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By Jeffrey L. Bodimer
Another form of new-hire training could include having the new associate train directly next to an existing associate. Some call this concept "OJT" (On the Job Training) or side-by-side training.This type of training allows the new associate to see firsthand the different facets of the position. Also, this allows the new-hire the opportunity to develop a working relationship with an existing associate. However, it should be noted, this type of training enforces learned concepts in the initial training and should be used as a form of reinforcement and application of those same learned concepts.
Continuing Education
A continuing education program for a department is just as important as the new-- hire training. Keep in mind, when you train a new associate, they will only retain approximately 40 percent of the information learned in the initial training session. Therefore, a continuous effort must be placed on reminding the staff about various procedures and concepts. This continuing education can be formal or informal. (It should be noted the author's preference would always be with more of an informal approach. However, the manager should decide what works for their department.) The formal, or traditional, approach would include a member of the management sending a memo to each associate.The informal, and often more appealing approach to a visual learner, would be to send a one-page information sheet to their staff. This information sheet, or "training alert," should be informative and presented in a non- threatening manner.Therefore, if the policy or procedure changes, the informal approach would better prepare the department to receive this presentation.
Designing a Continuing Education Program
Prior to putting together a continuing education program, the management team must decide what the desired outcome should be. One question that is important to answer is: "Do we want the program to enhance the skills of the associate, or do we want to help the associate with personal development?" While there is some commonality between both answers, the main difference is the opportunity for the management team to mold future management team members. If the desired outcome is simply to enhance skills, with no personal development, the department will have a staff that simply knows how to do their job a little better. While that is a positive one, most companies should think "outside the box," and design a program that allows, and even encourages, critical thinking and problem solving.
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