Mark Mechling
Do you remember your first day on a job? Were you confident about this new experience, or were you anxious, perhaps apprehensive? Most people starting a new job would admit to being nervous as well as concerned about performing their duties up to their employer's standards and being accepted by other employees. Often employers neglect to adequately orientate and train new employees. They assume the new employees understand what needs to be done or will "catch on" quickly. Employee orientation and training programs take time and effort, but will increase worker productivity, decrease confusion, and increase satisfaction for both employer and employee.
Two questions need to be answered in regards to the orientation of a new employee.
1) Who will orientate the new employee?
One person should be in charge of handling orientation. Generally, this will be the owner/operator. Having just one individual in charge of orientation ensures a consistent message to new employees. The orientation of a new employee can involve several people even though one person has overall responsibility.
2) What should be covered during orientation?
This information will change from business to business, but a basic core of material should be discussed with the new employee. This includes the specific characteristics of the business (layout of facilities, other employees, history, mission, goals, role of employee). This kind of information provides the "big picture" of the business to the new employee. Personnel policies including probationary period, disciplinary actions, work schedule, safety rules, and use of equipment also need to be covered. New employees are always interested in their benefits. Cover items such as pay, payday, vacation, sick leave, and other benefits. Discuss specific job responsibilities the new employee will be assigned, how the job relates to other work performed in the business, and safety rules. Finally, be sure to introduce the new employee to other employees within the business. It is helpful to put the orientation information on paper in the form of a written employee handbook so policies and benefits can be accessible and clear to both employer and employee.
Answer all of the immediate questions that the new employee might have. It is important to develop open, two-way lines of communication between the employer and employee right from the beginning. Consider the time spent for orientation as an investment for both you and the employee. Clear, well-defined expectations will pay dividends in the future and reduce possible misunderstandings between employer and employee. By orientating the new employee properly, a smooth transition can be made to the next step - training.
Do you expect your new employees to be already trained when they show up for their first day on the job? Too often employers are looking only for a "ready to hit the ground running" employee. It is unrealistic to believe that all new employees have the abilities and skills necessary to do the required tasks to your standards.
Prior to the training process, determine the skill level of the new employee. Through interviewing, observing the employee's skills and abilities, paying careful attention to questions asked and not asked, and inquiring of previous employers and references, the employer can develop a good idea of the skill level of the employee.
Next, identify specifically what the learners should be able to perform after training. Include factors such as how fast, how accurately, or at what standards various tasks should be performed. Make sure the steps or procedures are logical and in correct order. Have all needed materials and equipment available and ready for operation.
The role of employer or trainer becomes one of a teacher in the training process. The ability to teach the employee a particular skill or task is critical if training goals are to be met. Most find a step-by-step process the most successful in training employees.
The teaching process can be broken down into five steps - Prepare, Tell, Show, Do, and Review. A closer look at each of these steps will assist the employer (trainer) in understanding this process. Discussion about this five-step process is drawn from publications on training by Dr. Bernie Erven of The Ohio State University.
The first step in this process is to prepare the learner. The trainer should put the learner at ease and explain why the skill to be learned is important. Explain any hazards or problems that may be involved and how to deal with them. Answer any questions that the learner may have about the task.
Explain the task thoroughly. Break it down into key parts or steps. Most employees will find that learning several smaller tasks and putting those together is easier than trying to learn one large skill all at once.
Demonstrate exactly how the task or skill is to be done for the employee. Involve the employee by asking questions and getting feedback. Have the learner explain the process or skill back to the trainer.
The learner now has the opportunity to perform or do the task. The trainer needs to help the learner develop confidence by carefully monitoring the learner at first, then allowing him or her to work without supervision. The employer needs to make sure that the employee does each step correctly and avoids developing any bad habits.
Provide honest feedback to the learner in terms of encouragement, constructive criticism, and additional comments. This is a great opportunity to praise the employee or correct their progress.
One means of providing feedback to the employee is to develop a check sheet with all of the job tasks listed. On a regular basis, the employer and employee should go over the sheet. Recognize the good points and explain what points need to be improved. This method keeps new employees up-to-date and involved with the review process.
Proper orientation and training of employees is one part of human resource management for the small business. Providing a thorough orientation sets the stage for a satisfying experience for both the employer and employee. The employer should assess the employee's skill level, identify what the learner should be able to do, and develop strategies in training the employee. The employer assumes the role of a teacher when training employees, using a systematic approach (prepare, tell, show, do, and review). Well planned and conducted orientation and training takes time and effort by both the employer and employee; however, the far-reaching benefits result in positive, productive, and motivated individuals.
Farm Personnel Management. 1989. Kenneth H. Thomas and Bernard L. Erven. North Central Regional Extension Publication 329.
Personnel/Human Resource Management. 1992. Michael R. Carrell, Frank E. Kuzmits, and Norbert F. Elbert. Macmillan Publishing Company, New York, New York.
Labor Management in Ag: Cultivating Personnel Productivity. 1994. Gregory Encina Billikopf. University of California Extension Publication.
Training for Non-Trainers. 1990. Carolyn Nilson. American Management Association Publication.
All educational programs conducted by Ohio State University Extension are available to clientele on a nondiscriminatory basis without regard to race, color, creed, religion, sexual orientation, national origin, gender, age, disability or Vietnam-era veteran status.
Keith L. Smith, Associate Vice President for Ag. Adm. and Director, OSU Extension.
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