Business coaching refers to an acquisition of particular skills, knowledge, and capabilities to boost employee performance. Business training normally includes teaching new employees to perform their work better, presenting a newly implemented process or technology to present staff, or allowing a worker to achieve certain standards of competence in their work functions. Training is often utilised to improve productivity, reduce costs, increase the company's ability to compete in today's marketplace, or simply demonstrate an interest in learning. Most businesses also use business training as a process of worker retention, since many workers experience poor performance and turnover rates due to lack of training. Irrespective of the reason for coaching, it is important for employees to understand the training and how it will benefit them, in addition to why they must participate. There are an assortment of reasons for company training. Sometimes, a person must acquire a greater level of skill in a specific job function to be able to do the work properly. Other times, an organization must downsize its workforce to be able to make room for newer, cheaper workers who have a higher skill set. In addition, companies may want to expand their product lines or implement complex technology in order to remain competitive. In these cases, specialized technical skill training programs might be required. For most types of business training programs, there are two primary alternatives. To begin with, there are training programs that are structured as classes. In such programs, new employees are taught the identical information, but they receive specialized education in the areas of their particular skill set. Secondly, some training programs are delivered on an individual basis, with employees applying for the applications one-on-one. In this case, workers work together in an attempt to learn their unique areas of skill mastery and apply them in their daily work performance. When an employee is enrolled in company training programs, he or she wants to first identify their job functions or core responsibilities. After completing a short assessment, these employees are given the information they need to evaluate their own skills. The evaluation involves asking employees to answer questions about their job functions, what they do every day, their strengths and weaknesses, what motivates them, etc.. This assessment will assist the trainee to assess their skill sets against the standards of the training program. Once the trainee has completed the assessment, he or she can determine which areas of learning need to be addressed by them on his own. For instance, if the trainee is feeble at implementing policies, they should consider enrolling in a formal or externship program. By learning how to implement policies from an external source, the feeble employee can then apply that skill set to his or her own job functions and responsibilities. On the other hand, hard skills training this type of training involves teaching employees how to use the skills in their own firm. The second step of evaluating this sort of training involves assessing the skills which are learned during the training program. To do this, it is necessary to consider how long and the types of soft and hard skills were taught, the kinds of assessments administered, as well as the results of test scores. For instance, a test score might not be as useful a measure of a particular technical skill as the kind of practice questions the trainer used in training. Similarly, an assessment of job functions or a survey of the job function skills that workers have may provide more insight to the effectiveness of a particular training element. The next step involves evaluating the outcome of the training. Most firms evaluate their employees on the basis of how effectively they learn, how well they retain the information taught, how well they employ it, and the extent to which they could apply the learned soft skills out their workplace. A mixture of an in-house training program and an external training program makes up the highest quality of soft skill training for supervisors. Evaluating this kind of training is also important because it helps managers keep track of their overall training procedure. If the process is too complex, it can take a long time, and if it is not effective, it might not teach employees everything that needs to be taught. This allows for appropriate allocation of resources, which can make a significant difference in the success or failure of a company. It may also help companies find out whether the training that they are paying for is really covering all the things which they need to know to be able to perform their jobs.