You read about training programs and options for new hires in Chapter 4, but training shouldn't stop there. A recent job-satisfaction survey concluded that many employees are unsatisfied with the amount of training they receive to do their jobs. This can be the quality or quantity of the training or both.
Consider training seminars, webcasts, workshops, and conventions as mentioned in Chapter 20 for everyone on staff. These events aren't limited to human resource training — you'll find topics for every discipline. Look for computer, customer service, and training directly related to the employee's essential functions.
The people chosen to train employees should be patient and thorough in explaining the steps of the job from start to finish, and everything in between. Telling someone why something is done a specific way and what the consequences will be if it's done differently will help workers grasp the concept of a task. They shouldn't just be shown how to do something, but also why it should be done that way.
Many companies set training goals for everyone each year and keep track of the training hours worked. Time spent with a mentor is considered training time, so these hours count, too. Don't set training goals for your employees if you don't intend to follow through and make it happen.