The paper “ New Employee Training in IT” is a spectacular version of a term paper on human resources. Employees are an organization’ s most valuable resource, but the way most organizations “ welcome” a new employee sometimes produced the opposite impression. The organization frequently approach orientation as a late addition while others spend thousands of dollars and a great deal of time and effort on slick presentations, multiple guest speakers, and ample employee handbooks, all of which leave the new employee confused, apprehensive, and besieged. However, the important question is why organizations are doing this, why train employees?
This paper will discuss new employee training programs in IT and related issues in the field of training and development. New Employee TrainingAccording to the Productivity Press Development Team (2002), there are three types of training standards to be considered in a new employee training program. These are employee-to-employee training, training by specialists or managers, and training by visual management (p. 60). New employee training is obligatory in some IT-based companies; for instance, a call center had a separate and broad orientation and training program that lasted a total of more or less five weeks (Ahlstrand et.
al. 2003). Training from a Business PerspectiveA common approach to training in business is to assign an experienced employee to teach new employees how to do a job (Fournies 1999). In its simplest sense, training is the process of elucidating to someone how to do something. It involves communicating ideas and concepts. “ Everyone is a trainer is some fashion” (Wallace and Webber 2005:409). However, things are not that simple since someone leaves company to go elsewhere, the cost of replacing that person approaches a prohibitively expensive level.
It is expensive not only in terms of monetary cost but also in the cost of knowledge and experience that the person has and has contributed to the company. In Murch's (2001) analysis of the cost of Information Technology Staff replacement, the cost of turnover for the departing person can be as much as 150% to 250% of that person’ s salary and more for expert knowledge workers (p. 47). The scope of training in IT covers areas even beyond new employees’ orientation but retraining current employees, and it is not limited to information systems personnel but includes all system users (Wallace and Weber 2005). Reasons for Training New EmployeesOrientation is a type of training offered to new employees to help them adapt to their new jobs and employers.
Increasing employee integration with the job through orientation throughout the first 90 days gets people skillful and makes them feel part of the company “ team” and “ orientation that is well administered may augment employee retention rates by as much as 25%” (Mathis and Jackson 2006:85; Dinero 2005:282 ). For starters, the typical new employee orientation program is boring (Lawson 2002:1).
Like many other traditional training programs, it is presenter-centered and lecture-driven, with little or no opportunity for participant interaction. However, the orientation program really is the employee’ s first exposure to the organization thus; it should be an enjoyable and memorable experience. A thoughtfully planned and delivered program helps the employee’ s transition, prompts him or her to feel good about the organization, and ignites excitement and enthusiasm. The focus is on helping new employee integrates into the organization and to begin building relationships.
Organizations that skimp on orientation programs not only shortchange the employee but also miss the perfect opportunity to communicate and help the employee embrace and internalize the organization’ s philosophy, values, norms, and culture. Neglecting training will slow the organization’ s operations, incur loses as mistakes, time lost searching for information, blindly trying solutions, and methods are clearly unproductive (Vallé e 1999). Employees need to comprehend how they fit into the big picture. They must realize that what they do is important and makes a difference. The orientation program can help the new employee become more at ease, positive, and proficient (Lawson 2002:2).
The study conducted by Ohio State University, reveals that new employees who completed a three-hour orientation program show a higher level of commitment than did those who skipped the program. Moreover, the increased commitment resulted from the fact that those who attended had a better understanding of the organization’ s goals and values and knew more about its history than those who did not go. Therefore, increased commitment leads to increased employee retention rates (Lawson 2002 referring to the works of Grabmeier 2000).