Training

 

1.

Value of training During the last few years employers have realized the fact that every worthwhile employe has a potential value entirely aside from his immediate, observable value. Training of employes affords the employer a chance to profit by this potential value. Unquestionably a proper system of training not only secures a more intelligent performance of duty but it also inspires ambition and strengthens character and good business habits. Furthermore, by developing employes for more important work, training provides experienced men and women capable of assuming the higher positions as the business expands. The National Association of Corporation Schools has determined from a questionnaire that no organization once having installed a definite training plan has given it up. That fact presents a clear indication of the value of training.

2.

Scope of training There are three main divisions of office training. The first division involves the training of the new employe for the purpose of enabling him to work intelligently in his new employment. This is the sort of training to which the office manager must give attention or suffer the consequences in poor work and frequent changes in personnel. The second division of training involves the perfection of employes in their daily tasks. The third division involves the preparation of employes for taking over bigger responsibilities. If employes are not trained for advancement within the concern, and the higher positions are filled from outside the organization, the esprit de corps of the office must be considerably weakened.

3.

The training plan Certain precautions are necessary in the adoption of any plan of training. It may be granted that some sort of training is applicable to every office, yet there is always one kind that is more applicable than another to each individual case. A school, with a properly qualified teacher, is rarely practicable in an office employing less than one hundred persons. Frequently much larger organizations get along with a less ambitious program. Consideration must be had for the numerical strength of different classes of employes, the type and variety of occupations, the age of employes, their sex and many other factors. An intelligent recognition of all these considerations eventually determines the value of the whole project. The fact that it is not advisable to instal an elaborate training system should not militate against the development of some kind of training work. In small organizations all the training activities may be carried on by the employer himself. The general principles of training will be the same as tho the organization were large enough to have a completely equipped training school.

4.

Centralization of training It is advisable to have the responsibility for all training centralized. In this way the various educational activities are part of a definite plan. In many organizations the educational work is in the hands of a committee composed of officials of the organization. This plan makes the handling of the work more economical and less formal. Furthermore, it tends to overcome the danger of training work becoming too theoretical.  In this connection it is interesting to note how the National City Bank of New York, which has developed what is probably the most extensive educational system of any industrial or financial institution, handles its training work. The Educational Committee composed of seven bank officials is directly in charge of all educational activities. Responsible to this committee is the educational director who is in active control of the work.

5.

Operating the training plan The National City Bank endeavors to have all instruction carried on by members of the bank organization. There are twenty three "inside" instructors on the staff, many of whom are officers of the bank. The classes in French and advanced business English are the only ones conducted by outside instructors. The biggest men in the organization are cooperating with the educationaldirector to make the work really accomplish its purpose. Again, in Lord and Taylor's department store, which has developed an extensive training plan, all of the instructors are from within the organization. The point to be observed from these illustrations is the fact that the adoption of educational plans need not involve an elaborate staff and a heavy increase in overhead expense. What is involved is the fact that it is "pemiy wise and pound foolish" to devote all of the organization's time to production and none to definite methods of improving the ability of the producers. It will always be found more profitable wherever possible to conduct the various training activities on company time. In this way it is possible to insist upon attendance and a certain standard of results on the part of those attending the training classes. In some organizations a division is made with the result that training of new employes and training for perfection in the daily work are conducted on company time, but training for promotion is conducted wholly or in part on the employes' time.

6.

Methods of training new employes. In training new employes the goal in view is to acquaint the new employe not only with the principles and details of the work he or she is going to handle but also to instill a conception of the spirit and principles of the organization as a whole. It is only in this way that a new employe can gain a firm foundation on which to build any kind of real success. In the following sections the methods of securing these results are outlined in some detail. In arranging the training work care should be exercised that the employe is not given more than can be readily digested. If the training work is broken up by oral questioning and ample period for review there is less danger of the employe becoming swamped. Care should be taken also to avoid any tendency towards confining the training to abstract principles. Wherever possible, information should be given in the form of exhibits or pictures, because such equipment always adds human interest to the lesson.

7.

Training in fundamentals of the business. The first step in the ti'aining of a new employe is to impart a knowledge of the fundamentals of the business. The starting point may well be an inspirational history of the enterprise together with an outline of what the organization as a whole is trying to accomplish. Particular stress should be laid upon the ideals of the organization with regard to service to the public and the treatment of its employes. This stage of the training may be made more interesting by showing exhibits of the various products with a brief description of how they are made. Pictures of the executives in charge of the enterprise together with a few words about their activities can also be used effectively in awakening the interest of the newcomer. The first part of the training may well be concluded by a trip thru the office conducted with the idea of awakening the enthusiasm of the new employe and also with the idea of making him feel that he is already a part of the organization. Those who have charge of the initial training of new employes should not overlook the fact that it is natural for a beginner in coming into an organization of any size to be ill at ease. If an effort is made to overcome this feeling at the start the training will be more successful and the employe will enter into his work with more enthusiasm.

8.

Training in fundamentals of jjosition After the foundation is laid as described in the previous section, the employe should next be made to understand the work of the department into which he is going and the relation of that department to the rest of the business. It is only in this way that the new employe can have any conception of the importance of his work. If the employe is not brought to see that his work really is of vital importance, what inducement is there for him to give his best from the very start? This point, frequently overlooked, lies at the root of a great deal of the trouble in getting efficient results from clerical help. This stage of the training can be illustrated by means of an organization chart which shows the new employe how he is to fit into the work of the whole organization. If the organization is a large one special emphasis should be laid upon the part that the in dividual plays in the success of the business as a whole. This can be brought home in many ways. For instance, the new clerk can be shown how the mistakes of an incompetent clerk can injure the good will of the organization.

9.	Training in actual position The third stage in training of a new employe involves a thoro explanation of the actual work he is to do. As a basis for this training, his duties and the manner of performance should be set down in black and white so that they may be carefully studied. Too much emphasis cannot be laid upon the need for a new employe to have a clear conception of just what his work involves and just how he is to do it. Otherwise he is sure to make mistakes that may prove costly and that may lead to the conclusion that he is incompetent when, as a matter of fact, he has not been properly instructed. The employe should be quizzed frequently during this period of training in order that the instructor may be sure that the employe is absorbing all details. Frequent use of illustrations at this period of training will reduce the chance of confusion.
10.	Practice work After the three stages of training described above have been covered it is a good plan to let the new employe begin the work he has been hired to do. This work should be done under the observation of the instructor and should not be work that will actually be used. In this way serious mistakes due to nervousness or lack of preparation on the part of a new employe, are not costly and the instructor is given a definite opportunity to determine whether or not the newcomer is really equipped to take up the responsibilities of his position. In this connection, the American Telephone and Telegraph Company in the training of its new operators uses what is known as a "Demonstration Board." This board is not connected with the public but at the same time is so equipped that the newcomer is given a thoro training in the fundamentals of handling an actual board. At this board, pupils are instructed how to hold their bodies, heads, arms and fingers while at work, in such a way that the best service results. The "Demonstration Board" also allows the instructor to give the pupil the elementaiy practice in interpreting lamp signals and the handling of equipment.
11.	Inspection of work of new employes When the employe has completed the preliminary training and has proved himself possessed of a sufficient knowledge to warrant his starting actual work he should be allowed to go ahead. The training period is not completed, however. In actual practice it is very likely that an employe will be weak in the knowledge of certain points essential to his work. It is therefore a good idea to have a definite follow up plan for new employes. This may provide for an interview with the department head at the end of a ten-day period in which he can determine the following points in regard to the new employe :
	1.	Does the new employe understand the work in every particular?
	2.	Is he interested in it?
	3.	Is the work being turned out in a satisfactory manner ?
	4.	Are there any points in which he should be trained in more detail?
	If the new employe proves satisfactory at this time no further training is necessary. If on the other hand the employe needs further training it should be given, and ten days later the department head should again question him in order to be sure that this second training hasaccomplishd the desired results.

12.	Training for better results The second division of training concerns itself with the improvement of employes in the actual work they are doing. This training falls into two classes: First, training looking to the general improvement of the employe; and second, training that has in view the improvement of the employe in some specific task. The value of this type of training lies in the fact that the average employe, unless he is constantly stimulated, tends to fall into a rut.
13.	General training for better results The general training of employes may be carried on in many ways. Lord and Taylor's department store, for instance, holds a series of classes looking to the general development of their employes. Among these classes are included the following : Business English for office and sales employes. Arithmetic special work in percentage, addition and subtraction for sales girls and cashiers. Penmanship for sales girls this class is called together to discuss illegible sales slips. Girls are urged to print all names and addresses. Civics this class was established at the request of women employes who were interested in suffrage. It is now proposed to extend it to all employes in order that they may become familiar with the workings of our government. French Courses were held for all employes who were preparing for service abroad. This class has been discontinued. A very comprehensive and valuable series of courses has been developed by the National City Bank for the general training of its employes. In the arrangement of the classes, the director has taken into consideration the age and previous experience of members. A preparatory course has been developed for the benefit of all boys and girls in the bank's employ who are under seventeen years of age. Attendance is compulsory. It gives these young employes an opportunity to continue that elementary education without which they could never hope to advance in the banking business. The course covers a period of two years. Instruction is given in the following subjects; the nature of the various courses is evident and needs no further explanation.
	First year	Second year
	Arithmetic I	Arithmetic II
	English I	English II
	Penmanship I	Penmanship II
	Office Practice I	Office Practice II
	Instruction in these classes is made as practical as possible in the effort to make the members better business men and women. A "Preliminary" certificate, signed by the president of the bank, is awarded to those completing this course. A two year course in Junior Banking has been developed for employes over seventeen years old, who have had no previous banking education or experience. This course also presents an opportunity for the ambitious employe's general cultural advancement. French and Spanish are both offered. There is an incentive for the study of foreign languages here since the bank has so many foreign branches and holds out such splendid opportunities to its employes. The Junior Banking course covers the following subjects :
	First year	Second year
	Practical Banking I	Practical Banking II
	Bookkeeping I	Bookkeeping II
	Business English	Speed Mathematics
	Spanish	Business English
	French	Spanish II
		Spanish II
	After members have completed the Junior Banking course, a "Junior" certificate is awarded. It may, of course, be said that the illustrations cited are too elaborate for use by the average organization. There is no organization, hovv^ever, which cannot adopt the principle involved. Employes can be encouraged to attend evening schools; simple lecture courses can be given by the executive officers of every moderate sized concern. If large organizations find it pays to spend time and effort in developing their employes it certainly is to the interest of smaller concerns to work out modified plans of similar training.

14.	Specific training for better results. In addition to general training for better results described above, many progressive organizations have taken advantage of the opportunities offered to increase the value of employes thru training them in the better performance of their specific tasks. The following classes conducted by W. R. Grace and Company of New York will serve to illustrate the scope and value of this type of  training : Talks on Accounts. This series of lectures covers the bookkeeping and accounting systems of W. R. Grace & Company. The talks include discussion on General Accounts, Produce Accounts, Nitrate Agencies Accounts, Agencies Accounts, and Outward Shipping Accounts. These talks are under the supervision of the assistant treasurer. Heads of various departments are called upon for talks. Attendance is obligatory upon members of the accounting department. Stenography. All stenographers of the house are given an opportunity to improve themselves in taking dictation and in reading notes correctly and accurately Business English. This course is given principally for the benefit of stenographers, in order to improve their command of English, so that they may take dictation more accurately and correctly. Shipping Document Course. This is a course covering the various documents used in shipping; such as bills of lading, invoices, export licenses, and the necessary details which accompany the making of shipments. It gives the members of the class a splendid opportunity to become familiar with the terms used in shipping.
15.	Training for advancement Directly in line with the idea of training employes to do better in their present work is the training of employes to assume bigger responsibilities. Employes who have been with the organization for years, and have grown up with it, are equipped with a knowledge of the work, the policies and the ideals of the organization that an outsider can never attain. It is exceedingly valuable to an organization if the higher positions can be filled with such men. From this point of view, therefore, it is decidedly profitable for an organization to develop its people. We must also consider the value of adopting the policy of making promotions from the inside instead of going outside the organization when a vacancy of any importance occurs. Concerns who do not adopt the policy of making promotions from the inside cannot hope to maintain a force of ambitious, capable workers. And yet this is the only type that can build up a live organization. Most men will admit that, theoretically, higher positions should be filled by promotions from the inside. If proper methods are in force for training employes with a view to developing them for bigger responsibility, this policy of promoting from the inside can be made a practical one.
16.	Field of training for advancement. There are many possibilities in training employes for advancement. For instance, a bookkeeping class can be conducted for junior clerks that will equip them to become bookkeepers; typists may be developed to become dictaphone operators; proofreaders may be trained to become correspondents. It does not require an elaborate training plan to develop employes along such lines and the fact cannot be disputed that the organization profits when it is able to develop its people in this way. Examples of what is being done to develop higher grade employes for more responsible positions are indicated in the following taken from the training plan of the National City Bank. A course in Senior Banking is given for the benefit of employes over nineteen years old. Employes who have completed the Junior Banking Course or those who have had previous experience in banking which is approved by the educational director, are eligible for membership. There is a wide variety in the type of studies pursued. They deal with problems of the National City Bank at home and abroad. Instruction is carried on by the heads of the various departments whose work is being explained. No limit is placed upon the period of time which members may take to complete the course. Some subjects may be covered within a year, others take two or more years. Those employes who complete the work in six subjects in this course receive the regular graduate diploma. The following subjects are offered : Practical Banking I and II City Bank Organization Commercial Geography Credit Commercial Law Foreign Exchange I and II Foreign Trade Loans, Bonds and Investments Spanish French Russian ItaHan Portuguese A graduate course has been arranged for officers, division and department heads, and others who have received the Graduate Diploma. The work is of an advanced nature. A class in Finance was conducted by Mr. Vanderlip once a week. Members are urged to submit questions pertaining to the business of Finance. Mr. Vanderlip used his valuable experience in outlining and answering the problems with which his assistants were confronted. In other classes the best practice in Banking is discussed. Following is a list of opportunities for study offered to the members : Finance Advanced Banking Foreign Exchange III Spanish French ItaHan Russian Portuguese
17.	Outside courses. Many of the more progressive concerns, realizing that the organization as well as the individual profits from the development of its personnel, are sharing in the expense of educating their employes along more advanced lines. Selected employes are permitted to attend certain university courses or to take up extension courses. The fact that money spent in this way is considered a most profitable investment is additional proof of the value of training employes.
Review  Why is a course of training as profitable to the employer as it is to the employe? State the three main purposes for which office training may be conducted. What is the best method of instruction for training employes when conditions do not permit the services of regularly trained instructors ? Ought training classes to be held during office hours or on the employes' own time? Outline a course suitable for the training of some particular clerk, which will help him in his present work; which will enable him to take a position of higher responsibility.