The training programme for the first year graduate management trainees of PQR Bank Ltd., a major commercial bank with a country wide branch network, consists of classroom training and on-the-job training. The objectives of the training are to ensure that new staff members learn fundamental concepts in banking and develop technical, analytical and communication skills that when combined with further experience and training, will help them achieve maximum potential in the organization.
Classroom training is used to introduce concepts and theories applicable to the work environment. Although new management trainees receive this special training, actual work experience is the principal means which they develop the skills necessary to become good bank managers.
Managers in different departments and branches of the bank are responsible for on-the-job training. They assign duties to the trainees and review their progress. Owing to the fact that managers are on performance contracts, their attention is usually not focused on the work being done the trainees. The managers therefore, assign routine to the trainees with little or no through to furthering the career development of these employees. This has resulted in minimal preparation of the trainees for the learning the job.
Recently, the bank has lost several capable first year management trainees. The reason most of them gave for leaving was that they were not learning or advancing in their careers.
(a) Explain the limitations of on-the-job training offered PQR Bank Ltd.
(b) Describe the measures that PQR Bank Ltd. should put in place in order to reduce the high turnover of the management trainees.
(a) Limitations of on-the-job training
Whilst on-the-job experience is very effective in providing action-based training to assist employees in learning the necessary skills to deal with the day-to-day routines encountered in their job, they get little opportunity to develop their response to infrequent, but high risk situations. Paradoxically, it is the employee’s response to infrequent, hut critical situations that often determines the safety and profitability of the railway itself. So on-the-job training must be supplemented to provide employees with the skills to respond to these situations correctly.
As the name implies, on the job training involves employees training at their place or work.
The most common methods of on the job training are:
– Demonstration/instruction; showing the trainee how to do the job
– Coaching – a more intensive method of training that involves a close working relationship between an experienced employee and the trainee
– Job rotation – where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)
– Projects – employees join a project team – which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are “multi-disciplinary”
Disadvantages of on the job training
– Teaching or coaching is a specialist skill in itself; unless the trainer has the skills and knowledge to train, this would mean that the training will not be done to a sufficient standard
– The trainer may not be given the time to spend with the employee to teach them properly, which would mean substandard training has been achieved and learning has only been half done
– The trainer may possess bad habits and pass these on to the trainee
(b) Measures to reduce high turnover of management trainees:
High or low employee turnover can be detrimental to the company. Employee turnover can vary as a result of the industry and location of your business. For instance, the food service industry typically experiences turnover of 100-300%. The stress of employee turnover is much greater on smaller businesses than larger corporations. Before you can take effective measures to reduce turnover, you first need to find the price your business pays in lost employees.
High turnover can cause continual retraining and it projects an unfavourable image to members and potential members. The problem might be at the beginning of the employment relationship—hiring the right people in the first place.
Hire the Right Demographic: Is your small business properly recruiting the right age group? Match your company profile with your target hiring group. If you can’t offer career advancement to your workforce, then avoid hiring young career oriented staff. Consider hiring older employees who are less concerned with advancement.
Understand Employee Motivation: Retaining staff requires learning what’s important to your employees. Look to the external motivators like recognition and rewards. Remember the internal motivators of purpose and passion.
Read between the Lines: The real cause of employee turnover usually won’t be found in your typical exit interview. Departing employees will provide the usual response of leaving for more pay or a better job. Inquire for deeper meaning. Was it a lack of support? Was the commission structure unreasonable? Take the time to get to the bottom of the turnover.