• There are four steps in training that should occur. Employee orientation has the purpose of welcoming new employees into the organization. An effective employee orientation can help reduce start-up costs, reduce anxiety for the employee, reduce turnover, save time for the supervisor and colleagues, and set expectations and attitudes. • An in-house training program is any type of program in which the training is delivered by someone who works for the company. This could include management or HR. Examples might include sexual harassment training or ethics training. In-house training can also include components specific to a job, such as how to use a specific kind of software. In-house training is normally done as a second and ongoing step in employee development. • A mentor form of training pairs a new employee with a seasoned employee. This is usually the third step in employee training. A mentor program for training should include a formalized program and process. • External training is any type of training not performed in-house; part of the last training step, external training can also be ongoing. It can include sending employees to conferences or seminars for leadership development or even paying tuition for a class they want to take. EXERCISES 1.Why do you think some companies do not follow the four training steps? 2.What qualities do you think a mentor should have? List at least five. 3.Have you ever worked with a mentor in a job, at school, or inextracurricular activities? Describe your experience.
1. Be able to explain and give examples of the types of training that can be offered within an organization. There are a number of different types of training we can use to engage an employee. These types are usually used in all steps in a training process (orientation, in-house, mentorship, and external training). The training utilized depends on the amount of resources available for training, the type of company, and the priority the company places on training. Companies such as The Cheesecake Factory, a family restaurant, make training a high priority. The company spends an average of $2,000 per hourly employee. This includes everyone from the dishwasher and managers to the servers. For The Cheesecake Factory, this expenditure has paid off. They measure the effectiveness of its training by looking at turnover, which is 15 percent below the industry average.Gina Ruiz, “Cheesecake Factory Cooks Up a Rigorous Employee Training Program,” Workforce Management , April 24, 2006, accessed July 25, 2010, feature/24/35/18/ . Servers make up 40 percent of the workforce and spend two weeks training to obtain certification. Thirty days later, they receive follow-up classes, and when the menu changes, they receive additional training.Gina Ruiz, “Cheesecake Factory Cooks Up a Rigorous Employee Training Program,” Workforce Management
- Winter '16
- Human Resource Management, .........