A new employee, particularly if he’s young or a new comer to factory life, posseses an inevitable feeling of strangeness among new surroundings and new people. He needs to be welcomed and helped to feel at home. Even if he’s used to factory work, the sort of welcome he receives in his first couple of days can have an impact on his attitude to his job. It is worthwhile therefore giving some awareness of a new employee, and setting aside the necessary time on his first morning to give him undivided attention. It is usually convenient to own a set of the things new employees must have explained to them. This list obviously must be produced particularly for the factory concerned but might include a number of the following points: the sort of work done in the department systems e.g. production control in use in the factory safety practices and rules company rules and procedures payment of wages and bonuses canteen and welfare facilities works clubs and recreational facilities.
Some large companies have induction courses for new employees, but such courses are a supplement to the induction given by the supervisor and are not an alternative for it. In a tiny company with no induction course, the entire of the responsibility is on the supervisor. A fresh employee should be introduced to his colleagues and ought to know at the least some members of senior management and have the ability to recognize them. During the first couple of days, there is a quantity of matters where a fresh employee may require information, and it is reasonable to provide one man in the department the work of looking after him in this period. All management involves delegation, and no-one can delegate confidently except to those who have received the proper training to enable them to complete their job efficiently. Training is therefore an intrinsic section of line management, no extra. Click on the following website, if you’re searching for additional information concerning aat apprenticeships.
It is true that a lot of medium and large companies have training officers who do all of the training, however they achieve this as a service to line management. Line managers, therefore, have an important curiosity about what training is done and in how efficiently it is carried out. Apprentice training in small companies is often entirely the responsibility of supervisors. The standard theory of apprenticeship is that the apprentice spends his time working underneath the supervision of a master craftsman, learning the skills of the trade. The partnership is one of master and pupil. While serving his time the apprentice will without doubt be useful in the department, especially in the latter stages of his apprenticeship, and this is compatible with an apprenticeship as people learn their work best by doing it. An apprentice’s usefulness is however a by-product, the principal object of apprenticeship is training and not the performance of work. It follows that the supervisor should regard his department as providing something for the apprentice, not the apprentice for the department. It’s the supervisor’s responsibility to observe that the apprentice receives as sound training as possible, and he shouldn’t primarily regard him as a supply of labor. The task directed at an apprentice must certanly be planned to give him the best experience.
