Employee Orientation and Training Employees, after their placement in an organization that cares about the success of their company, are very altruistic in nature to their employees; with the hope that their efforts will be rewarded with enthusiasm, competence and important recognition for the progress or success of the company. From now on, depending on the capacity under which an individual or group of people are recruited, the training levels will be tailored to the type of tasks they are expected to perform for the organization in an ethical and successful manner. Gomez claims that “leaders within his employment organization have held conversations about various issues related to business success for future public employees and citizens” (Gomez, 2012, p. 13). The goal is to clearly express what an organization wants to accomplish and exactly how it plans to achieve that. Training and performance evaluations by organizations are aimed at maximizing each employee against the standard requirements of recruiting companies. Training provides hired and current employees with the ability and confidence to complete business tasks as required by the organization. The level of confidence and readiness of employees in dealing with most of the tasks and ad hoc situations must actually go through the path of quality training. Knights claims, based on a food industry that produces canned foods, "hands-on training with equipment used in food production is a feature that distinguishes the food engineering/food technology program at Texas A&M from others." (Cavalieri, 2013). It is important for an organization to continuously empower its employees for the longevity of its company's success....... middle of the paper ...... and comparative analysis of both mechanisms. The final result of the analysis that should be undertaken after the training, provides how well the employees were in completing, learning and applying the concepts learned. Works Cited Gómez, S. (2012). Appreciating the best in people: Business success in uncovering and aligning individual and corporate values. AI Professional, 14(4), 8-13.Knights, M. (2013). The employee engagement challenge: hiring, training and retaining key personnel. Food Engineering, 85(8), 36-42.Nornha, C., and Endow, T. (2011). Informal training for skilled workers: Issues arising from qualitative study at four sites in Rajasthan and Madhya Pradesh. International Journal of Education Research, 9(1/2), 110-122. Snell, S., & Bohlander, G. W. (2013). Manage human resources. Mason, Ohio: Southwestern. Snell, S., & Bohlander, G.W. (2013).