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From India, Bangalore
From India, Bangalore
The Company management is realized that the clerical support services are important to ensure the smooth functioning of the organization. It is the responsibility of each Department Manager and Section Supervisor to pay more attention on secretarial and clerical training.
The following is a list of eight suggested segments in a clerical training program:
I. New Employee Orientation
This orientation must be basic and should contain all information the employee needs to know to work satisfactorily in the organization. Such as working hours, meal times, schedule of paydays, attendance policy etc.
II. Basic Task Training
The supervisor or Head of Department (HOP) could use on-the- job training to train new employees how to do simple or complex clerical tasks. It is better to involve the working manuals, booklets and sample work. The demonstration of Senior clerical staff is more helpful to let the new-employee learn faster.
III. Technical Refresher Training
Any changes in the Company usually impact the work of the concerned employees as soon as they occur. If so, the clerical staffs need to refresh and to follow different procedures. It is useful to apply informal discussion sessions between the employees.
IV. Time Management
Some of the clerical work is placed on task organizing, expedient work processing etc. Good time management could promote the work efficiency. Ask each employee to write out a list of tasks that must be done in the coming month. During the month as each task is completed. The employee makes a notation to that effect. And as unexpected tasks come along, they are added to the end of the list. At month's end, sit down with the employee to review the month's results. Give the employee an opportunity to explain why some tasks did not get done and why new tasks were added. Use this process to educate the employee to understand the time control.
V. Written Communication
The writing skills training for clerical employees could save a lot of administrative time for the management personnel. The training program should consist of three parts:
- Learning: Written, spoken instruction on the basic steps to clear, concise writing.
- Doing: Practice at using the new knowledge.
- Monitoring: Having written work reviewed periodically for retention of new knowledge.
VI. Interpersonal Relations Training
The clerical employee may help his/her superior for receiving visitors, taking phone calls and messages, arranging appointments, travel plans and meetings. A lot of interpersonal skills are required to practices. This training concerns human interaction; it may focus on heightened self-awareness, team building, group norms & feedback, etc. An employee who is trying to learn how to interact more successfully with a customer has several alternatives:
- Gaining on-the- job experience.
- Reading published material.
- Attending formal classes or workshop.
VII. Life/Career Planning Workshops
These workshops are designed to help individuals reach into their past experiences both their successes and their failures and think about the future: Where they want to go and what resources they have for getting there. Using a series of activities, each participant identifies a variety of possible goals and lays out a tentative action plan for accomplishing them.
VIII. Special outside Training Program
Some programs are offered by business schools or University as well as Counseling Company. Those programs should improve the clerical employee's work productivity, quality or attitude. The Company tuition refund program will be applied on these requests for outside training.
From China, Shanghai
Talk about skills and technical training
Skills and Technical Training are provided：
- Compensate for deficiencies in the knowledge or skills of entry-level workers.
- Provide training on special equipment, processes, or techniques.
- Remedy employee performance deficiencies caused by inadequate skills or knowledge.
- Upgrade the skills and knowledge of current employees required by the introduction of new systems, equipment, tools, procedures, techniques, or products.
II. Essential Points on Designing Training
Skills and technical training programs are conducted in accordance With stipulated requirements.
- Employ direct, hands-on experiences; doing rather than reading, listening, or observing.
- Make use of facilities, equipment, and tools that are identical or comparable to and compatible with those found on the job.
- Involve working conditions that duplicate or simulate desirable occupational settings.
- Employ training systems that meet the following standards:
(1) Acceptable to trainees.
(2) Effective in developing job skills and competencies.
(3) Make for easy transition from training to the workplace.
(4) Efficient in terms of time, costs, and flexibility.
(5) Adaptable to change job tasks and conditions.
- Are based upon the following:
(1) Personnel requirements in both kind and numbers.
(2) Occupational, job, and task analysis.
(3) Employee needs assessment and analysis.
(4) User needs.
(5) Performance objectives.
(6) Trainee feedback and follow-up.
III. Leader skills and practices
Skills and Technical Training programs are conducted by Instructors:
- Have sufficient experience in the occupation, trade, or craft.
- Have been trained as instructors.
- Have highly developed demonstration, diagnostic, and coaching skills.
- Serve adequately as role models.
IV. Methods and techniques
Skills and Technical Training programs employ and emphasize:
- Lecture, discussion, demonstration, and performance.
- Extensive use of equipment, tools, models, mockups, and audiovisual aids.
- Task lists and job aids.
- Safe work habits and the use of applicable protective clothing and safety devices.
- Reasoning problem solving and exercise of judgment in work-related situations.
The effectiveness of Skills and Technical training programs is evaluated：
- Internal evaluation techniques.
(1) Observation of the training.
(2) Trainee reactions and opinion surveys.
(3) Test scores.
(4) Instructor observations and comments.
- External evaluation techniques.
(1) Reports of supervisors.
(2) Bottom line indicators and results, such as productivity, amount of scrap and waste, number of rejects, and the quality of products and services.
From China, Shanghai