A brand new employee, especially when he’s young or a new comer to factory life, has an inevitable feeling of strangeness among new surroundings and new people. He must be welcomed and helped to feel at home. Even though he’s used to factory work, the kind of welcome he receives in his first couple of days can make a splash on his attitude to his job. It is worthwhile therefore giving some awareness of a brand new employee, and setting aside the necessary time on his first morning to offer him undivided attention. It’s usually convenient to possess a list of the items new employees should have explained to them. This list obviously must be produced specifically for the factory concerned but might include some of the following points: the kind of work done in the department systems e.g. production control in used 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 must certanly be introduced to his colleagues and ought to know at least some members of senior management and be able to recognize them. During the initial few days, there would have been a amount of matters on which a fresh employee may require information, and it’s reasonable to give one man in the department the task of looking after him in this period. All management involves delegation, and no one can delegate confidently except to individuals who have received the proper training to enable them to complete their job efficiently. Training is therefore an important section of line management, not an extra. It is true that most medium and large companies have training officers who do all of the training, however they do this as a service to line management. Click on the following website, if you’re searching for additional information concerning accounting apprenticeships.
Line managers, therefore, have a major curiosity about what training is performed and in how efficiently it’s carried out. Apprentice training in small companies is frequently entirely the responsibility of supervisors. The traditional theory of apprenticeship is that the apprentice spends his time working under the supervision of a master craftsman, learning the skills of the trade. The connection is one of master and pupil. While serving his time the apprentice will undoubtedly be useful in the department, especially in the latter stages of his apprenticeship, and that is compatible having 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 a service for the apprentice, not the apprentice for the department. It is the supervisor’s responsibility to see that the apprentice receives as sound training as possible, and he should not primarily regard him as a source of labor. The job directed at an apprentice ought to be planned to provide him the right experience.
