1. How much time will the training take?

If you have an array of topics to cover, it’s best to only cover one or two per session to avoid overloading employees with too much info.

Tip: Set aside time at the end of each session so that employees can ask questions that’ll help the info sink in.

2. Should I create small groups or one-size-fits-all sessions?

It’s rare to find one type of training that’ll work for everyone.

When deciding between small sessions or larger ones, it’s important to keep in mind that smaller, more intimate sessions tend to help people connect better.

3. What type of medium should I use?

Not sure whether to go with a PowerPoint presentation or to take a more unconventional approach?

Consider switching between several different mediums (group discussions, computer training, etc.). It’ll keep people from thinking they’ve “been there, done that” and switching off during training sessions.

4. What will managers be asked?

Mangers are the first line of defense when it comes to answering employees’ questions.

Do they know enough to be able to answer any questions that come their way from employees? Test them to find out.

Tell us in the Comments Box below what you do to help benefits info sink in with employees.

In opinion letters and other rulings, the DOL has set out six ironclad rules for taking on interns. A violation of any of those rules could cost your company in fines and legal fees:

1. There should be actual training involved, similar to what an intern would get at a vocational school. To fully cover the training stipulation, many firms write out detailed training plans, including goals and objectives for the trainee.

2. The training is mainly for the benefit of the trainee, and not just for the company.

3. Trainees do not displace regular employees.

4. The company that provides the training derives no immediate advantage from the activities of the trainees and on occasion the employer’s operations may actually be impeded.

5. There is no agreement or requirement that trainees will receive a job after completion of the training period. That doesn’t preclude companies from hiring trainees; it just means there can’t be a promise of employment before or during the training period.

6. The organization and the trainees understand that the trainees are not entitled to wages for the time spent in training.

Note: Legal advisers suggest that you avoid terms such as “hire,” “job,” “employee” or “employer” in documents associated with an intern program.

Why? Many are concerned that as the economy rebounds, competition for their jobs will get tougher, and they could get left behind.

True, training isn’t cheap. That’s the reason 48% of companies don’t currently provide ongoing education or skill training for their employees.

But with so many workers hungry to learn more, it’d be a mistake to not consider providing training in one form or another.

Here’s how to address the top concerns workers have that’ll help you make the most of your training investment:

• Make it flexible. Try offering training year-round and at times that are flexible enough to accommodate staffers’ work schedules — or offer self-paced computer-based training.
• Make it meaningful. People are also looking for reassurance that training and education will pay off for them in the future. With the way people’s jobs have been changing, some don’t want to spend time learning skills they won’t need when their duties shift again.