Wolf, Kenneth

Texas A&M University

L-1443
EMPLOYEE TRAINING
Kenneth Wo/f*
Employee productivity is tied to many factors,
one of which is the amount and types of training they
are given. Effective employee training must be care-
fully planned and conducted. A mismanaged training
effort is worse than no training at all. Precious labor
dollars can be wasted very quickly in useless training
activities.
Following is an outline of the types of training
successful organizations and firms are conducting.
Orientation Training
Excellent hiring techniques are defeated by poor
breaking-in methods. Personnel management re-
search shows that most people vividly remember
their first day on a job. As a manager in charge of
breaking-in a new employee, remember that the
newcomer may feel conspicuous and uncertain. Al-
though he wants to make a good impression, he may
hesitate to ask questions because he does not want to
appear stupid. The newcomer probably knows no one
in the organization and wants to be accepted. The
new employee's immediate supervisor may wish to
use the following procedures for breaking-in a new
worker.
• Review in detail company policies and rules,
even though they were discussed during the
hiring interview. Cover the following points
verbally and give written information concern-
ing them to the new worker: lay-off and separa-
tion procedures, conduct on the job, work
hours, absenteeism policy, pay day, leave and
holiday policy.
*Extension economist-agribusiness, The Texas A&M University
System.
• Introduce the new worker to all employees with
whom he will be in contact. Let each of the old
employees know at the time of introduction
exactly what the new worker is to do.
• Show the new employee the location offacilities
such as wash rooms and lounges.
• Start the new employee on the job by
thoroughly explaining his duties. Furnish a
copy of the written job description to the em-
ployee. He should be encouraged to ask ques-
tions at this time.
• Let the new employee perform the duties. The
nature of the work will govern how this is done.
Encourage the new worker to ask why he does
each task, procedure or process.
• Follow up with the new employee at his work
site. The frequency of this action will depend
upon the type of work. Follow-up, however, is
the step most frequently overlooked by super-
visors. New workers too often are turned loose
on the job and left on their own to become
productive. Employees in this insecure predic-
ament may waste time and materials, and are
often discouraged and frustrated.
Refresher Training
Refresher training for the work force is a continu-
ous process in any organization. The need for this
type of training usually can be determined by watch-
ing closely for certain tell-tale signs. Signs indicating a
need for refresher training are:
1. Bottlenecks in the organization resulting from
paper flow, goods or product processing or cus-
tomer flow.
38.21
n • iv
2. Trends in customer complaints, absenteeism,
overtime and labor turnover.
3. Wasted products or materials.
4. General appearance of the place of business.
The need for extensive refresher training can be
minimized if actions which generate these needs are
properly handled by management. Most refresher
training springs from the introduction of new or
changed equipment, layout, policies, products, pro-
cedures and organization. Training can be facilitated
greatly if those employees who are to be directly af-
fected in such changes are involved in the discussion
stages which precede the actual change. An example
would be to involve the person who is to operate a
new piece of equipment in the "shopping" stage prior
to buying the equipment. Those who are to be di-
rectly involved can usually ask the most pertinent
questions during these early stages.
Refresher training will be most productive when it
is tailored to fit very specific needs of specific indi-
viduals. The idea that everyone needs the same dos-
age has many adverse effects. One is that those who
do not need it are frustrated and bored. Another is
that those who really need it do not usually get
enough; thus they feel insecure in the job.
Methods of conducting refresher training must
vary according to each situation. Some of the methods
to consider include: factory training, on-the-job train-
ing (O}T), "in-house" seminars/workshops, vestibule
school and local vocational/technical courses.
Up-Grade Training
Many employees expect to be given opportunities
to advance in the organization. Meaningful efforts to
achieve this require careful planning.
The first step is to ensure that each worker is pro-
vided a promotion path in the organization. Where
the path dead-ends is a real concern to the worker and
should be explained when he is hired. Employee
progress along the path, and revisions in the path,
should be discussed with each worker annually during
the performance evaluation interview.
In addition, training should be designed to facili-
tate an employee's movement along the path. Organi-
zations that use this approach enjoy these benefits:
1. Vacancies are more easily filled, as the usual
thing is to hire at the lowest levels of jobs.
Continuity of operations is maintained.
2. Turnover is reduced because the work force
senses a "feeling of purpose." Many other ben-
efits to the organization derive from this di-
mension in motivation.
3. Returns on costs of training can more easily be
computed and analyzed.
Educational programs conducted by the Texas Agricultural Extension Service serve people ofall ages regardless ofsocio-economic levels, race,
color, sex, religion or national origin.
Cooperative Extension Work in Agriculture and Home Economics, The Texas A&M University System and the United States Department of
Agriculture cooperating. Distributed in furtherance of the Acts of Congress of May 8, 1914, as amended, and June 30, 1914.
10M-6-76, ew AECO 1


Employee Training.

Texas A&amp;M Repository

L-1443EMPLOYEE TRAININGKenneth Wo/f*Employee productivity is tied to many factors,one of which is the amount and types of training theyare given. Effective employee training must be care-fully planned and conducted. A mismanaged trainingeffort is worse than no training at all. Precious labordollars can be wasted very quickly in useless trainingactivities.Following is an outline of the types of trainingsuccessful organizations and firms are conducting.Orientation TrainingExcellent hiring techniques are defeated by poorbreaking-in methods. Personnel management re-search shows that most people vividly remembertheir first day on a job. As a manager in charge ofbreaking-in a new employee, remember that thenewcomer may feel conspicuous and uncertain. Al-though he wants to make a good impression, he mayhesitate to ask questions because he does not want toappear stupid. The newcomer probably knows no onein the organization and wants to be accepted. Thenew employee's immediate supervisor may wish touse the following procedures for breaking-in a newworker.• Review in detail company policies and rules,even though they were discussed during thehiring interview. Cover the following pointsverbally and give written information concern-ing them to the new worker: lay-off and separa-tion procedures, conduct on the job, workhours, absenteeism policy, pay day, leave andholiday policy.*Extension economist-agribusiness, The Texas A&M UniversitySystem.• Introduce the new worker to all employees withwhom he will be in contact. Let each of the oldemployees know at the time of introductionexactly what the new worker is to do.• Show the new employee the location offacilitiessuch as wash rooms and lounges.• Start the new employee on the job bythoroughly explaining his duties. Furnish acopy of the written job description to the em-ployee. He should be encouraged to ask ques-tions at this time.• Let the new employee perform the duties. Thenature of the work will govern how this is done.Encourage the new worker to ask why he doeseach task, procedure or process.• Follow up with the new employee at his worksite. The frequency of this action will dependupon the type of work. Follow-up, however, isthe step most frequently overlooked by super-visors. New workers too often are turned looseon the job and left on their own to becomeproductive. Employees in this insecure predic-ament may waste time and materials, and areoften discouraged and frustrated.Refresher TrainingRefresher training for the work force is a continu-ous process in any organization. The need for thistype of training usually can be determined by watch-ing closely for certain tell-tale signs. Signs indicating aneed for refresher training are:1. Bottlenecks in the organization resulting frompaper flow, goods or product processing or cus-tomer flow.38.21n • iv2. Trends in customer complaints, absenteeism,overtime and labor turnover.3. Wasted products or materials.4. General appearance of the place of business.The need for extensive refresher training can beminimized if actions which generate these needs areproperly handled by management. Most refreshertraining springs from the introduction of new orchanged equipment, layout, policies, products, pro-cedures and organization. Training can be facilitatedgreatly if those employees who are to be directly af-fected in such changes are involved in the discussionstages which precede the actual change. An examplewould be to involve the person who is to operate anew piece of equipment in the "shopping" stage priorto buying the equipment. Those who are to be di-rectly involved can usually ask the most pertinentquestions during these early stages.Refresher training will be most productive when itis tailored to fit very specific needs of specific indi-viduals. The idea that everyone needs the same dos-age has many adverse effects. One is that those whodo not need it are frustrated and bored. Another isthat those who really need it do not usually getenough; thus they feel insecure in the job.Methods of conducting refresher training mustvary according to each situation. Some of the methodsto consider include: factory training, on-the-job train-ing (O}T), "in-house" seminars/workshops, vestibuleschool and local vocational/technical courses.Up-Grade TrainingMany employees expect to be given opportunitiesto advance in the organization. Meaningful efforts toachieve this require careful planning.The first step is to ensure that each worker is pro-vided a promotion path in the organization. Wherethe path dead-ends is a real concern to the worker andshould be explained when he is hired. Employeeprogress along the path, and revisions in the path,should be discussed with each worker annually duringthe performance evaluation interview.In addition, training should be designed to facili-tate an employee's movement along the path. Organi-zations that use this approach enjoy these benefits:1. Vacancies are more easily filled, as the usualthing is to hire at the lowest levels of jobs.Continuity of operations is maintained.2. Turnover is reduced because the work forcesenses a "feeling of purpose." Many other ben-efits to the organization derive from this di-mension in motivation.3. Returns on costs of training can more easily becomputed and analyzed.Educational programs conducted by the Texas Agricultural Extension Service serve people ofall ages regardless ofsocio-economic levels, race,color, sex, religion or national origin.Cooperative Extension Work in Agriculture and Home Economics, The Texas A&M University System and the United States Department ofAgriculture cooperating. Distributed in furtherance of the Acts of Congress of May 8, 1914, as amended, and June 30, 1914.10M-6-76, ew AECO 1

https://oaktrust.library.tamu.edu/bitstream/1969.1/166618/2/1443/Leaf1443.pdf

Employee Training.

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Employee Training.

Abstract

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Full text

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Texas A&M University

Texas A&amp;M Repository

Texas A&M Repository