In 1998, the Government of Quebec put in place the Loi sur les compétences (commonly known as the 1% Training Law). This law obligated companies to invest in the development of their workforce to foster the acquisition of new competencies and abilities. More specifically, Bill 90 obligates companies with a salary mass of 2 million or more to spend 1% of their salary mass on training to develop their employees competencies. Importantly, if a company fails to make this investment in training, the amount will be remitted to the government who then deposits that sum in a National Training Fund.
Chapter 6: Training and Development
25 Steps to Take in Training an Employee
Learning Objective
- Understand basic legislation related to training in organizations
- Describe employee orientation
- Summarize the differences between in-house training and external training
- Describe the steps in developing training programs
- Understand the principles of employee development
- Explain how to assess training effectiveness
Training is the act of increasing the knowledge, skills and abilities of an employee for doing a particular job. Organizations invest in training to make sure employees can perform their jobs effectively. A vast amount of research support the fact that training is positively and directly related to organizational performance ( , , , , 2020).
Even the right person has been selected, he may need training in how your company does things. Lack of training can result in loss of productivity, loss of customers, and poor relationships between employees and managers. It can also result in dissatisfaction, which means retention problems and high turnover. All of these consequences end up being direct costs to the organization. In fact, a study performed by the American Society for Training and Development (ASTD) found that 41 percent of employees at companies with poor training, planned to leave within the year, but in companies with excellent training, only 12 percent planned to leave (Branham, 2005). Thus, training can be considered as an investment in employees that is central to an organization’s health.
For effective employee training, there are four steps that generally occur. First, the new employee goes through an orientation, and then he or she will receive in-house training on job-specific areas. Next, the employee should be assigned a mentor, and then as comfort with the job duties grow, he or she may engage in external training. Employee training and development is the process of helping employees develop their personal and organization skills, knowledge, and abilities.
1. Training and the Law
2. Employee Orientation
Probably the most basic and common training that organizations invest in is an employee orientation program. Employee orientation is the process used for welcoming a new employee into the organization. The objectives of employee orientation are as follows:
- To reduce start-up costs. If an orientation is done right, it can help get the employee up to speed on various policies and procedures, so the employee can start working right away. It can also be a way to ensure all hiring paperwork is filled out correctly, so the employee is paid on time.
- To reduce anxiety. Starting a new job can be stressful. One goal of an orientation is to reduce the stress and anxiety people feel when going into an unknown situation.
- To reduce employee turnover. Employee turnover tends to be higher when employees don’t feel valued or are not given the tools to perform. An employee orientation can show that the organization values the employee and provides tools necessary for a successful entry.
- To save time for the supervisor and coworkers. A well-done orientation makes for a better prepared employee, which means less time having to teach the employee.
- To set expectations and attitudes. If employees know from the start what the expectations are, they tend to perform better. Likewise, if employees learn the values and attitudes of the organization from the beginning, there is a higher chance of a successful tenure at the company.
Some companies use employee orientation as a way to introduce employees not only to the company policies and procedures but also to the staff.
Figure 6.1. An example of an orientation schedule for the day
Source: Sample schedule courtesy of Louis Stokes Cleveland VA Medical Center, http://www.cleveland.va.gov/docs/NEOSchedule.pdf (accessed September 2, 2011).
3. In-House Training
In-house training programs are learning opportunities developed by the organization in which they are used. This is usually the second step in the training process and often is ongoing. In-house training programs can be training related to a specific job, such as how to use a particular kind of software. In a manufacturing setting, in-house training might include an employee learning how to use a particular kind of machinery.
Many companies provide in-house training on various HR topics as well, meaning it doesn’t always have to relate to a specific job. Some examples of in-house training include the following:
- Ethics training
- Sexual harassment training
- Multicultural training
- Communication training
- Management training
- Customer service training
- Operation of special equipment
- Basic skills training
In the 1980’s, the fast-food chain Wendy’s had gained a reputation for its training videos. Below is a classic one on how to pour drinks (trigger warning: it’s from another era!).
4. External Training
External training includes any type of training that is not performed in-house. It can include sending an employee to a seminar to help further develop leadership skills or helping pay tuition for an employee who wants to take a marketing class.
Reference
, , , , , . (2020) Training and organisational performance: A meta‐analysis of temporal, institutional, and organisational context moderators. Human Resource Management Journal, 1– 26
