in Public Service, 2013). On-the-job training is both important to employees and managers who oversee new employee training.
Learning is the main result of training. The staffs learn knowledge, do best practices, lessons learned, share experiences and draw new insights to improve performance by training. In addition, training help organization reduce overall cost during organization operation by providing skills for the organization (Miri, 2014). Training also help staffs to work effectively on the current job and accumulate experience to be qualified a high level position (Amin & Saeed, 2013). In fact, employees’ performance are important for organizations growing to stay competitive advantage among competitors. Organizations pay more attention to employees’ training and finance much on that. According to a survey by America Society for Training and Development, organizations are spending large amount on employee effective training that more than $126 billion each year (Jehanzeb & Bashir,
As new information and issues arise, management may be required to undergo additional training. Being able to learn, process, and implement the information learned during training to real life scenarios, will not only keep the organizations content, but your employees as well. It is stated in an online article titled, “Importance of Training & Development Department in HR” that, “By learning new skills, abilities to use new methods and materials and knowledge, you become a more valuable employee. Your employer finds it less expensive to train you than replace you with someone else.” (Sylvan).