New hire training sessions might only last a week or even considerably less, but ongoing mentorship and continued training throughout an individual's time in a specific organization produces both longer-lasting and better-adapted results. There is no limit to the human capacity for learning and change, and this should most definitely be taken into account when attempting to establish an adequate time frame for such programs, especially in the case of mentoring, where experience continually increases (Heathfield 2009). Evaluation Methods

Perhaps the most effective method of evaluating the success of a given training or mentoring program is also the most simple and direct -- asking participants what they took away from the program, and what they recognized as the key elements of information they were represented with and how this applied specifically to themselves and their position in the company (Heathfield 2009). An effective training program explains the "why" of the company's needs, policies, and goals in addition to the "what" and the "how"; this also tends to lead to more effective learning (Heathfield 2009). Performance evaluations following such programs can also be sued to determine efficacy, though these are often subject to greater levels of interpretation and are less direct in their approach (HR 2009).

Encouraging Feedback After Mentoring and Training Programs

In a true learning organization, feedback following a training session or after/during a mentoring program is a vital way to keep the programs relevant and effective for the organization and the individuals within it. Leadership excellence is consistently equated (in part) with approachability and responsiveness, demonstrating that the accountability that is so important as a goal of mentoring and training programs is also essential in the development of these programs (HR 2009). Indeed, there can be no true organizational accountability if the organization does not permit individuals to constructively criticize and offer suggestions on current operations, including...

Feedback also presents another way for the efficacy f the programs to be evaluated (Heathfield 2009).
Alternative Avenues for Further Development

When the training and/or mentoring programs provided within an organization are not adequately providing the training or guidance needed for an individual within the organization, there are several courses of action that can be pursued. Depending on the situation, it might be advisable to approach a supervisor regarding these concerns; addressing the need for better training and mentoring could lead to organization-wide improvements. In other situations, of course, this action might be distinctly disadvantageous to the individual (Heathfield 2009). If this is the case, there are a growing number of online and print resources that can provide both basic information on developing effective communication skills and acquiring an appropriate knowledge base (HR 2009). Discussions with peers, especially those that have been with the organization for longer periods of time, can also be incredibly helpful in easing transitions and tasks (Heathfield 2009).

Conclusion

The perceived importance of training and mentoring programs in the business world has increased significantly in the past several generations, and the increasing diversity and interconnectedness of global business and commerce promises to make this importance even more paramount in the years to come. Techniques and methods for delivering training and mentoring will continue to develop a the world changes, and effective organizations will incorporate these developments efficiently and effectively, making everyone more successful.