New Employee Training Preparation

Introduction

Training program for new employees is very significant for any organization. Training new workers not only enhances efficiency at the place of work but also boosts proper worker-worker and employee-employer relationships. This paper reveals the processes of training new employees, including preparing the training session, implementing the training session, conducting the training session, and lastly, evaluating the training program. It is vital for new staff members to undertake training to augment their confidence at work.

Preparing the Training Session

As Srimannarayana reveals, it is important to design the day’s program when preparing for a training session (621). First, the instructor should develop a training scheme that consists of all the topics essential for the company. He or she should develop a checklist, which recapitulates the subjects to be undertaken during the training in line with the organizational goals. Identifying the training properties to be used in the exercise is equally vital. The instructor should also procure the relevant training materials, for instance, training booklets and DVDs that will bear diverse learning styles. The trainer and the trainees must be prepared psychologically and physically before the training starts. The learning materials should be suitable for new employees to help them in understanding the course and the organization. It is also important for the trainer to stipulate the duration of the training.

Implementing the Training Session

According to Favreau and Hanks, when implementing the training session, the instructor should have the goals clear about the workers’ training (69). It is acceptable to involve the workforce in determining the information, skills, and talents to be learned. During the learning routine, employees should be taking part in the event, for instance, by allowing them to comment on the program. It is important to use the new employee’s experience from their previous jobs at the training session as a source to acquire the intended purpose (Bowman 142). During the training, every employee should be given equal respect. Besides, the learning environment should be very informal and helpful to all the staff members taking part in the program (Favreau and Hanks 70). As the training takes place, trainers should be perceptive of the development of the trainee to know if there is a need for any adjustment of the mode of instruction. At the implementation process, employees should be given chances to strengthen what they have learned. According to Wood, learning should be viewed as an occasion to promote self-appreciation among the new workforce (134).

Conducting the Training Session

During the tuition session, the HR manager should do much of the training because he or she is better placed to explain the company’s agenda to the new recruits. As Mpofu and Hlatywayo observe, for a successful training course, it is good to have trainers from other departments to give the new staff members a well-rounded knowledge about the company (133). When training is in progress, it is advisable for all parties to have a training manual since it helps new employees to understand what the instructor is presenting. Such a manual also acts as a study guide. The training should be interactive. This goal can be achieved by incorporating competition, discussion, brainstorming, using games, and demonstrations, among others (Dutton 31).

At the training, it is advisable for the HR or the instructor in charge not to explain the big ideas of the company to the new members. Rather, he or she should let employees understand what the company does and/or how to respond to clients’ questions. Bowers explains that throughout the training, it is relevant to teach skills that equip the new workers with knowledge about the company’s basic ways of operation for them to apply during their working time (25). In addition, the instructor should outline his or her expectations from the recruits after the training session. Besides, in the course of the training, the HR or the trainer stands a better chance to know if he or she has the best choice of staff by testing their skills and boldness (Knaub-Hardy 94). Importantly, HR and other employees should be patient with new workers. Hence, the training session should not be done in a speedy manner. According to Kalambi, this awareness helps to impart the right knowledge that can make a new staff member better placed to do the job well (90).

Evaluating the Training Session

According to AlMarri, evaluating the training session is crucial in a company. It helps the trainer to know if the intended purpose has been achieved at the end of the course (47). During the evaluation session, trainees give their reaction to the program. The trainer also may wish to find out what the new staff has learned from the training. He or she may test if the recruits have acquired any new technique from the training that can help them to perform their duties. Lastly, AlMarri observes that the best result of the training is revealed once the new employees put into practice what they have been trained (51). Here, the instructor can assess to know whether the program was fruitful or not.

Conclusion

Training of new staff in any company is vital since it helps a company to upgrade the recruits to levels that almost match those of their experienced workers. The goal is to ensure that the new staff officials do not compromise the quality of a company’s operations. It is important to involve trainees during the course. Well-trained recruits have much impact relative to the untrained ones. As revealed in the paper, every training session needs proper preparation.

Works Cited

AlMarri, Maryam. “Evaluating Training and Development in UAE Universities: Staff Perceptions.” Journal of Accounting, Business & Management, vol. 22, no. 1, 2015, pp. 46-54.

Bowers, Brent. “Work Conditioning: Making it Part of New Employee Training.” Professional Safety, vol. 55, no. 8, 2010, pp. 24-28.

Bowman, Garry. “Employment lifestyle training: A New Approach to Vocational Rehabilitation Teacher Services.” Re: View., vol. 39, no. 3, 2007, pp. 141-148.

Dutton, Gail. “Training in Developing Countries: When Training in Developing Regions, it’s Important to take Cultural and Geographic Factors into Account as you Design and Deliver the Programme to ensure it meets the Diverse Needs of each Employee Group.” Training, vol. 53, no. 2, 2016, pp. 30-32.

Favreau, Jenifer M, and Emily Hanks. “Improving Election Poll Worker Training: Reflections on Implementing New Ideas for Measurable Success.” Administrative Theory & Praxis, vol. 38, no. 1, pp. 68-81.

Kalami, Mihir. “Novice to Specialist – Through Training and Development.” Clear International Journal of Research in Commerce & Management, vol. 6, no. 5, 2015, pp. 89-93.

Knaub-Hardy, Kathleen. “Cultivating a Culture of Service.” Souvenirs, Gifts, & Novelties, vol. 52, no. 5, 2013, pp. 94-99.

Mpofu, Mthokozisi, and Clifford Hlatywayo. “Training and Development as a Tool for Improving Basic Service Delivery; The Case of a Selected Municipality.” Journal of Economics, Finance and Administrative Science, vol. 20, no. 39, 2015, pp. 133-136.

Srimannarayana, Michael. “Designing New Employee Orientation Programmes an Empirical Study.” Indian Journal of Industrial Relations, vol. 51, no. 4, 2016, pp. 620-632.

Wood, Mark. “Acting for Corporations is Acting, too: Performance is sought-after Tool in Training Programs for Business Organizations.” American Theatre, vol. 29, no. 8, 2012, pp. 134-134,