Employee Training Essay Examples & Outline

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Employee Training

What Determines the Level of Training?

EMPLOYEE TRAININGIn order to evaluate the most effective training techniques, it is important to determine the purpose of the training. Training is provided to new employees or old employees determining on the objectives of training. Thus, training new employees is different from training old employees. New employees are trained on new skills while old employees are trained on improving their old techniques. Therefore, the training approach should be different depending on the type of employees. Employees trained include new employees, upper managers, and seasonal employees.

In addition, another key determinant of training is the training budget. Training budget determines the level of training services affordable by the firm. The training period is also used to determine the level of training. For instance, regular training can be used to improve old techniques. Training materials and resources also determine the effectiveness of training techniques. Professional training requires the use of adequate training materials and resources. Further, the number of trainers used should be sufficient (Crawford, 2015).

Issues to Consider During Training

Employee training influences the effectiveness of employees when procuring the firms services. Training has a major impact on the level of employee turnover and retention. According to statistics Cox & Beier (2014), 22% of employees leave their jobs within the first month of employment in the United States. Proper training ensures that employees are properly assimilated in the firm. Technology has led to innovations that help in providing interactive training. Online training is one of the new trends in training.

In order to train employees effectively, there are key issues to consider. First, it is important to consider the effect of training on skill development. Therefore, it is important to provide direct training to new employees. This provides them with a stronger foundation and basic knowledge. Further, apart from apprentice, firms should also hire professionals to train new employees in their line of specialization. The use of different trainers provides new employees with different learning experiences. Further, employees should look for ways to optimize employees’ strengths. Training should begin with general training on the common basic things such as the firm’s codes and conduct. As training progresses in to specialized roles, employees should be given a chance to show their strengths (Sun, 2015). This is also helps the trainer to identify individual employee strengths and weaknesses.

Technology has revolutionized the level of communication in firms. Therefore, it is essential for trainers to educate new employee on the use of e-learning programs used by the firm. This improves the overall office efficiency. Moreover, teaching new employees about e-learning enables them engage in effective and timely communication with each other in the organization. Further, e-commerce is a new trend is sales and marketing (Moncrief, Marshall & Rudd, 2015). This requires firms to employ engage workers in e-learning for the firm to keep up with the market competition. Teamwork is also essential during training. Teamwork enables the firm to achieve unity and mutual respect among employees. Employees should be allowed to share their expertise through teamwork.

Our Training Program

Training sales personnel requires various considerations. This essay focuses on training 50 new sales personnel and 30 old sales personnel. Our firm sells branded goods ranging from umbrellas, shoes, cups, and clothes. Further, we also take branding orders from other firms and produce branded materials in bulk. The firm’s average monthly sales are $2000. However, we are looking for ways to increase our sales to $10000 per month. This has led to the hiring of extra 50 sales personnel who are well qualified for the job. Further, among the 30 new sales personnel 15 of them are online sales specialists while the rest are physical sales personnel. The budget for the training program is estimated at $4500. Training hours for new employees is proposed to be 6hours per day for three weeks. On the other hand, the training period for old employees is proposed to be 3 hours, two times a day.

The firm’s objectives for the new training are to reach out to a wider population. Consequently, the firm aims at improving the level of professionalism among the sales personnel to handle the market competition from other branding firms. Moreover, the firm also aims at improving the level of sales through increased selling hours. The firm is considering offering shipment services to overseas markets. This is because the firm wants to engage in online sales, and reach a wider market. In addition, our branding firm aims at improving the efficiency of its delivery services. The training program is expected to improve the technicality of conducting sales within the firm.

Training Procedure

My training procedure takes place in two stages. Since, the firm has a business culture and its set rules and codes of conduct this should be the first step. Teaching employees about the internal business environment is the first step of engaging new employees in learning about the firm’s activities. Thus, pre-training entails teaching new staff about the internal business environment. Post training entails development training for new and old employees on how to use new techniques or improve old sales techniques to suit the set training objectives. The training program proposed for the sales personnel is divided into five key stages. These stages include training plan and policy, training options, literacy and communication, development training for old employees and mentoring.

Training Plan and Policy

The training plan and policy for this program is the first training stage. In this stage, employees learn about the requirements for the training program and the rules for the training. The training plan requires that new employees are available for a daily six-hour training program for the next two weeks. In the first week, new employees will learn about the firm’s internal environment and how basic firm operations are conducted. For example, new employees learn about how instructions and sales orders are made within the organization. Further, new employees are taught about nature of the sales business. This enables them understand the challenges facing the sales job and how to deal with these challenges. In the first week of training, new employees should be introduced to the firm’s business culture.

Further, the policy for the training program requires that employees show commitment and follow instructions. Training for the new employees is not payable. Financial compensation will be offered to trainees after successful training and evaluation. However, old employees will be compensated because it will take place during working hours. Old employees are supposed to undergo a performance test at the end of the training to assess the level of their cognitive skills developed during the training. Training requires that all employees should be present for training at all the scheduled training days. The training policy also requires that employees receive individual development plan to identify employee’s strengths and weaknesses. Training will also consider how employees learn. The trainers should be able to evaluate the level of progress after training to assess the effectiveness of training techniques employed during the training program. Employees undergoing training are also subject to supervision at all times. Thus, employees should receive instructions and avoid acting in their own capacities.

Training Options for Employees

New Employees

New employees will be required to be present for the daily training sessions within the first three weeks. During the first week, all the new employees will be taught on common things such as the firm’s business practices, business environment, and understanding the external and internal business environment. This helps them develop a clear image of the firm’s internal and external activities. Further, in the second week employees will be required to engage in practical training. In this stage, new employees will be divided in to their areas of specialty. In the new areas of specialty, new employees will receive basic skills and knowledge required in their areas of specialty. For instance, physical sales personnel will be taught about their professional skills and knowledge differently compared to online sales personnel because of the different in sales techniques. The third week of training provides employees with tasks in the areas previously trained. This provides trainers with a way of assessing the effectiveness of the training program by evaluating individual employee performance.

Old Employees

On the other hand, the training plan for old employees is different from the training program for new employees. In the first week, old employees will be trained about the new organizational objectives. This helps the employees receive a clear image about the firm’s new objectives through two-hour daily seminars. The second week entails job shadowing and teamwork development. In this phase of training, old employees and new employees will be introduced and job shadowing is necessary to enable the spread of basic skills and knowledge from old employees to new employees.

Further, the old employees will be divided in to their line of specialization. In the third week of training, new and old employees will be trained together in their distinctive groups of specialization in to learn how to process basic tasks. For instance, physical sales personnel will be taught on how to handle a wider population of clients, and the level of professionalism required when dealing with clients face-to-face. In comparison, online sales personnel will be taught on new trends in online marketing such as the use of online advertisement and e-commerce. Moreover, online sales personnel will receive training on how sales are supposed to be made and payment options for online customers.

Literacy and Communication

Sales persons are required to have the right communication skills to help them deal with customers professionally. Consequently, sales personnel represent the image of the firm. Therefore, their code of conduct should represent the firm’s code of conduct. Regular training session will be offered to new employees and old employees on literacy and communication. This will help employees learn about how to deal with different situations in sales such as dealing with different people within the firm. For instance, communication is necessary between sales personnel and other staff such as drivers and other shipment personnel to avoid delivery delays.

Training Business Partners

Our firm engages in contractual sales deals with other firms. Regular clients who buy in bulk are also part of the firm. The training program will enable other partners that deal with our firm understand how sales will take place in the new system. This enables the other firms to learn about the fundamental changes made such as changes in the method of order placement. Thus, training should extend to other key stakeholders such as partner firms. The current business environment is increasingly competitive leading to the growing of business outsourcing programs. In these programs, firms hire other companies to help them conduct key organizational services such as IT development. Business outsourcing in our sales firm occurs in the delivery and shipment services. We have hired another company to provide shipment services for domestic and overseas customers. The outsourced firm should be engaged in training to improve the efficiency of delivery.


Mentorship is important in training because it provides essential business advice to employees during training. Mentors may be experts from outside or inside the company. They help in professional development. New and old employees should receive professional mentorship. This provides workers with the right encouragement and a different perspective from regular training. The aim of engaging employees in a mentorship program is to provide them with a chance of asking questions and seeking advice about challenges they have encountered in training.

We have called different professionals such as IT experts and other professional salespersons to educate our employees on the arising issues in sales. This will take place during the last week of training, and it is the last stage of training. Old and new employees will engage in the mentorship program to enable them learn about professional development. Mentors help challenge different ideas. Thus, this may help employees learn what works and what does not work in their personal development skills.

Training Evaluation

The training program will be evaluated by the performance of employees during the firm month of service after training. It is important for firms to set tasks, which enable them assess the skills and knowledge of the employees received during training. In addition, employees are required to know their duties and obligations. Therefore, there are limits in the level of practice. For instance, sales personnel may be required to offer discounts when customers purchase a certain number of goods.

Training evaluation also helps assess if there is need for more training. The evaluation is mostly done without supervision from the trainers to monitor individual performance of different employees within the firm. Firms are able to learn the cognitive skills of different employees and reward employees who show exceptional performance. We require two sales leaders for the online sales personnel and the physical sales personnel. These leaders will be chosen after training evaluation is conducted.


Training is very important for new and old employees because it facilitates the spread of knowledge and skills among employees. During training, employees learn how to work with each other through division of work and specialization. Training offers the best solutions for dealing with different problems, hence reducing the level of inefficiency in service delivery. The training program proposed is aimed at helping our firm achieve its set goals and objectives for the new economic year. Therefore, training evaluation is necessary to assess the level of employee performance after training. The assimilation of new employees in to the firm takes place effectively is they are trained adequately of how to perform their tasks. This increases the level of job retention by old employees and reduces the level of job quitting among new employees.


Cox, C. B., & Beier, M. E. (2014). Too old to train or reprimand: The role of intergroup attribution bias in evaluating older workers. Journal of Business and Psychology, 29(1), 61-70.
Crawford, J. (2015). Inland Vet Supply Employee Training Manual (Doctoral dissertation, California Polytechnic State University, San Luis Obispo).
Moncrief, W. C., Marshall, G. W., & Rudd, J. M. (2015). Social media and related technology: Drivers of change in managing the contemporary sales force. Business Horizons, 58(1), 45-55.
Sun, L. (2015). Employees Training and Development in Chinese State Owned Companies: Case: LQ Coal-Fired Power Plant.


Organizational culture, customer orientation and innovativeness on Japanese firms

ORGANIZATIONAL CULTURE,Success is a crucial facet in an organization. Performance is dependent on several factors in an organization. Some of the common factors influencing organizational success and performance include organizational culture, customer orientation and as well organizational innovativeness. Japan firms often experience impacts from these factors that significantly influence their performance in the corporate world (In Sethna, 2013).

Organizational culture refers to a set of opinions in a firm that aid in understanding the functioning of the organization. As presented in the article, organizational culture, under different scales influences organizational success. I Japan, corporate cultures that are incorporative, implying that they are responsive and flexible to their markets, often perform better than internally oriented and clan-based organizations (In Sethna, 2013). Apparently, it indicates that the culture, different in firms, play a part in the variation in the success between these firms. An example of a flexible and culture responsive company that has shown a stunning performance is Sony over JVC. On a different perspective, a competing culture has an influence on the overall performance in the intermediate market in Japan. Sony, despite stiff competition from Matsushita, it easily sells its products due to its all-inclusive culture introduced by the managers (In Ray, 2014).

On the other hand, customer orientation, which refers to a suite of principles that tends to put preference on customer’s interests and differentiating them with the employee and stakeholder’s interests, have both positive and negative impacts on organizational performance. The article presents that customer-oriented firm perform better than basic-operational organizations in Japan. However, some Japanese managers in the study carried out in the article stipulated that the overall extent of customer orientation does not have direct interrelationship with the performance of the firm. Reports from the article present that since no firm in Japan can completely ignore its customers, success of organizations based on their customer orientation is an act of faith. However, the extent of how a firm is customer-oriented, demonstrated by the ability to satisfy the needs of these customers influences the overall organizational performance (In Ray, 2014).

Lastly, organizational innovativeness refers to implementation of new methods in a firm aimed at enhancing external relations. Innovativeness among Japanese firms enhances change. Change is an inevitable practice in an organization. Change often contribute to new products and new methods of production. Similarly, it stimulates positive external relationships. Often, as developed in the article, In Japan, inventive firms are more successful than less innovative organizations (In Ray, 2014).

As in the case of Sony and JVC, the former enhances its competitive advantage by maintaining an open market marked by innovation of new products and ability to meet the dynamic needs of the Japanese. The findings propose that the success behind the Japanese companies attributes to their quality of fast innovativeness of technology and slow adoption to technology. Therefore, these firms appear at the cutting edges of innovating technology (In Sethna, 2013).
The article study might not produce a high level of accuracy on the interrelationship between the variables and performance due to the sample size used in the study. Conversely, there is a need for a future study using a well-distributed Japanese population sample (In Ray, 2014).

In conclusion, it is vital understanding the underlying relationship between organizational culture, customer orientation and organizational innovativeness. Often, organizational culture defines the overall behavior of the organization. Consequently, innovativeness and customer orientation originates from the culture. On the other hand, customer orientation determines the level of innovativeness of the organization. Most customer-oriented organizations often have high levels of innovativeness focused on meeting the demands of their customers (In Sethna, 2013).


In Sethna, Z., In Jones, R., & In Harrigan, P. (2013). Entrepreneurial marketing: Global perspectives.
In Ray, N., & In Chakraborty, K. (2014). Handbook of research on strategic business infrastructure development and contemporary issues in finance.


European Training Wreck


research paper on trainingTwo companies with different backgrounds in marketing had merged to form an improved company with global presence. The merger took place between US-based and European-based companies. Naturally, merging leads to some organizational changes that have to be implanted consistent with the new organization’s goals. modifications have to be made in order for the new company to function well otherwise the company will be operating as if there are two autonomous companies. To enhance teamwork, the merged companies undertook training sessions whereby they sought to inculcate a common corporate culture among the sales representatives. The initial phase of the training was conducted in the United States.

It was a success mainly because the mode of operation of the united sales representatives was interactive and most of the sales people were accustomed to each other. The European phase was a failure since the European based company was not keen on teamwork. The sales representatives often worked alone with their immediate managers as the only management members that they were accustomed to. Receiving training from a high-ranking manager in the new company was not appealing to the European salespeople. They could not accord the manager the expected level of seriousness hence the failure in the training session.


There are different issues that come out in the case. The first problem stems from the decision by the management to bring a US based sales executive to conduct training on the salespeople from different countries in Europe. There was a mirage that the success of the executive in the United States would be transferred to the European scenario. The sales representatives could not develop the respect needed for the executive since they did not recognize the authority that he bore (Mikula, 2004).

Arguably, they accorded more respect to their local managers than to the executive. Lack of respect led to some unethical behavior whereby some of them started analyzing the executive (Kotler, 2000). The leeway to behave in this manner could have come from lack of information on what was expected of them. The need assessment was also not conducted in the right manner. Due to this oversight, the management of the merged company failed in meeting the needs of the salespeople (Mikula, 2004). There was also a perception that the American executive was not respectful since they thought that he was treating them as children.


The solution to the problems identified above would be arrived at in the event that the management changed the executives conducting the training. Local executives would be better since they would understand the main reasons behind the behavior of the salespeople. Local executives would understand the underlying issues that the salespeople face and attend to them. The cultural issues that affect the sales people would be better understood by the local executives (Kotler, 2000). The second solution would be to conduct country-based training. Attempting to train all the salespeople in Europe at one meeting was ill informed. Therefore, the company would have to conduct the training in the respective nations as opposed to one training session irrespective of the imperative costs (Mikula, 2004).


Use local sales executives in the training since they understand the people better. However, the use of local representatives could be detrimental to the company since they will continue with the trends that they are accustomed to. This outcome is undesired for the company since it is implanting a joint strategy.

Conduct specialized training according to the country. Specialized training is effective in the creation of the right approach to the unique aspects of each area of the country. Coming up with a country focused training is expensive and time consuming. The joint purpose of the organization might be lost in the creation of a joint approach.

Ensure that the sales representatives understand the cultural issues that are important for the people and adhere to them accordingly. This recommendation may not work in that the sales representatives are rigid to change due to the long time that they have been working for the old company. Changing their approaches and perspectives to accommodate the cultural diversity could be difficult since they have their preformed perceptions on the best ways of doing business.

Kotler, P. (2000). Marketing management (1st ed.). Upper Saddle River, N.J.: Prentice Hall.
Mikula, J. (2004). Sales training (1st ed.). Alexandria, Va.: ASTD.


Training and Development

training employee essayCompare and contrast an organization training program with its development program. What is the difference between these two approaches?

Training often involves the teaching of the different organizational members how to perform current jobs and helping them to acquire the knowledge and skills they often need to be effective performers. On the other hand, development often involves the building of knowledge and skills of several organizational members in order to make them to take up new challenges as well as responsibilities. Therefore, a training program involves a program that is tailored to improve the employee's current jobs. For example, a financial accountant is often taught how to be effective and efficient when it comes to carrying out his audit of the firm.

On the other hand, development program involves the acquisition of new skills that are built on the old ones that the organizational members already have in a bid to take up what can be described as new challenges. For example, a financial accountant might be taught skills on how to audit larger balance sheets that are beyond his current scope. This cannot be described as a training program but rather it is a development program.

Therefore, in lay man's language, the training program reinforces what the organizational member's already know but the developmental program introduces several new aspects that are intended to ensure that the person organization moves ahead in terms of its job skills as the employees are often taught things that they did not previously know. However, it is of the essence to understand that indeed these two processes are both of importance in an organization and they should be carried out hand in hand with each other in order to ensure that the company has reliable human personnel.


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