[Title Here, up to 12 Words, on One to Two Lines] Kerry L. Williams Embry Riddle Aeronautical University Abstract This proposal researches the importance of the management of a department be a part of the training of a new employee. In writing there is an agreement that management is essential for a complete training of new employee, but the problem is management following through with their responsibility of helping with the training. The research will reflect that normally an employee with seniority will be shadowed by the new employee for the bulk of the training, but the training may be substandard for the position. This is why management's involvement is necessary to make sure that all aspects of the training are covered, and this also creates the opportunity to possibly to roll other duties into the one position which only management could make that decision. In order to address this matter in a more detailed manner, the method of research will be a mixed methodology, qualitative research to introduce different articles addressing this matter, and quantitative research through a survey of various human resource departments and employees questioning the type of training they have for new employees. INTRODUCTION Management's Responsibility to Assist in the Training of a New Employee A new employee is an expensive decision for a company to make, and when the decision to hire a new person for a department multiple entities are factored into the equation. All precautions are taken to select the right person, but when it comes to training a new person for a job the same attention is not afforded that new person. This is where the manager will be an important factor in reducing the learning curve for the new employee and can minimize the frustration a new employee experiences on a new job. The importance of a functional procedural manual for training is a must, but just as important is implementation of the manual. It is one thing to develop a manual but it another to implement it. Management is notorious for not following their own guidelines. This study is important because it will bring to light the importance of training a new employee, how the proper training will save the company money, and all parties involved with the training will feel the training is proper and create a confidence for the new employee. A mixed methodology will be used to gather the research for this proposal. On the qualitative research side different articles and research papers will be used to set the past history and present methods of human resource development that is used to prepare a new employee. On the quantitative research side, a survey will be administered to acquire information from various human resource departments to determine how the training of a new employee will be done in the best interest of the company. In addition to the survey of human resource departments, an additional survey will be conducted with employees with less than one year of service with their current company to see how they evaluate their training for their respective job. The training of new employees has not always been an important aspect of a company. The turnover rate in a company has become a noticeable expense for the company. A company takes the time to hire a new employee, but the commitment to the new hire goes much further with managements involvement in their training. The human resource department in the past was only responsible for the paperwork of a new employee. They made sure there was a copy of the social security card in the files and the new employee's name was spelled correctly. Today human resource is considered a science, their role has increased to making sure the best people are interviewed, the training is properly administered, the department managers stay engaged in the training of the new employee, and the new employee stays with the company. Management and the New Employee New hires face not only learning new co-workers, but learning a new job. Many companies have employees train employees, sometimes that is a hugh mistake. Upper management needs to step forward and outline the training the employee is expected to provide the new employee. Managers will be held accountable by upper management during the learning curve and the cost to get an employee productive. Selecting the Best Employee Because the employment has been sluggish, a new employee can come from virtually every area of the working arena. The prospective employee has to have the best resume, and be ready to be interviewed multiple times. Finally, a new employee has been selected and the training begins. Selecting the Right Person to Train a New Hire. When the new hire begins their new job the first person they meet is their manager or supervisor. Management will be responsible for initial introduction to their department. The manager needs to select the right person to train the new hire. It does necessarily mean the trainer is the one that has been with the company the longest. A trained human resources professional can be a major benefit in employee development. The representative usually has a good understanding of the dynamics of training and development. The representative often has strong working knowledge of the relevant policies and procedures related to training and development. In addition, the representative can be an impartial confidant for the learner. (McNamara, 2016). False Assumption of New Employee. When an employee is asked to train a new employee there may be an assumption the employee already has working knowledge of the position. This a false assumption and with that attitude it makes the new employee uncomfortable and create a negative opinion of the workplace. Unless employee's jobs involve their doing the same things all the time, employees will need to be trained to learn new knowledge and skills. It's hard to accept that any job will stay the same all the time with today's increasing competition and the increasing demands of their customers. Besides, because someone was hired doesn't mean they have the best knowledge and skills to do the best job for the company. (McNamara, 2016) Procedural Manuals. One of the most common mistakes in training a new employee is putting the employee at a desk and telling them to read the company procedural manual. This is a negative start for an employee. The manual is not a training instrument; it is more instrumental after a couple of months of employment. Engaging Managers in the Training of a New Employee. Managers are ultimately responsible for having properly trained employees, but they often don't have time to properly spearhead training initiatives. For decades, companies have hired professional trainers, taking this task off managers' plates. There are pros and cons to this approach. (Basarab, 2013). Managers Training Skills. A manager is key to the development of a new employee's skills and becoming an asset to the company. Employee development and training should be conducted at all levels within the organization. (Stark, 2009). There are many web sites to stay educated on the best methods for training a new employee. Conclusion There are still many sources to research pertaining to management's engaged in the training of their new employees. Many managers and supervisors are being educated on the importance any employee's training and becoming productive. The cost and learning curve is extensive, but if an employee is trained properly they will become a major asset to the company. CHAPTE 3 PROPOSED RESEARCH METHODOLOGY 3.1 Combination of Research Methods This research will include a combination of qualitative and quantitative research methods. The qualitative method will include research from other sources online and other articles that will support the hypothesis of this research project. The quantitative method will utilize the Survey Monkey to ask direct questions to Human Resource Departments regarding the method of training for new employees and utilization of the management of the hiring department regarding direct involvement of the training of the new employment. The survey will also direct questions to employees and their training they received as a new employee. 3.2 Sampling The qualitative research will include existing research from the human resource community involving their opinion of the most effective research in the past, the research on the present attitude of the most effective training of new employees in today's human resource guidelines, and the future attitude for training a new employee. The quantitative research sampling will include small, medium, and large human resource department's methods of training a new employee. The survey will reach out to employees and their opinions towards their training. Between the human resources understanding of the training of the new employee and the employee's opinion of their training should produce a concise outcome of the two areas of research. 3.3 Qualitative Research The qualitative research will cover existing research already developed in the area human resource departments us of the most used methods of training a new employee. These areas of training will include but are not limited to the following: 3.3.1. Human Resource Departments 1. The history of the human resource departments and the initial functions of the department. 2. The present human resource department's involvement in the training of new employees. 3. The opinion of a human resource departments views regarding managements involvement in the training of new employees. 4. Cost to a company to train a new employee. 5. The commitment of a company to a new employee's success. The qualitative research will cover existing research that explores employees' initial opinion of their new employee training; the following criteria will be used but not limited to accumulate research: 3.3.2. New Employees Opinions of their training. 1. The employee's expectation of their training. 2. Types of training the new employee received. 3. Expectations of the new employee becoming a long term employee. 3.3.3. Published Statistics of Retention of New Employees. 3. 1. Past and Present statistics of new employees staying with the company. 2. Average cost to train a new employee. Statistics of new employees trained without managements involvement compared to managements involvement in new employee's training. Quantitative method will used to gain information through a survey of human resource departments and employees. This data will help support the hypothesis that management needs to be proactive in the training of new employees. Survey Questions Survey Monkey will be used as the source to distribute the survey. The sampling size will be fifty companies. The survey will be sent anonymously to company human resource departments. 3.4.1 Types of questions on the survey to Human Resource Companies. 6. 1. How many employees are with the company? 2. What is the turnover rate of employment at the company? 3. What is the cost to train a new employee at the company? 4. What is the learning curve for a new employee at the company? 5. Is the department manager actively involved in the new employee's training? Would the learning curve be less for the new employee if management was involved in the new employee's training? 7. Would the employee turnover rate be reduced if the department manager was actively involved in the training of the new employee? 8. Would the cost to train a new employee be reduced if the department manager was actively involved in the training of the new employee? 3.4.2 Types of questions on the survey to employees 1. How long has the employee been their company? 2. How many employees are at the company? 3. Was the employee trained by another employee? 4. Was the employee's department manager actively involved in the employee's training? 5. Was the training provided adequate to perform the duties for the position hired for? Data Results The data will be organized in a spreadsheet and the results will be entered into table to measure each question. This data will be important support to the hypothesis. Conclusion Through the combination of the two surveys and research there will be a result of what the norm is for a human resource department and what actually is happening with regard to management's involvement in the initial training of a new employee. There is an expectation that what is found in the research and the survey will be different then what really happens during the training of a new employee. References Basarab, D. (2013). Getting Managers Engaged with Employee Training Retrieved from https://trainingmag.com/content/getting-managers-engaged-employee-training McNamara, C. (2016) Role of Management in Learning and Development Retrieved from http://managementhelp.org/training/roles/of-management-in-training.htm Stark, C. (2009). Developing a Training Program for New Employees. Retrieved from https://www.ncsu.edu/project/feedmill/pdf/E_Employee_Training_Final_tagged Valcour, M. (2014). If you're Not Helping People Develop, You're Not Management Material. Retrieved from https://hbr.org/2014/01/if-youre-not-helping-people-develop-youre-not-managementmaterial Hillis, Laurie. The Ten Commandments of Managing. Retrieved from Leadership Compass: Issue 7. Noe, Raymond. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin. Haden, J. (2012). 7 Ways to Ruin a Newly Hired Employee http://www.ceo.com/leadership_and_management/7-ways-to-ruin-a-newly-hired-employee/ Taylor, N. (2015). 5 Common Hiring Myths Debunked. Retrieved from http://www.businessnewsdaily.com/8361-hiring-myths.html [Title Here, up to 12 Words, on One to Two Lines] Kerry L. Williams Embry Riddle Aeronautical University Abstract This proposal researches the importance of the management of a department being a part of the training of a new employee. In writing there is an agreement that management is essential for a complete training of new employee, but the problem is management following through with their responsibility of helping with the training. The research will reflect that normally an employee with seniority will be shadowed by the new employee for the bulk of the training, but the training may be substandard for the position. This is why management's involvement is necessary to make sure that all aspects of the training are covered, and this also creates the opportunity to possibly to roll other duties into the one position which only management could make that decision. In order to address this matter in a more detailed manner, the method of research will be a mixed methodology, qualitative research to introduce different articles addressing this matter, and quantitative research through a survey of various human resource departments and employees questioning the type of training they have for new employees. INTRODUCTION Management's Responsibility to assist in the Training of a New Employee A new employee is an expensive decision for a company to make, and when the decision to hire a new person for a department multiple entities are factored into the equation. All precautions are taken to select the right person, but when it comes to training a new person for a job the same attention is not afforded that new person. This is where the manager will be an important factor in reducing the learning curve for the new employee and can minimize the frustration a new employee experiences on a new job. The importance of a functional procedural manual for training is a must, but just as important is implementation of the manual. It is one thing to develop a manual but it another to implement it. Management is notorious for not following their own guidelines. This study is important because it will bring to light the importance of training a new employee, how the proper training will save the company money, and all parties involved with the training will feel the training is proper and create a confidence for the new employee. A mixed methodology will be used to gather the research for this proposal. On the qualitative research side different articles and research papers will be used to set the past history and present methods of human resource development that is used to prepare a new employee. On the quantitative research side, a survey will be administered to acquire information from various human resource departments to determine how the training of a new employee will be done in the best interest of the company. In addition to the survey of human resource departments, an additional survey will be conducted with employees with less than one year of service with their current company to see how they evaluate their training for their respective job. The training of new employees has not always been an important aspect of a company. The turnover rate in a company has become a noticeable expense for the company. A company takes the time to hire a new employee, but the commitment to the new hire goes much further with management's involvement in their training. The human resource department in the past was only responsible for the paperwork of a new employee. They made sure there was a copy of the social security card in the files and the new employee's name was spelled correctly. Today human resource is considered a science, their role has increased to making sure the best people are interviewed, the training is properly administered, the department managers stay engaged in the training of the new employee, and the new employee stays with the company. Management and the New Employee New hires face not only learning new co-workers, but learning a new job. Many companies have employees train employees, which is a huge mistake. Upper management needs to step forward and outline the training the employee is expected to provide the new employee. Managers will be held accountable by upper management during the learning curve and the cost to get an employee productive. Selecting the Best Employee Because the employment has been sluggish, a new employee can come from virtually every area of the working arena. The prospective employee has to have the best resume, and be ready to be interviewed multiple times. Finally, a new employee has been selected and the training begins. Selecting the Right Person to Train a New Hire. When the new hire begins their new job the first person they meet is their manager or supervisor. Management will be responsible for initial introduction to their department. The manager needs to select the right person to train the new hire. It does necessarily mean the trainer is the one that has been with the company the longest. A trained human resources professional can be a major benefit in employee development. The representative usually has a good understanding of the dynamics of training and development. The representative often has strong working knowledge of the relevant policies and procedures related to training and development. In addition, the representative can be an impartial confidant for the learner. (McNamara, 2016). False Assumption of New Employee. When an employee is asked to train a new employee there may be an assumption the employee already has working knowledge of the position. This a false assumption and with that attitude it makes the new employee uncomfortable and create a negative opinion of the workplace. Unless employee's jobs involve their doing the same things all the time, employees will need to be trained to learn new knowledge and skills. It's hard to accept that any job will stay the same all the time with today's increasing competition and the increasing demands of their customers. Besides, because someone was hired doesn't mean they have the best knowledge and skills to do the best job for the company. (McNamara, 2016) Procedural Manuals. One of the most common mistakes in training a new employee is putting the employee at a desk and telling them to read the company procedural manual. This is a negative start for an employee. The manual is not a training instrument; it is more instrumental after a couple of months of employment. Engaging Managers in the Training of a New Employee. Managers are ultimately responsible for having properly trained employees, but they often don't have time to properly spearhead training initiatives. For decades, companies have hired professional trainers, taking this task off managers' plates. There are pros and cons to this approach. (Basarab, 2013). Managers Training Skills. A manager is key to the development of a new employee's skills and becoming an asset to the company. Employee development and training should be conducted at all levels within the organization. (Stark, 2009). There are many web sites to stay educated on the best methods for training a new employee. Conclusion There are still many sources to research pertaining to management's engaged in the training of their new employees. Many managers and supervisors are being educated on the importance any employee's training and becoming productive. The cost and learning curve is extensive, but if an employee is trained properly they will become a major asset to the company. CHAPTER 3 PROPOSED RESEARCH METHODOLOGY 3.1 Combination of Research Methods This research will include a combination of qualitative and quantitative research methods. The qualitative method will include research from other sources online and other articles that will support the hypothesis of this research project. The quantitative method will utilize the Survey Monkey to ask direct questions to Human Resource Departments regarding the method of training for new employees and utilization of the management of the hiring department regarding direct involvement of the training of the new employment. The survey will also direct questions to employees and their training they received as a new employee. 3.2 Sampling The qualitative research will include existing research from the human resource community involving their opinion of the most effective research in the past, the research on the present attitude of the most effective training of new employees in today's human resource guidelines, and the future attitude for training a new employee. The quantitative research sampling will include small, medium, and large human resource department's methods of training a new employee. The survey will reach out to employees and their opinions towards their training. Between the human resources understanding of the training of the new employee and the employee's opinion of their training should produce a concise outcome of the two areas of research. 3.3 Qualitative Research The qualitative research will cover existing research already developed in the area human resource departments us of the most used methods of training a new employee. These areas of training will include but are not limited to the following: 3.3.1. Human Resource Departments 1. The history of the human resource departments and the initial functions of the department. 2. The present human resource department's involvement in the training of new employees. 3. The opinion of a human resource departments views regarding managements involvement in the training of new employees. 4. Cost to a company to train a new employee. 5. The commitment of a company to a new employee's success. The qualitative research will cover existing research that explores employees' initial opinion of their new employee training; the following criteria will be used but not limited to accumulate research: 3.3.2. New Employees Opinions of their training. 1. The employee's expectation of their training. 2. Types of training the new employee received. 3. Expectations of the new employee becoming a long term employee. 3.3.3. Published Statistics of Retention of New Employees. 3. 1. Past and Present statistics of new employees staying with the company. 2. Average cost to train a new employee. Statistics of new employees trained without managements involvement compared to managements involvement in new employee's training. Quantitative method will used to gain information through a survey of human resource departments and employees. This data will help support the hypothesis that management needs to be proactive in the training of new employees. Survey Questions Survey Monkey will be used as the source to distribute the survey. The sampling size will be fifty companies. The survey will be sent anonymously to company human resource departments. 3.4.1 Types of questions on the survey to Human Resource Companies. 1. How many employees are with the company? 2. What is the turnover rate of employment at the company? 3. What is the cost to train a new employee at the company? 4. What is the learning curve for a new employee at the company? 5. Is the department manager actively involved in the new employee's training? 6. Would the learning curve be less for the new employee if management was involved in the new employee's training? 7. Would the employee turnover rate be reduced if the department manager was actively involved in the training of the new employee? 8. Would the cost to train a new employee be reduced if the department manager was actively involved in the training of the new employee? 3.4.2 Types of questions on the survey to employees 1. How long has the employee been their company? 2. How many employees are at the company? 3. Was the employee trained by another employee? 4. Was the employee's department manager actively involved in the employee's training? 5. Was the training provided adequate to perform the duties for the position hired for? Data Results The data will be organized in a spreadsheet and the results will be entered into table to measure each question. This data will be important support to the hypothesis. Conclusion Through the combination of the two surveys and research there will be a result of what the norm is for a human resource department and what actually is happening with regard to management's involvement in the initial training of a new employee. There is an expectation that what is found in the research and the survey will be different then what really happens during the training of a new employee. CHAPTER 4 DATA ANALYSIS AND FINDINGS 4.1 Human Resource Departments a. History of the human resource departments and the initial functions b. Involvement in the training of new employees today 4.2. New Employees Opinions of their training a. Employee's expectation of their training b. Types of training for the new employee Leadership compass workshop. The aim is enabling participants to articulate at a higher level why they work the way they do, as well as identify skills and strengths they would like to enhance. Further, it is an instrument of facilitating team accountability by pushing people to consider the way in which their styles plays out on a team and how each person might become better at changing work styles to balance a team or fit a given work situation. New Employee Checklist. Managers and supervisors should develop a procedure for evaluating an employee's performance. Management Team Prep Sessions. This increases management engagement in the training process and the likelihood of successful training transfer. Supporting the development of internal social networks 4.3. Published Statistics of Retention of New Employees. 4.4. Employee department management and training 4.5. Cost of training new employee Conclusion CHAPTER 5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 5.1 Summary 5.2. Conclusions and Recommendations References Basarab, D. (2013). Getting Managers Engaged with Employee Training Retrieved from https://trainingmag.com/content/getting-managers-engaged-employee-training McNamara, C. (2016) Role of Management in Learning and Development Retrieved from http://managementhelp.org/training/roles/of-management-in-training.htm Stark, C. (2009). Developing a Training Program for New Employees. Retrieved from https://www.ncsu.edu/project/feedmill/pdf/E_Employee_Training_Final_tagged Valcour, M. (2014). If you're Not Helping People Develop, You're Not Management Material. Retrieved from https://hbr.org/2014/01/if-youre-not-helping-people-develop-youre-not-managementmaterial Hillis, Laurie. The Ten Commandments of Managing. Retrieved from Leadership Compass: Issue 7. Noe, Raymond. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin. Haden, J. (2012). 7 Ways to Ruin a Newly Hired Employee http://www.ceo.com/leadership_and_management/7-ways-to-ruin-a-newly-hired-employee/ Taylor, N. (2015). 5 Common Hiring Myths Debunked. Retrieved from http://www.businessnewsdaily.com/8361-hiring-myths.html [Title Here, up to 12 Words, on One to Two Lines] Kerry L. Williams Embry Riddle Aeronautical University Abstract This proposal researches the importance of the management of a department being a part of the training of a new employee. In writing there is an agreement that management is essential for a complete training of new employee, but the problem is management following through with their responsibility of helping with the training. The research will reflect that normally an employee with seniority will be shadowed by the new employee for the bulk of the training, but the training may be substandard for the position. This is why management's involvement is necessary to make sure that all aspects of the training are covered, and this also creates the opportunity to possibly to roll other duties into the one position which only management could make that decision. In order to address this matter in a more detailed manner, the method of research will be a mixed methodology, qualitative research to introduce different articles addressing this matter, and quantitative research through a survey of various human resource departments and employees questioning the type of training they have for new employees. INTRODUCTION Management's Responsibility to assist in the Training of a New Employee A new employee is an expensive decision for a company to make, and when the decision to hire a new person for a department multiple entities are factored into the equation. All precautions are taken to select the right person, but when it comes to training a new person for a job the same attention is not afforded that new person. This is where the manager will be an important factor in reducing the learning curve for the new employee and can minimize the frustration a new employee experiences on a new job. The importance of a functional procedural manual for training is a must, but just as important is implementation of the manual. It is one thing to develop a manual but it another to implement it. Management is notorious for not following their own guidelines. This study is important because it will bring to light the importance of training a new employee, how the proper training will save the company money, and all parties involved with the training will feel the training is proper and create a confidence for the new employee. A mixed methodology will be used to gather the research for this proposal. On the qualitative research side different articles and research papers will be used to set the past history and present methods of human resource development that is used to prepare a new employee. On the quantitative research side, a survey will be administered to acquire information from various human resource departments to determine how the training of a new employee will be done in the best interest of the company. In addition to the survey of human resource departments, an additional survey will be conducted with employees with less than one year of service with their current company to see how they evaluate their training for their respective job. The training of new employees has not always been an important aspect of a company. The turnover rate in a company has become a noticeable expense for the company. A company takes the time to hire a new employee, but the commitment to the new hire goes much further with management's involvement in their training. The human resource department in the past was only responsible for the paperwork of a new employee. They made sure there was a copy of the social security card in the files and the new employee's name was spelled correctly. Today human resource is considered a science, their role has increased to making sure the best people are interviewed, the training is properly administered, the department managers stay engaged in the training of the new employee, and the new employee stays with the company. Management and the New Employee New hires face not only learning new co-workers, but learning a new job. Many companies have employees train employees, which is a huge mistake. Upper management needs to step forward and outline the training the employee is expected to provide the new employee. Managers will be held accountable by upper management during the learning curve and the cost to get an employee productive. Selecting the Best Employee Because the employment has been sluggish, a new employee can come from virtually every area of the working arena. The prospective employee has to have the best resume, and be ready to be interviewed multiple times. Finally, a new employee has been selected and the training begins. Selecting the Right Person to Train a New Hire. When the new hire begins their new job the first person they meet is their manager or supervisor. Management will be responsible for initial introduction to their department. The manager needs to select the right person to train the new hire. It does necessarily mean the trainer is the one that has been with the company the longest. A trained human resources professional can be a major benefit in employee development. The representative usually has a good understanding of the dynamics of training and development. The representative often has strong working knowledge of the relevant policies and procedures related to training and development. In addition, the representative can be an impartial confidant for the learner. (McNamara, 2016). False Assumption of New Employee. When an employee is asked to train a new employee there may be an assumption the employee already has working knowledge of the position. This a false assumption and with that attitude it makes the new employee uncomfortable and create a negative opinion of the workplace. Unless employee's jobs involve their doing the same things all the time, employees will need to be trained to learn new knowledge and skills. It's hard to accept that any job will stay the same all the time with today's increasing competition and the increasing demands of their customers. Besides, because someone was hired doesn't mean they have the best knowledge and skills to do the best job for the company. (McNamara, 2016) Procedural Manuals. One of the most common mistakes in training a new employee is putting the employee at a desk and telling them to read the company procedural manual. This is a negative start for an employee. The manual is not a training instrument; it is more instrumental after a couple of months of employment. Engaging Managers in the Training of a New Employee. Managers are ultimately responsible for having properly trained employees, but they often don't have time to properly spearhead training initiatives. For decades, companies have hired professional trainers, taking this task off managers' plates. There are pros and cons to this approach. (Basarab, 2013). Managers Training Skills. A manager is key to the development of a new employee's skills and becoming an asset to the company. Employee development and training should be conducted at all levels within the organization. (Stark, 2009). There are many web sites to stay educated on the best methods for training a new employee. Conclusion There are still many sources to research pertaining to management's engaged in the training of their new employees. Many managers and supervisors are being educated on the importance any employee's training and becoming productive. The cost and learning curve is extensive, but if an employee is trained properly they will become a major asset to the company. CHAPTER 3 PROPOSED RESEARCH METHODOLOGY 3.1 Combination of Research Methods This research will include a combination of qualitative and quantitative research methods. The qualitative method will include research from other sources online and other articles that will support the hypothesis of this research project. The quantitative method will utilize the Survey Monkey to ask direct questions to Human Resource Departments regarding the method of training for new employees and utilization of the management of the hiring department regarding direct involvement of the training of the new employment. The survey will also direct questions to employees and their training they received as a new employee. 3.2 Sampling The qualitative research will include existing research from the human resource community involving their opinion of the most effective research in the past, the research on the present attitude of the most effective training of new employees in today's human resource guidelines, and the future attitude for training a new employee. The quantitative research sampling will include small, medium, and large human resource department's methods of training a new employee. The survey will reach out to employees and their opinions towards their training. Between the human resources understanding of the training of the new employee and the employee's opinion of their training should produce a concise outcome of the two areas of research. 3.3 Qualitative Research The qualitative research will cover existing research already developed in the area human resource departments us of the most used methods of training a new employee. These areas of training will include but are not limited to the following: 3.3.1. Human Resource Departments 1. The history of the human resource departments and the initial functions of the department. 2. The present human resource department's involvement in the training of new employees. 3. The opinion of a human resource departments views regarding managements involvement in the training of new employees. 4. Cost to a company to train a new employee. 5. The commitment of a company to a new employee's success. The qualitative research will cover existing research that explores employees' initial opinion of their new employee training; the following criteria will be used but not limited to accumulate research: 3.3.2. New Employees Opinions of their training. 1. The employee's expectation of their training. 2. Types of training the new employee received. 3. Expectations of the new employee becoming a long term employee. 3.3.3. Published Statistics of Retention of New Employees. 3. 1. Past and Present statistics of new employees staying with the company. 2. Average cost to train a new employee. Statistics of new employees trained without managements involvement compared to managements involvement in new employee's training. Quantitative method will used to gain information through a survey of human resource departments and employees. This data will help support the hypothesis that management needs to be proactive in the training of new employees. Survey Questions Survey Monkey will be used as the source to distribute the survey. The sampling size will be fifty companies. The survey will be sent anonymously to company human resource departments. 3.4.1 Types of questions on the survey to Human Resource Companies. 1. How many employees are with the company? 2. What is the turnover rate of employment at the company? 3. What is the cost to train a new employee at the company? 4. What is the learning curve for a new employee at the company? 5. Is the department manager actively involved in the new employee's training? 6. Would the learning curve be less for the new employee if management was involved in the new employee's training? 7. Would the employee turnover rate be reduced if the department manager was actively involved in the training of the new employee? 8. Would the cost to train a new employee be reduced if the department manager was actively involved in the training of the new employee? 3.4.2 Types of questions on the survey to employees 1. How long has the employee been their company? 2. How many employees are at the company? 3. Was the employee trained by another employee? 4. Was the employee's department manager actively involved in the employee's training? 5. Was the training provided adequate to perform the duties for the position hired for? Data Results The data will be organized in a spreadsheet and the results will be entered into table to measure each question. This data will be important support to the hypothesis. Conclusion Through the combination of the two surveys and research there will be a result of what the norm is for a human resource department and what actually is happening with regard to management's involvement in the initial training of a new employee. There is an expectation that what is found in the research and the survey will be different then what really happens during the training of a new employee. CHAPTER 4 DATA ANALYSIS AND FINDINGS 4.1 Human Resource Departments Human Resources Management is among the most tricky and challenging fields of management, it involves how people deals with management dimensions and how they see them in general. During the last eighty years, several approaches to Human Resources Management were adopted by various organizations. The human resource process which is currently in vogue, has redefined the way individuals are dealt with and managed in organizational contexts. This strategy requires that staff of the work force be handled as resources and not just as the factors of production when it come to scientific approach or emotional beings who requires psychological needs when it comes to human relations approach. Essentially, Human Resource Management entails the four capabilities of acquiring, motivating, developing and managing the human resources. Human Resource Management functions are broadly divided into two major categories: Managerial functions . Operative functions. Managerial functions incorporate planning, organizing, directing and controlling. The operative functions of human resource management are associated with specific tasks of human resource management for example to recruitment, development, compensation and worker relations. a. History of the human resource departments and the initial functions Human resource management has changed names in various occasions throughout history. The name has changed mainly due to the change in economic and social activities during historical past. Industrial Welfare Industrial welfare is known to be the first form of Human Resource Management. In 1833 the factories act stated that there should be male factory inspectors. In 1878 a legislation was put in place to keep working hours kids and women 60 hour per week. Duration this time frame trade unions came into existence. In 1868 the first trade union convention was held. This was the beginning of collective bargaining. From 1913 onwards, the number of industrial welfare workers had grown so a convention geared up by Seebohm Rowntree was held. The welfare workers association was formed later modified to Chartered Institute of Personnel and Development. Recruitment and selection it began when Mary wood was requested to start engaging girls during the first world war. In the first world war conflict personnel development elevated as a result of executive initiatives to inspire the quality use of humans. In 1916 it became a must to have a welfare employee in explosive factories and was highly supported in munitions factories. A lot of work was completed on this field via the military forces. The military forces look mainly into ways on how to test IQ and abilities along with different research in human factors at the work station. In 1921, the national institute of psychologists centered and published results of studies on decision tests, interviewing procedures and training ways. Acquisition of other Personnel events Duration the course of the second world war the focus was on selection and recruitment then training; enhancing morale and motivation; discipline; safety and health ; joint consultation and wage policies. This meant that a personnel department had to be formed with well train employees. Industrial relations Consultation between the workforce and management spread with ease during the battle. This signified that personnel departments grew to be responsible for its organization and administration. Health and safety as well as the need for specialists became the point of focus. The necessity for experts to handle industrial relations was once recognized so that the personnel manager grew to be as spokesman for the organization when discussions were held with trade unions. During the 1970's industrial relations used to be very important. The personnel manager had the power to negotiate offers pertaining pay and other collective issues. Legislation In the 1970's employment laws increased and the personnel function took the position of the expert advisor guaranteeing that managers do not violate the regulation and that circumstances didn't land in industrial tribunals. Flexibility and diversity In the 1990's a principal pattern emerged where employers had been seeking growing flexible arrangements in the hours worked by workers because of an increase in number of temporary and part time contracts and the new invention of distance working. The personnel and patterns of labor are becoming diverse rendering traditional recruitment and selection useless. In the year 2000, growth in the usage of internet intended a move to a 24/7 society. This created new jobs in e-commerce whilst jobs had been lost in usual areas like stores. This expanded the number of employees working from home. Companies must think strategically concerning the issues these trends raise. b. Involvement in the training of new employees today 1. provide a direct employee training. It provides a basis for growth of knowledge. The supervisor (or manager) will then have to bring in others expects who have the knowledge to further train the employees. The training conducted by experts shall be different from the one a manager gives hence it allows employees to learn in two different approaches and always make sure a mini-quiz is administered at the end of the training. 2. optimize employees' strengths. Take employees as generalists for an initial training period then roll them slowly and smoothly into a more specialized responsibilities. Each member of the group can be at ease and ready in all of the in's and out's of your company, additionally to their specific areas of concentration. 3. Implement e-learning program while training employees. The course has subjects ranging from the general company insights to specific role knowledge. The course combines videos, fill in the blank, multiple choice, essays, puzzles, and games. Every course has a quiz at the end. Earning certain quiz rankings and finishing various course sequences earns the organizational employees certain prizes and promotions. 4. Give new employees a task instead of training. Not only will the new hire learn a lot while doing the task, but at the end of day it will help the new hire when it comes to the follow up of a particular training done during the task. This works well when it comes to the management of staff who have under no circumstances supervised others before; teaching them without prior practice can be inefficient as they will no longer understand the useful implications of the training and will forget the available new information easily. 5. Encourage workers to share their knowledge. Allow employees to lead a training session to help their peers gain extra knowledge about their area of expertise. 4.2. New Employees Opinions of their training a. Employee's expectation of their training b. Types of training for the new employee Leadership compass workshop. The aim is enabling participants to articulate at a higher level why they work the way they do, as well as identify skills and strengths they would like to enhance. Further, it is an instrument of facilitating team accountability by pushing people to consider the way in which their styles plays out on a team and how each person might become better at changing work styles to balance a team or fit a given work situation. New Employee Checklist. Managers and supervisors should develop a procedure for evaluating an employee's performance. Management Team Prep Sessions. This increases management engagement in the training process and the likelihood of successful training transfer. Supporting the development of internal social networks 4.3. Published Statistics of Retention of New Employees. 4.4. Employee department management and training 4.5. Cost of training new employee Conclusion CHAPTER 5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 5.1 Summary 5.2. Conclusions and Recommendations References Basarab, D. (2013). Getting Managers Engaged with Employee Training Retrieved from https://trainingmag.com/content/getting-managers-engaged-employee-training McNamara, C. (2016) Role of Management in Learning and Development Retrieved from http://managementhelp.org/training/roles/of-management-in-training.htm Stark, C. (2009). Developing a Training Program for New Employees. Retrieved from https://www.ncsu.edu/project/feedmill/pdf/E_Employee_Training_Final_tagged Valcour, M. (2014). If you're Not Helping People Develop, You're Not Management Material. Retrieved from https://hbr.org/2014/01/if-youre-not-helping-people-develop-youre-not-managementmaterial Hillis, Laurie. The Ten Commandments of Managing. Retrieved from Leadership Compass: Issue 7. Noe, Raymond. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin. Haden, J. (2012). 7 Ways to Ruin a Newly Hired Employee http://www.ceo.com/leadership_and_management/7-ways-to-ruin-a-newly-hired-employee/ Taylor, N. (2015). 5 Common Hiring Myths Debunked. Retrieved from http://www.businessnewsdaily.com/8361-hiring-myths.html Running head: MANAGEMENTS INVOLVEMENT IN TRAINING Managements Involvement in New Employee Training Kerry L. Williams Embry Riddle Aeronautical University 1 Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 2 Abstract This proposal researches the importance of the management of a department being a part of the training of a new employee. In writing there is an agreement that management is essential for a complete training of new employee, but the problem is management following through with their responsibility of helping with the training. The research will reflect that normally an employee with seniority will be shadowed by the new employee for the bulk of the training, but the training may be substandard for the position. This is why management's involvement is necessary to make sure that all aspects of the training are covered, and this also creates the opportunity to possibly to roll other duties into the one position which only management could make that decision. In order to address this matter in a more detailed manner, the method of research will be a mixed methodology, qualitative research to introduce different articles addressing this matter, and quantitative research through a survey of various human resource departments and employees questioning the type of training they have for new employees. Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 3 INTRODUCTION Management's Responsibility to assist in the Training of a New Employee A new employee is an expensive decision for a company to make, and when the decision to hire a new person for a department multiple entities are factored into the equation. All precautions are taken to select the right person, but when it comes to training a new person for a job the same attention is not afforded that new person. This is where the manager will be an important factor in reducing the learning curve for the new employee and can minimize the frustration a new employee experiences on a new job. The importance of a functional procedural manual for training is a must, but just as important is implementation of the manual. It is one thing to develop a manual but it another to implement it. Management is notorious for not following their own guidelines. This study is important because it will bring to light the importance of training a new employee, how the proper training will save the company money, and all parties involved with the training will feel the training is proper and create a confidence for the new employee. A mixed methodology will be used to gather the research for this proposal. On the qualitative research side different articles and research papers will be used to set the past history and present methods of human resource development that is used to prepare a new employee. On the quantitative research side, a survey will be administered to acquire information from various human resource departments to determine how the training of a new employee will be done in the best interest of the company. In addition to the survey of human resource departments, an additional survey will be conducted with employees with less than one year of service with their current company to see how they evaluate their training for their respective job. Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 4 The training of new employees has not always been an important aspect of a company. The turnover rate in a company has become a noticeable expense for the company. A company takes the time to hire a new employee, but the commitment to the new hire goes much further with management's involvement in their training. The human resource department in the past was only responsible for the paperwork of a new employee. They made sure there was a copy of the social security card in the files and the new employee's name was spelled correctly. Today human resource is considered a science, their role has increased to making sure the best people are interviewed, the training is properly administered, the department managers stay engaged in the training of the new employee, and the new employee stays with the company. Management and the New Employee New hires face not only learning new co-workers, but learning a new job. Many companies have employees train employees, which is a huge mistake. Upper management needs to step forward and outline the training the employee is expected to provide the new employee. Managers will be held accountable by upper management during the learning curve and the cost to get an employee productive. Selecting the Best Employee Because the employment has been sluggish, a new employee can come from virtually every area of the working arena. The prospective employee has to have the best resume, and be ready to be interviewed multiple times. Finally, a new employee has been selected and the training begins. Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 5 Selecting the Right Person to Train a New Hire. When the new hire begins their new job the first person they meet is their manager or supervisor. Management will be responsible for initial introduction to their department. The manager needs to select the right person to train the new hire. It does necessarily mean the trainer is the one that has been with the company the longest. A trained human resources professional can be a major benefit in employee development. The representative usually has a good understanding of the dynamics of training and development. The representative often has strong working knowledge of the relevant policies and procedures related to training and development. In addition, the representative can be an impartial confidant for the learner. (McNamara, 2016). False Assumption of New Employee. When an employee is asked to train a new employee there may be an assumption the employee already has working knowledge of the position. This a false assumption and with that attitude it makes the new employee uncomfortable and create a negative opinion of the workplace. Unless employee's jobs involve their doing the same things all the time, employees will need to be trained to learn new knowledge and skills. It's hard to accept that any job will stay the same all the time with today's increasing competition and the increasing demands of their customers. Besides, because someone was hired doesn't mean they have the best knowledge and skills to do the best job for the company. (McNamara, 2016) Procedural Manuals. One of the most common mistakes in training a new employee is putting the employee at a desk and telling them to read the company procedural manual. This is a negative start for an employee. The manual is not a training instrument; it is more instrumental after a couple of months of employment. Engaging Managers in the Training of a New Employee. Managers are ultimately responsible for having properly trained employees, but they often don't have time to properly spearhead training Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 6 initiatives. For decades, companies have hired professional trainers, taking this task off managers' plates. There are pros and cons to this approach. (Basarab, 2013). Managers Training Skills. A manager is key to the development of a new employee's skills and becoming an asset to the company. Employee development and training should be conducted at all levels within the organization. (Stark, 2009). There are many web sites to stay educated on the best methods for training a new employee. Conclusion There are still many sources to research pertaining to management's engaged in the training of their new employees. Many managers and supervisors are being educated on the importance any employee's training and becoming productive. The cost and learning curve is extensive, but if an employee is trained properly they will become a major asset to the company. CHAPTER 3 PROPOSED RESEARCH METHODOLOGY 3.1 Combination of Research Methods This research will include a combination of qualitative and quantitative research methods. The qualitative method will include research from other sources online and other articles that will support the hypothesis of this research project. The quantitative method will utilize the Survey Monkey to ask direct questions to Human Resource Departments regarding the method of training for new employees and utilization of the management of the hiring department regarding direct involvement of the training of the new employment. The survey will also direct questions to employees and their training they received as a new employee. 3.2 Sampling The qualitative research will include existing research from the human resource community involving their opinion of the most effective research in the past, the research on the Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 7 present attitude of the most effective training of new employees in today's human resource guidelines, and the future attitude for training a new employee. The quantitative research sampling will include small, medium, and large human resource department's methods of training a new employee. The survey will reach out to employees and their opinions towards their training. Between the human resources understanding of the training of the new employee and the employee's opinion of their training should produce a concise outcome of the two areas of research. 3.3 Qualitative Research The qualitative research will cover existing research already developed in the area human resource departments us of the most used methods of training a new employee. These areas of training will include but are not limited to the following: 3.3.1. Human Resource Departments 1. The history of the human resource departments and the initial functions of the department. 2. The present human resource department's involvement in the training of new employees. 3. The opinion of a human resource departments views regarding managements involvement in the training of new employees. 4. Cost to a company to train a new employee. 5. The commitment of a company to a new employee's success. The qualitative research will cover existing research that explores employees' initial opinion of their new employee training; the following criteria will be used but not limited to accumulate research: 3.3.2. New Employees Opinions of their training. 1. The employee's expectation of their training. Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 2. Types of training the new employee received. 3. Expectations of the new employee becoming a long term employee. 8 3.3.3. Published Statistics of Retention of New Employees. 3. 1. Past and Present statistics of new employees staying with the company. 2. Average cost to train a new employee. Statistics of new employees trained without managements involvement compared to managements involvement in new employee's training. Quantitative method will used to gain information through a survey of human resource departments and employees. This data will help support the hypothesis that management needs to be proactive in the training of new employees. Survey Questions Survey Monkey will be used as the source to distribute the survey. The sampling size will be fifty companies. The survey will be sent anonymously to company human resource departments. 3.4.1 Types of questions on the survey to Human Resource Companies. 1. How many employees are with the company? 2. What is the turnover rate of employment at the company? 3. What is the cost to train a new employee at the company? 4. What is the learning curve for a new employee at the company? 5. Is the department manager actively involved in the new employee's training? 6. Would the learning curve be less for the new employee if management was involved in the new employee's training? 7. Would the employee turnover rate be reduced if the department manager was actively involved in the training of the new employee? Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 8. 9 Would the cost to train a new employee be reduced if the department manager was actively involved in the training of the new employee? 3.4.2 Types of questions on the survey to employees 1. How long has the employee been their company? 2. How many employees are at the company? 3. Was the employee trained by another employee? 4. Was the employee's department manager actively involved in the employee's training? 5. Was the training provided adequate to perform the duties for the position hired for? Data Results The data will be organized in a spreadsheet and the results will be entered into table to measure each question. This data will be important support to the hypothesis. Conclusion Through the combination of the two surveys and research there will be a result of what the norm is for a human resource department and what actually is happening with regard to management's involvement in the initial training of a new employee. There is an expectation that what is found in the research and the survey will be different then what really happens during the training of a new employee. CHAPTER 4 DATA ANALYSIS AND FINDINGS 4.1 Human Resource Departments Human Resources Management is among the trickiest and challenging fields of management, it involves how people deals with management dimensions and how they see them in general. During the last eighty years, several approaches to Human Resources Management were Running head: MANAGEMENTS INVOLVEMENT IN TRAINING 10 adopted by various organizations. The human resource process which is currently in vogue, has redefined the way individuals are dealt with and managed in organizational contexts. This strategy requires that staff of the work force be handled as resources and not just as the factors of production when it come to scientific approach or emotional beings who requires psychological needs when it comes to human relations approach. Essentially, Human Resource Management entails the four capabilities of acquiring, motivating, developing and managing the human resources. Human Resource Management functions are broadly divided into two major categories: Managerial functions . Operative functions. Managerial functions incorporate planning, organizing, directing and controlling. The operative functions of human resource management are associated with specific tasks of human resource management for example to recruitment, development, compensation and worker relations. a. History of the human resource departments and the initial functions Human resource management has changed names in various occasions throughout history. The name has changed mainly due to the change in economic and social activities during historical past. Industrial Welfare Industrial welfare is known to be the first form of Human Resource Management. In 1833 the factories act stated that there should be male factory inspectors. In 1878 legislation was put in place to keep working hours kids and women 60 hour per week. Duration this time frame trade unions came into existence. In 1868 the first trade union convention was held. This was t