| A well-executed training manual is a great tool for | | | | clear up any confusion between employees about |
| employers and employees alike. Here are a few tips | | | | who is supposed to be doing what. The more clearly |
| for putting together a useful and informative | | | | you can define those roles, the fewer headaches |
| reference document for your new employees. | | | | you will have later. |
| General Outline. | | | | You will want to start with the general and drill down |
| The things you will want to include here are your | | | | to the specific. The position of Communications |
| company's mission statement, and if there is an | | | | Director, for instance may start off with "engages |
| existing chain of command, what that is. The idea is | | | | the public on company business and affairs" or |
| to give the employee an idea of where they fit in | | | | something like that. Then you will want to list the |
| the general company structure, who they report to, | | | | ways this is to be done, such as "writes and |
| and what the goals of the business are. | | | | distributes press releases, updates company blog," |
| Specific Policies. | | | | etc. Start with the most major tasks, and move |
| Begin this section by clearly stating what the general | | | | down in order of importance from there. |
| policies of your business are, and don't be afraid to | | | | Set Standards. |
| go into some detail about what it is that you expect | | | | If, for instance, you would like to have a certain |
| from each and every employee. Here is where you | | | | number of meetings scheduled on a monthly basis, |
| are able to codify rules such as dress codes, time | | | | state that number in the manual, and also state the |
| cards and expected arrival and departure times, sick | | | | types of numbers and statistics you would like |
| and vacation day policies, and other details including | | | | reported to you and when. These are only examples, |
| the time that is allotted for meals and other breaks. | | | | of course, but the idea is to make it clear that |
| The important thing here is to state in black and | | | | certain aspects of future employee evaluations will be |
| white exactly what is expected, in what areas there | | | | based on these standards. That way everyone is |
| may be some wiggle room, and where there is not. | | | | clear from the outset. If there is a training time |
| This is not only critical to establishing the environment | | | | involved, make it clear by what time frame (for |
| you'd like to create, it helps your employee to feel | | | | example, three weeks, six months, etc) he or she is |
| more comfortable by knowing what the rules are. | | | | expected to display full skills and competency. |
| Define Roles and Tasks. | | | | Make it Durable. |
| In the same way that your employees will be more | | | | When you put your training manual together, make |
| comfortable when they know what the company's | | | | sure that you choose a binding style that is both |
| codes and rules are, he or she will be well served by | | | | durable and functional. Spiral coil binding is a way to |
| having his or her role within the company or division | | | | ensure that the pages stay in the book, and that |
| clearly spelled out. This way, they start by feeling | | | | your employee can lay the book flat or open to 180 |
| that they are a crucial part of the business, and that | | | | degrees for easy, hands-free reading. |
| their contributions are important. This can also help to | | | | |