Federal employees are all new at one time or another. Putting a training and mentorship program into place would help to speed up the time it takes for new employees to become accustomed to doing their job as those employees with years of experience. The training program will be put into place to help new hires learn their position quicker than those that were just put into their position without a set amount of training. In this type of mentorship program, a group of individuals are able to pass on their knowledge to those that are newly hired. Most employees will agree that it can be frustrating to deal with a novice that is not as familiar with policy and procedures as an expert. This program can help deal with that frustration.
Implementing a combination program that includes a set training program along with a mentorship program, each new hire will be given the chance to fully learn their positions. The training program that can be put into place will help the newly hired employees be trained in the same fashion as those that are hired today, tomorrow and into the future. Having a set training program ensures that all of the same topics are covered during training. This will allow everyone to be on the same page. According to Nilson (1999), “Training standards should define the measurements that tell employees what’s expected of them in terms of performance. They often contain reference points regarding human resources quality and productivity” (p. 45). Each new hire will be given the materials that will be covered in the training sessions and a document on how the mentorship program works. This information will be contained in a binder that they will be able to keep in order to make notations in and refer back to when needed. This program will have universal portions that can apply to every position that are hired by this particular government office followed by a portion that is geared only for the position that they have been hired for.
The universal portions will cover the different policies and procedures that impact every position, such as a tour of the facility, time sheet procedures, calling off protocols, holiday pay and other more human resource focused items. This portion will be created by the training associate from the human resources department. The universal portion will have a set time it will take to get through no matter what department the new hire will be working in on a daily basis. This part of the training will be handled by the same training associate from the human resources department as they will be most comfortable with the information contained within the training. In the event that they are not available, a human resources supervisor or other human resources department employee will be assigned to be the back-up trainer.
The portion that is geared toward the specific position will vary in the amount of time it will take based on the complexity of the position, with some lasting only a few days and others going for a week or more. The training for the specific position will be created by the training associate from the human resource department working with the supervisor of the specific department to maintain the same flow as the universal training. After the training program has been approved, the supervisor will be in charge of this portion of the training session. When they are not available, the human resources training associate will either perform the training session themselves or they will assign an individual with seniority to take over the portion the supervisor is not available for.
This training regime will not end with the final specific training session. The next step will involve each employee getting a mentor to help them through the beginning of their transition into their position. Rather than just letting the training end abruptly without giving the new hire a chance to begin their position and base any questions on what they are encountering may cause them confusion or to forget what was learned during training. This will continue during training in a way that allows them to make observations as fresh eyes can point out valuable information on improving the way things are done or other points, and will also allow them to continue learning about their position as they go through the motions. It can be easy to be overwhelmed by the amount of information given during a training session. Not giving the person an outlet to ask questions as things comes up will encourage them to fall into potentially bad behaviors. Having a mentorship program will help new hires to become the best employees possible by continuing to keep in touch with the initial training in the day to day duties they perform.
In the mentorship program for all federal employees, employees that have been working in their position for a certain number of years to be determined based on position can be paired up with a newly hired individual. In order to become a mentor, the experienced employee will have to attend training on the best way to be a mentor and how the process works. This employee will not only have to have seniority in their department, but must also be an expert in the subject matter along with being considered a model employee. According to Rousseau (2008):
The best mentors are renowned experts and strong leaders who are focused and results driven. They are good communicators, as well as patient listeners, and are able to be supportive, emphatic and nonjudgmental. While leadership is valued, mentoring emphasizes guidance rather than direction. (p. 56)
This training will be created by the human resources department for the universal program as it will not be required to have any specific information on the position that they are a part of normally. Once an employee has been deemed eligible for this program as a mentor, they will be trained in advance of getting their mentee.
This pairing will be a two way street that allows for communication to go both ways. New hires will be able to make comments and suggestions that will be passed on by the experienced employee. They will also be able to ask questions while they are working by having access to their mentor. Each department will handle the specific details of when and how the individuals involved in the mentorship will be able to get together for meetings. Some departments may allow for instant conversations as they may be located in the same area. Other departments may require a weekly meeting where information regarding the whole week can be passed back and forth.
The mentorship will not replace the relationship that the individual will have with their supervisor. There are some issues that the mentor may tell the new hire to discuss with their supervisor. This information will be covered in the training session. Mentors will be in a position where they are able to inform the supervisor of any problems they foresee with new hire. In some cases, supervisors are unable to be with their new hires often enough to pinpoint behaviors that could be a problem in the future until a large amount of time has passed making it obvious that they are not getting the hang of something or having other issues. Not everyone is able to grasp the same tasks in the same amount of time. Mentors are able to inform supervisors about any concerns they have to allow the supervisor to specifically watch for that behavior. The mentorship program is not only in place to assist the new hire in acclimating with the new position, but will also allow the department head to ensure the new hire is the best fit for that position. New hires do not always work out, and this is one way to work towards ensuring as little damage as possible is done by the new hire. Mentors will be required to meet with their supervisors if they witness or are told about any breaches of policy or procedure the new hire makes. Mentors will need to remember that they are not in the position to make any disciplinary actions, so reporting problems to their supervisor is key to maintaining a professional mentorship relationship with their mentee.
In the case of any problems between mentor and mentee that have a negative impact on the workplace, the mentorship pair will be split up. Each case will be treated differently. If the mentor is not fit to participate in this type of training, then they will be permanently removed from the program per the supervisor and human resource training associate. In the case, of the problem being with the mentee, they will be assigned a new mentor, placed on probationary status or removed from their position. In the situation where it is more a case of personalities clashing, the new hire will be assigned a new mentor with the amount of time they are around their old mentor being minimized as much as possible. Disciplinary actions may be required based on each individual situation.
The length of each individual mentorship will vary based on the new hire, the position and other factors. This will be determined on a case by case basis. Each new hire will respond differently to the program with some needing more assistance in adapting to their new position than others. Once a mentorship has reached a point where the new hire no longer requires the program, they will be officially out of the training session for their position. This mentorship will be dissolved based on the approval of each individual in the pairing, the supervisor and human resources. Once everyone has signed off on the dissolution of this mentorship pairing, an informal relationship is encouraged if the mentor and mentee feel as though they still have something to offer in giving advice, assistance and help in dealing with the daily tasks of the position.
In conclusion, when it comes to designing a better training program a two pronged approach can work well. Allowing each department to train their employees does not guarantee that new hires will all be aware of the same policies and procedures that impacts everyone working in this particular workplace or office. Having a set training will prevent the possibility of employees saying that they were not aware of a certain rule if they are in violation of it.
Instituting a set training regime will help ensure every employee has received the same training. This training will include a universal portion that applies to every position in the workplace along with a job specific training portion that addresses the particular job that they will be working in. The training will be given by those most suited to give each portion, such as the human resources training associate and the supervisor of the department. Each training session will vary in lengths depending on the complexity of the position it is for.
Having a mentorship program in place will create a continuing education atmosphere for employees that are learning their new role as they perform the tasks. New hires are able to continue learning the best way to go about their job while curbing any potential problem behaviors that they may have. This is an opportunity to help new hires better adapt to their position or determine more quickly if they were the wrong candidate for the job. According to Emelo (2011), “Participants rated ‘expanding my network,’ ‘interpersonal effectiveness,’ and ‘confidence in role’ as the top three areas in which they improved the most as a result of mentoring” (p. 44). Mentorship provides a way for more experienced employees, and those with fresh eyes to examine the workplace for ways that it can be improved or changed, as well.
One problem that happens in the workplace is employee behaviors and attitudes towards their positions. Having a required training program can help to curb the problems that can occur in the workplace. Most positions require that individuals are able to work well with others. The mentorship program is a good testing ground for identifying any potential problems an employee will encounter.
References
Emelo, R. (2011). Creating A New Mindset. T+D, 65(1), 44-49.
Nilson, C. D. (1999). How to start a training program: training is a strategic business tool in any organization. Alexandria, VA: American Society for Training & Development.
Rousseau, M. (2008). Structured mentoring for sure success. Tulsa, Okla.: PennWell Corp..