Orientation and Training

Once employees are selected, they must be prepared to do their jobs, which is when orientation
and training come in. Orientation means providing new employees with basic information about
the employer. Training programs are used to ensure that the new employee has the basic
knowledge required to perform the job satisfactorily.

Orientation and training programs are important components in the processes of developing a
committed and flexible high‐potential workforce and socializing new employees. In addition,
these programs can save employers money, providing big returns to an organization, because an
organization that invests money to train its employees results in both the employees and the
organization enjoying the dividends.

Unfortunately, orientation and training programs are often overlooked. A recent U.S. study, for
example, found that 57 percent of employers reported that although employees' skill
requirements had increased over a three‐year period, only 20 percent of employees were fully
proficient in their jobs.

Orientation

Orientation programs not only improve the rate at which employees are able to perform their
jobs but also help employees satisfy their personal desires to feel they are part of the
organization's social fabric. The HR department generally orients newcomers to broad
organizational issues and fringe benefits. Supervisors complete the orientation process by
introducing new employees to coworkers and others involved in the job. A buddy or mentor may
be assigned to continue the process.

Training needs

Simply hiring and placing employees in jobs does not ensure their success. In fact, even tenured
employees may need training, because of changes in the business environment. Here are some
changes that may signal that current employees need training:

 Introduction of new equipment or processes

  A change in the employee's job responsibilities
 A drop in an employee's productivity or in the quality of output
 An increase in safety violations or accidents
 An increased number of questions
 Complaints by customers or coworkers

Once managers decide that their employees need training, these managers need to develop clear
training goals that outline anticipated results. These managers must also be able to clearly
communicate these goals to employees.

Keep in mind that training is only one response to a performance problem. If the problem is lack
of motivation, a poorly designed job, or an external condition (such as a family problem),
training is not likely to offer much help.

Types of training

After specific training goals have been established, training sessions should be scheduled to
provide the employee an opportunity to meet his or her goals. The following are typical training
programs provided by employers:

 Basic literacy training. Ninety million American adults have limited literacy skills, and
about 40 million can read little or not at all. Because most workplace demands require a
tenth‐ or eleventh‐grade reading level (and about 20 percent of Americans between the
ages of 21 and 25 can't read at even an eighth‐grade level), organizations increasingly
need to provide basic literacy training in the areas of reading and math skills to their
employees.
 Technical training. New technology and structural designs have increased the need to
upgrade and improve employees' technical skills in both white‐collar and blue‐collar
jobs.
 Interpersonal skills training. Most employees belong to a work team, and their work
performance depends on their abilities to effectively interact with their coworkers.
Interpersonal skills training help employees build communication skills.
  Problem‐solving training. Today's employees often work as members of self‐managed
teams who are responsible for solving their own problems. Problem‐solving training has
become a basic part of almost every organizational effort to introduce self‐managed
teams or implement Total Quality Management (TQM).
 Diversity training. As one of the fastest growing areas of training, diversity training
increases awareness and builds cultural sensitivity skills. Awareness training tries to
create an understanding of the need for, and meaning of, managing and valuing diversity.
Skill‐building training educates employees about specific cultural differences in the
workplace.

Training methods

Most training takes place on the job due to the simplicity and lower cost of on‐the‐job training
methods. Two popular types of on‐the‐job training include the following:

 Job rotation. By assigning people to different jobs or tasks to different people on a

temporary basis, employers can add variety and expose people to the dependence that one
job has on others. Job rotation can help stimulate people to higher levels of contributions,
renew people's interest and enthusiasm, and encourage them to work more as a team.
 Mentoring programs. A new employee frequently learns his or her job under the guidance
of a seasoned veteran. In the trades, this type of training is usually called an
apprenticeship. In white‐collar jobs, it is called a coaching or mentoring relationship. In
each, the new employee works under the observation of an experienced worker.

Sometimes, training goals cannot be met through on‐the‐job training; the employer needs to look
to other resources. Off‐the‐job training can rely on outside consultants, local college faculty, or
in‐house personnel. The more popular off‐the‐job training methods are classroom lectures,
videos, and simulation exercises. Thanks to new technologies, employers can now facilitate
some training, such as tutorials, on the employees' own computers, reducing the overall costs.

Regardless of the method selected, effective training should be individualized. Some people
absorb information better when they read about it, others learn best by observation, and still
others learn better when they hear the information. These different learning styles are not
mutually exclusive. When training is designed around the preferred learning style of an
employee, the benefits of training are maximized because employees are able to retain more of
what they learn.

In addition to training, employers should offer development plans, which include a series of steps
that can help employees acquire skills to reach long‐term goals, such as a job promotion.
Training, on the other hand, is immediate and specific to a current job.

Specific Roles and Responsibilities

Responsibility for orientation of new employees is shared among senior executive, human
resources personnel, the employee's director/ manager, the new employee, and central
Government agencies. The new employee and the director / manager play the most significant
roles in the orientation process.

Director / Manager

Preparation and planning are the key elements to successful employee orientation. The new
employee's director / manager plays a significant role in the orientation process, recognizing it
has a significant impact on employee engagement, productivity, and retention. Through a one-
on-one relationship with the new employee and a comprehensive orientation package, the
director / manager establishes a foundation for work within a specific work area and a vehicle for
new employees to integrate into the work place. The Director / Manager must ensure that each
new employee receives a comprehensive orientation.

Employee

Every employee, whether new to the Public Service or a particular job, is encouraged to take an
active role in the employee orientation process. Participation in employee orientation will ensure
a smooth transition into a new position and provide a solid foundation for successful
involvement and growth in the Public Service. With new people to meet, new places to explore,
and an abundance of new information, employee orientation is critical to learning job
responsibilities, becoming familiar with performance expectations, and building positive
working relationships.

Strategic Human Resource Management Unit

Some elements of an employee orientation are unique to departmental or agency needs. Each
Strategic Human Resource Management Unit in each department or agency ensures that all new
employees receive consistent and essential information throughout the employee orientation
process. In addition to providing this information and having new employees complete the
necessary paperwork, an effective orientation should introduce employees to the organization as
a whole. The Strategic Human Resource Management Unit works with managers and directors to
ensure that the employee orientation process is complete and that an appropriate follow-up takes
places within a specified period of time.

Departmental Executive

Executive and Senior Management play a crucial role by welcoming individuals to their new
positions. The Deputy Minister or designate is responsible to ensure orientation is taking place
and to outline the department / agency mission, goals, values and role as a Government
organization.

Human Resource Secretariat

The Human Resource Secretariat (HRS) is responsible for providing leadership to the strategic human
resource functions of the Provincial Government. The Secretariat's role in employee orientation is to
provide a framework for the process and to keep it all up to date.

Stages of Orientation
Your business will only be successful if you hire the right people and give them the proper
training. One of the most important parts of that initial training is the employee orientation
process. Orientation typically refers to the process of induction of new hires or the introduction
of current employees to new technologies, procedures and policies at the workplace. The
employee orientation process must be comprehensive and must provide information that includes
expected performance, working hours, benefits, breaks, regulations and other important matters.
Understanding the stages of the employee orientation process can help you improve the way you
handle this all-important aspect of your business.

The Pre-Orientation Stage

Although all the levels of orientation are essential, some companies skip the pre-orientation stage
for new hires, and that could be a mistake. Pre-orientation begins before the start date of your
new employees and involves sending a package of information via email or postal service. This
package typically includes documents such as an organizational chart, vision statement, mission
statement, explanation of benefits, annual report and a checklist of what the actual orientation
will cover. Sending a pre-orientation package increases the level of comfort your new hires will
have when they arrive to work on their first day, and it allows them to prepare questions in
advance. Some companies also include a small giveaway in the package, such as a company mug
or T-shirt, which can help create a sense of camaraderie.

The Introduction to the Job-Site Stage

In this orientation stage, your goal is to make new hires comfortable in their new work
environment. In the first part of this orientation stage, new recruits are given information about
your company’s aims, objectives, culture, organizational structure, strategic plan, customer base
and future goals. The second part of this orientation stage typically is a tour of the workplace,
including seeing equipment, identifying potential safety hazards, and meeting some of the
managers and supervisors in each department. The purpose of this job-site orientation is to make
your new hires familiar with the basic layout of the company and to understand the general
precepts that govern how the workplace functions. This orientation usually takes a day to
complete.
The Job-Specific Orientation Stage

In this stage, new hires are given job- or task-specific orientation, typically by their immediate
supervisor. New employees learn details about their specific department or team, including
information about breaks, absences, parking facilities, personal phone calls, email and internet
policy, as well as the standards of performance for their work. The goal is to shrink the
orientation to the actual tasks that the new employee will perform, with an understanding of the
normal workday processes that will ensure maximum efficiency. In some instances, you may
want to assign a “buddy” to your new hire. This buddy’s job is to become a guide during the new
hire’s first weeks or months of work, answering questions, acting as a sounding board, and
relaying critical information about projects and deadlines.

The Follow-Up Orientation Stage

Although there are multiple levels of orientation that last several days, the truth is that new hire
orientation is a months-long process. That’s why the follow-up stage is so critical – it allows you
to determine how well your new employee is adjusting to the job. Follow-up usually occurs on a
weekly basis. Supervisors or managers meet with the new employee to discuss any issues and
problems that have arisen. Supervisors should encourage new employees to ask questions and
honestly express challenges they are facing. The follow-up orientation stage lets you determine
how well your employee is performing assigned duties and also reveals how well your company
has done in providing all the tools and help necessary for new hires to flourish. Of all the levels
of orientation, this one is most critical to long-term success.

Employee Training In An Organization: Who Takes Responsibility?

The effective digital transformation strategy of employee training and development is impossible
without addressing the issue at two levels: the technological level and the administrative level.
The technological level involves streamlining employee training with the help of various digital
tools. But the tools alone can’t guarantee the efficiency of training programs and their relevance
to an organization’s business goals.
An organization should have a thought-out strategy for employee training and development that
addresses short-term and long-term training objectives. So, before the technological level, it’s
important to look at training and development at the administrative level, as the success of
employee training and development in an organization depends on who is in charge of it.

Employee Training And Development Ownership: 2 Models

There are two main options for supervising employee training and development in an
organization: by HR or Operations. Usually, training and development fall under the HR
department. However, in the case of HR owning employee training and development, there is a
risk of disconnection of training from a business. As HR is not directly involved in business
activities, it may not realize the company’s most urgent training needs and, consequently, fail to
choose relevant training programs for the employees. An alternative opinion is that employee
training can bring more value to a company if Operations is in charge of it. Let’s analyze the
benefits of both approaches and decide which one is more viable.

Benefits Of The HR Supervision Model

 Addressing Training Needs At The Company-Wide Level

HR has a comprehensive view of the training needs and is always in the know who
and when requires training in each department. It allows HR to enable finding
relevant training programs and enrolling employees to them, as well as coordinate
employee training plans. Such a comprehensive view on training and development
facilitates tracking retraining periods for employees, for example, in the case of
annual compliance training for highly regulated industries like healthcare.

 Focus On Forward-Looking Training Goals

HR has a medium- to long-term view on training and development, so it focuses on

general training programs like training leadership skills. For example, safety and
leadership training have a long-term return that is not always obvious using standard
productivity measures like increased performance and labor savings.
  Flexible Approach To Defining The Need For Training

HR doesn’t react with a training session to every arising performance problem. It

assesses and analyzes performance, usually by conducting a time and motion study to
define who does what and how, and decides whether a performance issue is caused by
poor working practices. Then the HR team offers a solution, which doesn’t always
include training itself. Actually, in cases when performance issues don’t result from
the lack of knowledge or skills, training won’t help. For example, low performance
can be an outcome of an employee’s forgetting some of the steps in a manufacturing
process like metal forming. Then the best solution to this issue will be providing the
employee with a job aid in the form of an electronic knowledge base or a paper
handout.

Benefits Of The Operations Supervision Model

 Addressing Department-Specific Training Needs

Training and development needs are specific for various departments of an

organization. Since Operations is immersed in the working process, it pays more
attention not to coordination but to the essence of training: what knowledge and skills
a certain employee need to develop. Such a personalized approach allows Operations
to sort out irrelevant training opportunities (too general or too specific programs) and
offer targeted training to employees. For example, a welding operator needs training
on electron-beam welding, so Operations won’t send them to training that, apart from
this type, also covers some other types of welding like gas or plasma arc welding.

 Focus On Immediate Training Goals

Employee training and development are always about improving work performance,
and all the work is coordinated by Operations. So, the department can see training in
the work context as it’s always aware of the current business needs. Also, it can easily
and fast response to changing business needs and, as a result, define a new direction
for employee training in a company. Thus, Operations has a short-term view on
employee training and development, which ensures it’s always in line with the most
urgent business needs.
  High Commitment

Operations is responsible for production planning and quality control, it

acknowledges the benefit of having the right people with the right skills doing the
job. And since the department is responsible for planning and allocating budget in an
organization, it pays special attention to the quality and relevance of employee
training and development.

Better Together
A company needs both HR and Operations to enable effective employee training. Indeed, their
cooperation in defining the needs and prospects of training in line with the business strategy
creates a full picture due to addressing both short-term and long-term training goals. Operations
targets at ‘here and now’ training goals as compared to HR that targets the long-term ones. The
HR understands that money spent on training will return as increased productivity due to highly
skilled workers, so it can help Operations to realize the long-term returns. Thus, the two models
complement each other when identifying a company’s training needs and choosing appropriate
training programs. And only after that it should be decided upon on a suitable technology for
employee training: a Learning Management System, mobile or extended reality apps.

Training isn’t just important to any company, it is vital. Although there are many categories of
training such as management training and or sales training, employees with Project Management
skills are an important asset to any organization.

Training presents a prime opportunity to expand the knowledge base of all employees, but many
employers in the current climate find development opportunities expensive. Employees attending
training sessions also miss out on work time which may delay the completion of projects.
However despite these potential drawbacks, training and development provides both the
individual and organisations as a whole with benefits that make the cost and time a worthwhile
investment. The return on investment from training and development of employees is really a no
brainer. So what are the benefits?
Improved employee performance
The employee who receives the necessary training is more able to perform in their job. The
training will give the employee a greater understanding of their responsibilities within their role,
and in turn build their confidence. This confidence will enhance their overall performance and
this can only benefit the company. Employees who are competent and on top of changing
industry standards help your company hold a position as a leader and strong competitor within
the industry.

Improved employee satisfaction and morale

The investment in training that a company makes shows employees that they are valued. The
training creates a supportive workplace. Employees may gain access to training they wouldn’t
have otherwise known about or sought out themselves. Employees who feel appreciated and
challenged through training opportunities may feel more satisfaction toward their jobs.

Addressing weaknesses
Most employees will have some weaknesses in their workplace skills. A training program allows
you to strengthen those skills that each employee needs to improve. A development program
brings all employees to a higher level so they all have similar skills and knowledge. This helps
reduce any weak links within the company who rely heavily on others to complete basic work
tasks. Providing the necessary training creates an overall knowledgeable staff with employees
who can take over for one another as needed, work on teams or work independently.

Consistency
A robust training and development program ensures that employees have a consistent experience
and background knowledge. The consistency is particularly relevant for the company’s basic
policies and procedures. All employees need to be aware of the expectations and procedures
within the company. Increased efficiencies in processes results in financial gain for the company.
Increased productivity and adherence to quality standards
Productivity usually increases when a company implements training courses. Increased
efficiency in processes will ensure project success which in turn will improve the company
turnover and potential market share.

Increased innovation in new strategies and products

Ongoing training and up skilling of the workforce can encourage creativity. New ideas can be
formed as a direct result of training and development.

Reduced employee turnover

Staff are more likely to feel valued if they are invested in and therefore, less likely to change
employers. Training and development is seen as an additional company benefit. Recruitment
costs therefore go down due to staff retention.

Enhances company reputation and profile

Having a strong and successful training strategy helps to develop your employer brand and make
your company a prime consideration for graduates and mid-career changes. Training also makes
a company more attractive to potential new recruits who seek to improve their skills and the
opportunities associated with those new skills.
Training can be of any kind relevant to the work or responsibilities of the individual, and can be
delivered by any appropriate method.

For example, it could include:

 On-the-job learning
 Mentoring schemes
 In-house training
 Individual study

Blended learning is becoming more and more popular and as a company we have seen a definite
increase in this method of training over the last year. Blended Learning is the effective
combination of online learning and classroom learning. Many of 20|20’s clients prefer their staff
to learn on-site rather than attend off-site training programmes – especially in industries like oil
and gas where it is often very impractical to attend off-site courses. On-site learning programmes
like the blended learning approach, allow 20|20 to train more people working across a larger
international footprint than just the UK. This makes it much more cost-effective and allows for
greater process consistency.

The importance of training your employees – both new and experienced – really cannot be
overemphasized.

Training Methods

It takes serious effort to create a training program that actually sticks after your employees have
gone through it and started their jobs. The thing is, if you’re using boring old lectures to convey
important information, you may be putting your organization at risk. Whether your company
operates heavy machinery, works with others’ money, sells products for babies or children, or
otherwise has an easily identifiable risk associated with the work – which most companies do –
you want to make sure your rules and procedures stay with your workers over the long term.
How, you’re wondering? Use the right training methods. Stuffy training methodologies that rely
on rote learning often won’t do the trick. The many workers aren’t scholars, and traditional
classroom learning needs a serious tune-up in order to reach them. That’s why you need to adopt
training methodologies and tools that reach your learners where they’re at, taking into account
their specific needs, their learning styles and the goals of the training. This often involves
software coupled with a more hands-on, on-the-job approach. Read on to learn more about how
you can train your employees, deliver material, use classroom-style training effectively, and
more.
 List of Training Methods

Many methods of training are available- each has certain advantages and disadvantages. Here we
list the different methods of training...you can comment on the pros and cons and make the
examples concrete by imagining how they could be applied in training truck drivers.

1. Technology-Based Learning
Common methods of learning via technology include:

 Basic PC-based programs

 Interactive multimedia - using a PC-based CD-ROM
 Interactive video - using a computer in conjunction with a VCR
 Web-based training programs
The forms of training with technology are almost unlimited. A trainer also gets more of the
learner''s involvement than in any other environment and trainees have the benefit of learning at
their own pace.

Example: In the trucking industry one can imagine interactive multimedia training on tractor-
trailers followed by a proficiency test to see how well the employee knows the truck.

2. Simulators
Simulators are used to imitate real work experiences.

Most simulators are very expensive but for certain jobs, like learning to fly a 747, they are
indispensable. Astronauts also train extensively using simulators to imitate the challenges and
micro-gravity experienced on a space mission. The military also uses video games (similar to the
"shoot-em-up" ones your 14-year old plays) to train soldiers.

Example: Truck drivers could use simulators to practice responding to dangerous driving
situations.

3. On-The-Job Training
Jumping right into work from day one can sometimes be the most effective type of training.

Here are a few examples of on-the-job training:

 Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.
 A combination of observation, explanation and practice.
 Trainers go through the job description to explain duties and answer questions.
 Use the intranet so trainees can post questions concerning their jobs and experts within the
company can answer them.
On-the-job training gives employees motivation to start the job. Some reports indicate that
people learn more efficiently if they learn hands-on, rather than listening to an instructor.
However, this method might not be for everyone, as it could be very stressful.

Example: New trucking employees could ride with experienced drivers. They could ask
questions about truck weigh stations, proper highway speeds, picking up hitchhikers, or any
other issues that may arise.

4. Coaching/Mentoring
Coaching/mentoring gives employees a chance to receive training one-on-one from an
experienced professional. This usually takes place after another more formal process has taken
place to expand on what trainees have already learned.

Here are three examples of coaching/mentoring:

 Hire professional coaches for managers (see our HR.com article on Understanding Executive
Coaching)
 Set up a formal mentoring program between senior and junior managers
 Implement less formal coaching/mentoring to encourage the more experienced employees to
coach the less experienced.
Coaching/mentoring gives trainees the chance to ask questions and receive thorough and honest
answers - something they might not receive in a classroom with a group of people.

Example: Again, truck drivers could gain valuable knowledge from more experienced drivers
using this method.

5. Lectures
Lectures usually take place in a classroom-format.
It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot
of people in a short amount of time. It has been said to be the least effective of all training
methods. In many cases, lectures contain no form of interaction from the trainer to the trainee
and can be quite boring. Studies show that people only retain 20 percent of what they are taught
in a lecture.

Example: Truck drivers could receive lectures on issues such as company policies and safety.

6. Group Discussions & Tutorials

These most likely take place in a classroom where a group of people discuss issues.

For example, if an unfamiliar program is to be implemented, a group discussion on the new

program would allow employees to ask questions and provide ideas on how the program would
work best.

A better form of training than lectures, it allows all trainees to discuss issues concerning the new
program. It also enables every attendee to voice different ideas and bounce them off one another.

Example: Truck drivers could have group discussions and tutorials on safety issues they face on
the road. This is a good way to gain feedback and suggestions from other drivers.

7. Role Playing
Role playing allows employees to act out issues that could occur in the workplace. Key skills
often touched upon are negotiating and teamwork.

A role play could take place between two people simulating an issue that could arise in the
workplace. This could occur with a group of people split into pairs, or whereby two people role
play in front of the classroom.

Role playing can be effective in connecting theory and practice, but may not be popular with
people who don´t feel comfortable performing in front of a group of people.

Example: Truck drivers could role play an issue such as a large line-up of trucks is found at the
weighing station and one driver tells another that he might as well go ahead and skip the whole
thing. Or role play a driver who gets pulled over by a police officer and doesn´t agree with the
speeding charge.
 8. Management Games
Management games simulate real-life issues faced in the workplace. They attract all types of
trainees including active, practical and reflective employees.

Some examples of management games could include:

 Computer simulations of business situations that managers ´play´.

 Board games that simulate a business situation.
 Games surrounding thought and creativity - to help managers find creative ways to solve
problems in the workplace, or to implement innovative ideas.
Example: In a trucking business, managers could create games that teach truckers the impact of
late deliveries, poor customer service or unsafe driving.

9. Outdoor Training
A nice break from regular classroom or computer-based training, the usual purpose of outdoor
training is to develop teamwork skills.

Some examples include:

 Wilderness or adventure training - participants live outdoors and engage in activities like
whitewater rafting, sailing, and mountain climbing.
 Low-impact programming - equipment can include simple props or a permanently installed "low
ropes" course.
 High-impact programming - Could include navigating a 40-foot "high ropes" course, rock
climbing, or rappelling.
Outgoing and active participants may get the most out of this form of training. One risk trainers
might encounter is distraction, or people who don´t like outdoor activities.

Example: As truck drivers are often on the road alone, they could participate in a nature-training
course along with depot personnel to build esprit de corps.

10. Films & Videos

Films and videos can be used on their own or in conjunction with other training methods.
To be truly effective, training films and videos should be geared towards a specific objective.
Only if they are produced effectively, will they keep the trainees attention. They are also
effective in stimulating discussion on specific issues after the film or video is finished.

Films and videos are good training tools, but have some of the same disadvantages as a lecture -
i.e., no interaction from the trainees.

A few risks to think about - showing a film or video from an outside source may not touch on
issues directly affecting a specific company. Trainees may find the information very interesting
but irrelevant to their position in the company.

Some trainers like to show videos as a break from another training method, i.e. as a break from a
lecture instead of a coffee break.

This is not a good idea for two reasons. One: after a long lecture, trainees will usually want a
break from any training material, so a training film wouldn´t be too popular. Two: using films
and videos solely for the purpose of a break could get expensive.

Example: Videos for truckers could show the proper way to interact with customers or illustrate
preventive maintenance techniques.

11. Case Studies

Case studies provide trainees with a chance to analyze and discuss real workplace issues. They
develop analytical and problem-solving skills, and provide practical illustrations of principle or
theory. They can also build a strong sense of teamwork as teams struggle together to make sense
of a case.

All types of issues could be covered - i.e. how to handle a new product launch.

Example: Truck drivers could use case studies to learn what issues have been faced in the
trucking industry in the past and what they could do if a similar situation were to occur.

12. Planned Reading

Basically planned reading is pre-stage preparation to more formal methods of training. Some
trainees need to grasp specific issues before heading into the classroom or the team-building
session.
Planned reading will provide employees with a better idea of what the issues are, giving them a
chance to think of any questions beforehand.

Example: Here we may be stretching if we think that truckers are going to read through a lot of
material the training department sends them.

Many avenues exist to train employees. The key is to match the training method to the situation.
Assess each training method implemented in the organization and get feedback from trainees to
see if they learned anything. Then take the results from the most popular and most effective
methods to design a specific training program.

Employee Training Methods

There are several employee training methods in the workplace today. Which employee training
methods end up working for you will depend on your own personal style, the structure of your
workplace, how many employees you need to onboard, what you’re teaching, what your
employees need to learn, their individual learning styles, whether you’re teaching brand-new
employees or helping older ones brush up on material or add to their preexisting knowledge base,
and more. Although it can sound confusing to take all these factors into account, all you really
need to do is consider the current types of training methods in human resource management
available to you and choose the one that seems to fit your needs the best. Although there are
many types of training available, let’s go over a few of the most common.

Classroom-style training is still one of the most effective training methods for new employees.
However, you have to be careful to approach it correctly, as many employees won’t respond well
to being handed a book and expected to learn. You have to interact and engage learners, and
make the knowledge stick by using real-world examples and drawing clear applications to your
organization. If you can do all this, your training program will likely be very successful. Often it
helps to use software, which responds readily to the needs of various learners, can go at different
paces, and adapts to a variety of training situations.
Other effective business training methods include 1:1 training, which matches one learner with
one instructor to show them the ropes. If you can spare the resources, this can be an excellent
way to quickly familiarize a new employee with their job-to-be. Methods for employee training
in the workplace also include job shadowing, which is similar to 1:1 training in that the trainee
will follow an experienced worker around to learn their job. However, they are supposed to play
the role of a “shadow,” meaning that there is less interaction between the experienced worker
and the new employee, as the latter just watches and learns and sometimes asks questions. This is
a better way to get a feel for what an actual day, or week, or more, will look like for that new
employee.

Self-training, which relies on the new employee conducting research to learn what they need to
know for the job, is also an employee training methods learning style. Other types of training
methods in training and development include bulk training, where you train large numbers of
employees at once, and automated training, such as we offer here at Lessonly.

Automated training can help you reach large numbers of employees all at once, or it can allow
you to train individual employees as they come on board quickly and easily, so that you don’t
have to waste time waiting for a large enough batch of employees to justify a classroom series or
other group training approach. By using tailored software, you reach employees immediately,
giving them the skills they need to become valuable employees right away.

Training Delivery Methods

Once you know what you want to teach the employees you’re onboarding and have decided on a
training method, you’ve still got to figure out how to get it to them. This can be a tough prospect,
especially since many companies aren’t even working with a solid training delivery methods
definition. In essence, a training delivery method is the way you get information to your
employees. There are lots of ways to do this.

Oftentimes, organizations decide to mesh a little job shadowing with a little 1:1 training with a
bit of book learning and maybe a training program on the side, but this might not be the best
approach. Especially not if you’re looking to streamline your training delivery methods in order
to routinize your onboarding process and keep costs down in the long run.
Instead, choose one or a few complementary types of training and stick to those, using them each
time. For everything your trainees must learn outside the classroom (such as on the floor or in the
field), build a routine training program around that. For everything inside the classroom, choose
a training delivery method that keeps all the information together where it is easily accessible to
learners day after day. At Lessonly, we believe firmly in the power of software to build solid
training programs that meet learners where they’re at, stay organized, remain customizable and
flexible, and work for you year after year.

Lots of companies are still stuck in the past, handing out disorganized Word documents to their
employees and hoping the learning sticks. Often, however, it won’t, especially when that
employee has a hard time finding the loose sheet of paper or sorting through the messy binder to
locate it. Such mysteries don’t encourage learning, so avoid them with a highly streamlined,
effective software training program dedicated to encouraging employee growth and building the
work environment you dream of.

Traditional Training Methods

Classroom style training is still used across industries to bring new employees up to speed, but it
is changing. Traditional pen-and-paper approaches are becoming less effective (though they still
have their place!), while software programs are rising in usefulness and prevalence. However, it
is too simplistic to say the one is replacing the other. Rather, they now work well in tandem in
many companies.

Training software has many advantages over traditional classroom-style training. Although this
list is not exhaustive, here are several:

 It is more efficient, requiring fewer resources in the form of training personnel.

 It is more effective, teaching in a way that allows learners to retain information for
longer.
 It is often easier to use, because employees can use the software in the way that suits
them best, rather than making do with the trainer’s teaching style.
 It has increased tracking capabilities, allowing managers or trainers to see where each
student is at and provide additional help where needed.
  It is more cost-effective because training programs can be reused for years on many
different employees.
When considering the traditional training methods advantages and disadvantages, you must also
take into account the fact that many new employees in the digital age expect to be trained using
software and online resources. Their high school and college years, as well as continuing
education in many fields, has taught them that digital resources are among the most efficient,
easiest to learn from, and most worth paying attention to. That means many of your younger
employees will already have a bias toward software learning over more traditional training
methods that make it worth your while to use it.

Effective Training Methods

When you’re in charge of training employees, whether one at a time or dozens or even hundreds,
you want to make sure you use the right methods. Training is a tried-and-true process that dates
back to the invention of apprenticeship, but these days it’s become much more high-tech.
Although many training methods work, when you are training employees for a team
environment, software is often one of the most effective training methods. There are many
reasons for this, including:

 Software keeps all employees on the same page at all times, on all sorts of topics.
 You can train a full team of employees while still respecting their different learning styles
and allowing them to go at their own paces, within reason.
 Management has unprecedented tracking abilities, allowing them to stay up-to-date on
their employee’s progress, offer help when necessary, make plans for improvement or
enrichment, and more.
 Real-time tracking of a student’s learning is easier and more cost-effective than ever
before.
 You can combine software training with other types of training, such as 1:1 training, job
shadowing or more traditional classroom methods.
 Software is highly customizable, both for management before they distribute materials,
and for learners as they use it.
Other effective training methods work well when they’re paired with software training, to ensure
that learners receive the full breadth of necessary knowledge. You may even be wondering what
training methods are effective in training executives, but good news: even with top-level
employees, software training is highly effective.

Selecting Training Methods

When selecting training methods, there are lots of factors to consider. You may wish to use a
training delivery methods comparison or a training delivery methods matrix to compare different
methods and see which will best meet your needs. It’s a good idea to write down the types of
factors you’ll be working with before you choose your method, answering as many of the
following questions as you can:

 How many people will we be training?

 What are their learning needs/backgrounds?
 What do they need to learn?
 What environments do we have available for training?
 Will software be useful?
 How often do we train?
 Who does the training?
 Do we need on-the-job training?
Of course, it’s good to use different cost effective training methods to fulfill different training
needs. For example, if you need your training to be basic, repeatable and testable, software is
probably a good way to go. If you are training on complex topics that require strategic planning
and lots of discussion, an in-person environment is probably better. These training
methodologies examples are just a few of the many out there, but use these models as ways to
think about how to choose your ideal training methods, and you will do fine.

Other Training Methods

If you really want to think outside the box in your training programs, consider models from other
industries or even other animals! Dog training methods, for instance, include approaches such as
crate training methods that can really shed light. While we’re not advising you crate train your
employees, the idea behind crate training is making a safe place for an animal and teaching him
or her that they can use that place whenever they want. This isn’t a bad idea for employees,
especially new additions who might feel overwhelmed, underprepared or otherwise afraid. When
the training begins, point out there “safety zone” right away, so they’ve always got somewhere to
retire and get a breather.

Or you could consider types of exercise training methods. These types of physical training
methods can offer a lot of insight into how competitive athletes hone their bodies and minds to
such high levels. Consider types of training methods in sport, such as repetition, intervals (hard
material, easy material, hard material, easy material) and friendly competition to really get into
the spirit of learning.
References:

https://www.cliffsnotes.com/study-guides/principles-of-management/staffing-and-human-
resource-management/orientation-and-training-programs s

https://www.exec.gov.nl.ca/exec/hrs/onboarding/roles.html

https://smallbusiness.chron.com/stages-orientation-13917.html

https://elearningindustry.com/hr-or-operations-who-should-be-responsible-for-employee-
training-in-an-organization

https://2020projectmanagement.com/resources/project-management-training-and-
qualifications/the-importance-of-training-and-development-in-the-workplace

https://www.lessonly.com/training-methods/

https://www.hr.com/en/communities/training_and_development/list-of-training-
methods_eacwezdm.html