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Training Tactics

The First Week: Employee Training

By: Valerie Manso
Eyecare Business September 1, 2007
training tactics

The First Week: Employee Training

by Valerie Manso

The axiom "begin as you mean to go" was never so true as the first week in the life of new dispensary employees. By setting the ground rules and presenting the important facts clearly from the start, the experience will go smoothly for all.

DAY ONE

Begin day one by establishing accurate expectations ensuring your new hire is prepared to succeed.

Setting the tone
A good job description will encompass:
  • A prioritized description of all major tasks; weighting helps organize time
  • The measures used to evaluate performance
  • Probationary period and performance evaluation timing
  • A signature page or log detailing receipt by the new hire
Providing written policies and procedures ensures clarity and consistency of communication. This document will include:
  • Employment terms: Probation period; harassment policy; hours of operation; work schedule
  • Compensation: Payroll cycle; raises; performance evaluation; overtime; time record keeping
  • Benefits: Health insurance; government required coverage
  • Leaves: Paid and unpaid
  • Safety: General employee safety; reporting safety issues; emergency evacuation
  • A signature page or log detailing receipt by the new hire

Expectations must include job description and company policies. These are the road maps used to navigate your business.

Don't forget to share the details of your culture. Some businesses are social, encouraging such things as a monthly potluck and birthday celebrations. Other environments are more formal, discouraging personal photos, celebrations, and other on-site socialization.

DAYS TWO AND THREE

The next area of focus is the skill-building portion of your training. This activity commences on the afternoon of day one and will never truly end. Have the new hire shadow another employee for days two and three. Here's how the shadow process enables learning:

■ Teach by example. Existing employee completes a task the first time with the new employee observing techniques and tactics.

■ Supervise efforts. With close oversight, the new hire completes the task the second time based on his or her observations as well as a helping hand from the existing employees.

■ Mastery of the task. With less hands-on, the new hire completes the task the third time.

■ Review and confirm. At the end of each day, take 30 minutes and review the day's activity and learning.

For the eyecare industry novice, you and your staff need to show and tell all aspects of your business. This training will include some or all of the following questions and answers:
■ What is eyewear?
■ Why is eyewear needed?
■ What does a prescription tell us?
■ Phone answering scripts.
■ Handling emergency situations.
■ How to process insurance, ordering product, etc.

QuickTips
Provide a notebook and pen for note taking. Explain that you will review the notes together at the end of each day for at least two weeks.

DAYS FOUR AND FIVE:

Continue the actions of days two and three and build a more solid base through product knowledge. With the hundreds of available products, the new hire must understand the products and services you offer.

When possible, delegate some of the training to others within your organization. This enables employees to get to know the new people and helps break down barriers.

Outside training and education sources such as lab or manufacturer representatives may also be used for specific products. Always provide the reps with an outline of your needs before training.

And, at the end of day five, review the week with the new hire. Ask for a list of topics he or she wants covered next week and provide feedback on his or her first five days. EB

Valerie Manso is the president Manso Management Resources, Inc. She can be reached via email at valmanso@aol.com.

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