| It is important for companies to develop a good training | | | | in policy or procedure. |
| program to keep their staff motivated. Training may | | | | On the Job Training or OJT is another form of a |
| cover a wide range of reasons from new-hire training | | | | new-hire training program wherein a potential associate |
| about your operation, to introducing a new concept to | | | | trains directly next to an existing associate. OJTs allow |
| a workgroup to bringing in a new computer system. | | | | the new associate to see first hand the different |
| Whatever the reason for conducting a training session, | | | | facets of the position. |
| it is a must that a comprehensive, ongoing and | | | | Through an OJT, the new-hire will have the opportunity |
| consistent training program be developed in order to | | | | to develop a working relationship with an existing |
| keep your staff motivated about learning new | | | | associate. Concepts learned in the initial training are |
| concepts and keeping your department profitable. | | | | reinforced through OJTs. |
| A formal new-hire training program, with an overview | | | | Continuing education is another aspect of a |
| of the job expectations and performance skills needed | | | | comprehensive training program. In fact, a good training |
| to perform the job functions, is an essential part of a | | | | program should make it an ongoing responsibility of the |
| complete training program. | | | | associate in a department. Continuing education will |
| A new-hire training program provides essential | | | | keep all staff members current about policies, |
| knowledge and understanding of the position and how | | | | procedures and the technology used in the |
| the position fits within the organizational structure. The | | | | department. |
| new associate will better understand their impact on | | | | Studies have shown that associates will only retain |
| the organization if he or she has good background | | | | approximately 40 percent of the information learned in |
| knowledge of how one workgroup interrelates with | | | | the initial training session. |
| ancillary departments. | | | | That's why a continuing education program for a |
| A good and reliable new-hire training program starts | | | | department is just as important as the new-hire |
| with the creation of a sound and comprehensive | | | | training. A continuous effort, either formal or informal, |
| training manual. A manager or supervisor must keep | | | | must be placed on reminding the staff about various |
| the associate in mind while writing the training manual. | | | | procedures and concepts. |
| It is also important that it is interesting so the associate | | | | Common practice on informing associates about the |
| will actually read it. It is highly advisable to use graphics | | | | need for continuing education often includes a member |
| and to deviate from normal "corporate" language. In | | | | of management sending a memo to each associate. |
| computer training, it is essential to incorporate a visual | | | | Another, more informal way is to send a one-page |
| image of a computer screen to illustrate a function. | | | | information sheet to staff. The information sheet, called |
| A good training manual must act as a building block of | | | | a training alert, should be informative and presented in |
| practical and technical skills needed to prepare the | | | | a non-threatening manner. If the policy or procedure |
| new individual for his or her position. | | | | changes, therefore, the informal approach would better |
| A manager or supervisor must ensure the department | | | | prepare the department to receive this presentation. |
| manuals are kept current in order for the department | | | | With a new-hire and continuous education as part of |
| to understand current policies and procedures. It must | | | | your company's training program, you could be sure |
| also include any system enhancements and/or change | | | | that your associates will grow well in your company. |