Managing new workers requires skills, quality, patience and time. They need to get specific information pertaining procedures, trends and culture within the organization campus which is required of them as they attend to their day-to-day duties. Training helps to avoid recurrent mistakes and errors which if not eliminated, can impact negatively in the overall performance of the company. Although, the work and responsibility may be intriguing to the new employees, they might luck the focus needed for excavating great rewards, therefore, training improves their focus concentration on ploughing the maximum results (Brian, 2018) . The success of any organization depends on how they manage, train and motivate employees towards work because they are the ones directly responsible in performing day-to-day activities within the campus. If employees are not properly trained, inducted and educated on the organization’s demand, they might end up not delivering to the standards expected.
Training is a way of communicating the roles and responsibilities to the new employees in an effective and efficient manner that enables the workers to fully understand their roles. Notably, training of employees is not easy and requires a lot of patient. The quality of training that employees get determines their future success in the business. It is not just enough to train employees, but doing a quality training and managing an effective feedback mechanism makes an organization complete (Raymond, 2001) . Training of staff may take very complex mechanism but it is important to factor all considerations that may hinder effective training, mitigate them in time and change the challenges into opportunities. One of the major challenges experienced by organizations in the process of training is the resistance of some employees to attending such classes, however, they can be motivated through numerous ways to enable them fully participate in the entire process and improve their skills.
Delegate your assignment to our experts and they will do the rest.
It is useless to design a training session without first identifying the specific objectives and the needs of the business. To design the right training approach, the HR department is required to undertake a training needs analysis right from the beginning of the entire process. If trainers conduct a session without identifying the goals and needs of the training, the entire exercise maybe incomplete and might not serve the purpose for which it was created for (Raymond, 2001) . The steps carried out in assessing training needs includes getting stakeholders (customers, employees, governments and investors) endorsement, making assumptions and validating them, directing activities and programs to focus on the areas endorsed, verifying topics which involves defining the leaning objectives, determining demands which is the scheduling of the workshop session to suit the specific demands of the group to be trained (Kenneth, 2006) . Examples of the training needs are improving of skills, learning of new production techniques, remaining competitively viable and induction to modern technology and strategies. Another example would be, for employees being given more leadership position because of vertical movement, such employees need to be trained on the magnitude of the new responsibility, the managerial skills required and the leadership roles expected (Raymond, 2001) . This implies that every employee has a special need in the training spectrum.
The first step towards determining the demands of the training is to document the job positions of the people be trained and what every job will require in a detailed manner. In this way, the organization becomes aware of the extent and scope of the training. It would be an unnecessarily waste of energy and resources when the training conducted does not fully satisfy the workers and their jobs (Kenneth, 2006) . For instance, if the new employees are from the marketing department, it would be prudent if they are inducted in the marketing dynamics of the company rather than being educated on factors that are outside their job description. Succinctly, the training should enable every new employee to know their job description and understand what they must do according to the company ethics and ethos (Brian, 2018) . Therefore, documentation helps to prioritize information to be passed across during the training session. The most effective training session should be interactive and mentor-based program. Identifying every employee with their special needs would help to understand the matrix of requirement of every employee and organize the necessary quorum to conduct a successful session.
Needs analysis can be used to determine very crucial performance deficiencies which can be factored in the training model to be addressed. Firstly, the needs analysis can help identify if there is lack of rich competencies and motivation to workers. Also, it can identify problems of poor use of resources by employees due to ignorance and carelessness (Brian, 2018) . Training will enable the employees to use resources properly that maximizes production output. Further, it can expose deficiency on management of labor resources, waste material and time. Some employees might not have a good understanding of the organization goals and ethics which can be reinforced through training as well (Kenneth, 2006) . Also, needs analysis can identify deficiency in knowledge, skills and attitude of employees thus training will improve their understanding, get new skills and empower people. With the training needs analysis, the performance that exist in employees can make them better in terms of their skills and competence. Below is the training plan assuming that the new employees are coming to the company for the first time.
The trainers will first develop a training manual which will contain all the nitty gritty to guide the trainer to stick to the content required for the delivery. The training will be covered in four stages. The first method is acclimating the new employees: here, the employees are to be shown `the basic company trends such as where to park, showing them their work station, touring them around the premise and assigning qualified trainers. The new employees need to know where they can park their cars; where they can use and where they should not use to avoid unnecessary conflict over parking issues. They need to be shown their workstations and know the essentials for their job description in the company. New employees have the tendency of making great first impression by waking up early (Raymond, 2001) . The tour should cover areas such as restrooms, cafeteria, washrooms and safety exits and equipment. The trainers should be senior experienced mentors who are highly valued by the company. Experienced people will have a greater impact on the new employees because they understand both minor, major and recurrent workplace problems and how to navigate each problem.
The next step is creating of training materials, well organized and objective specific to avoid time wastage. Here, the company will do the following; create a well-organized training manual both for trainees and trainers, include job requirements and the company demands, include information of key staffs and their contact information, include information about company ethics, ethos and safety standards, company’s core values, culture and goals, and putting a list company resources (Brian, 2018) . The physical guide will start with a permeable giving an overview of the training with specific goals that need to be achieved at the end then continues to break down every topic to small digestible pieces organized in a logical order. The guide will contain information organized in a stepwise manner summarizing the key points to be discussed. The manuals circulated to employees will enable them to refer as the training proceeds and make short notes. The job description will be comprehensive and will explain the necessary skills, technical knowhow, expected performance and responsibilities of the employees undergoing training (Brian, 2018) . Here, the organization will include a performance rubric to guide the trainees on the expected standard of their work. The staff overview will contain the organization’s departmental structure chart to enable the trainees to understand the hierarchy flow. Employee safety is a very important element in any business. When employees are assured of their safety, they are motivated to work in that kind of environment. Outlining the safety standards will cover areas such as emergency procedures, safety equipment, buttons and exist, and safety covers which are in consistency with the provision of the safety organizations such as Occupational Safety and Health Standards (OSHA) (Kenneth, 2006) . Communicating company culture and values is key so that employees do not just perform their tasks blindly, but instead are guided by the organization’s principles and expectations. This part should outline the mission statement, both short term and long-term goals, vision statement and the history of the organization. Employees must represent and show outwardly the organization’s culture (Raymond, 2001) . The company resources to be included are information regarding websites, security areas, annual reports and other materials for specific departments such as marketing.
The third step is structuring a training schedule. In this phase, the trainers should take time to know the trainees in person, find out the best ways to motivate them during the session and set an appropriate pace of training depending on the ability of the employees (Brian, 2018) . To get to know new employees requires that you engage them in conversations about their interest and what they would want to do for the company. By doing so, it is easier to formulate a training session that is inclusive in nature. The trainers will have breaks of about 5 minutes after covering a concept to enable the employees to digest the concepts and discuss among themselves (Raymond, 2001) . The session should be interactive enough to give confidence to any employee to ask questions that needs clarifications. During the session, the trainers will assign non-critical tasks to the trainees as way of encouraging ‘learning by doing’. Regarding pace of training, employees have different learning ability and therefore the pace of the session should be inclusive enough. Here, the trainers will inquire from the employees persistently during the session if the session is moving too fast or too slow.
The last step is to create a positive learning experience. Let the employees learn something new and have more confidence after the training. The methods that will be applied here includes being generous with praise and criticize positively where necessary. Praises should be centered on specific efforts made rather than giving empty compliments (Kenneth, 2006) . Praise based on achievements adds more confidence to the trainee. Trainers should never hesitate to point out mistakes because if they do not point out the errors, they would become a long-term habit which will cost the organization.
The training class will adopt 2 traditional methods namely; instructor-led training and use of interactive methods. The first choice will apply the use of projectors with power point presentations, videos and films and storytelling. The method is efficient because it can be used to cover huge volumes of information, it encourages face-to-face communication where trainees can ask direct questions and seek clarifications, the information is digested by everyone at the same time, it is commonly applied because it is cost-effective and save on time (Kenneth, 2006) . Interactive methods to be used in this session are quizzes, small group discussions after covering major topics, case studies especially in orientation of job related issues (recurrent), Q and A sessions, use of question cards and demonstrations using charts and tables (Brian, 2018) . The advantages of interactive session are; encourages the level of trainer-trainee interaction which increases the understanding of the trainee, training becomes more interactive thus enjoyable and experienced employees can pass knowledge and experience to novice employees (Raymond, 2001) . Training should be interactive to create a better learning experience for the trainee.
At the end of the training, the organization should cultivate ways for getting feedback about the entire experience of training. The trainees should be asked to suggest ways in which training sessions can be improved, how much they have learnt, whether the session was a success or not in terms of the set objectives, what they would recommend about the structure and the culture of the business (Kenneth, 2006) . The first form of feedback is paying attention to verbal and non-verbal cues. Other ways that could be used to get feedback is through suggestion box where the employees can post their honest feedback, asking questions at the end of the session, assigning feedback coaches and following up with the employees to ascertain if they are doing what was covered in the training (Raymond, 2001) . Irrespective of the benefits of training, some employees may not want to attend. However, such employees can be motivated to attend such programs. Employees can be motivated by offering career advancement for those that will be able to adapt to company trends, ensuring that the program is formulated and communicated in time so that they get to know the essence and usefulness of the program, take their opinion of refusing and encourage them to feel positive about the training, offer rewards for attenders, explain the usefulness and urgency of the training (Kenneth, 2006) .
Training of new employees is an important exercise in a business because it introduces them to the company expectations. Training should be an interactive learning experience and not authoritative. Training increases the level of workforce competency of new employees thus is an important exercise.
References
Brian, C. (2018). Importance of Staff Training. Createspace independent publishing platform.
Kenneth, W. D. (2006). The lean manufacturing employee training manual. DW Publishing Co.
Raymond, A. N. (2001). Employee training and development. McGraw-hill.
