【文章內容簡介】 how to handle ining calls, first explain the different types of calls they will encounter and how to recognize such calls. Provide “headsup”, preparatory information. For example, trainees learning to bee firstline supervisors often face stressful conditions, high workload, and difficult subordinates back on the job. Studies suggest you can reduce the negative impact of such events by letting trainees know they might happen. Motivate the Learner Here are some ways to motivate the trainee: People learn best by doing. Try to provide as much realistic as possible. Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done”. Trainees learn best at their own pace. If possible, let them pace themselves. Create a perceived training need in the trainees’ minds. In one study, pilots who had experienced pretraining accidentrelated events subsequently learned more from an accidentreduction training program than did those experiencing fewer such events. You could illustrate the need for the training by showing videos of simulated accidents. Similarly, “before the training, managers need to site down and talk with the trainee about why they are enrolled in the class, what they are expected to learn and how they can use it on the job. The schedule is important too: The learning curve goes down late in the day, so that “full day training is not as effective as half the day or therefourths of the day”. Legal Aspect of Training Various laws apply to training program design and implementation. For example, employers may unknowingly violate EEO laws by training relatively few women or minorities. Or perhaps the reading level of the training manuals is too high for some minority trainees, who are thus doing poorly, quite aside from their aptitude for the jobs they’re being trained for. You may eventually have to show that your training admission process is valid – that it predicts performance in the training program or on the job. In one recent ADA case, the former employee said that in addition to terminating him, General Motors had denied him training because of him HIV/AIDS disability. The person received $7000 in back pay and $28000 in pensatory damages. Negligent training is another legal hazard. Negligent training occurs when an employer fails to train adequately, and the employee subsequently harms a third party. This is particularly a problem when the business (such as armed security guard) is armed at serving the public. Precautions to take include these: Confirm claims of skill and experience for all applicants. Extensively train employees who work with danger