What are the steps involved in Training?

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How can a good Training be imparted to the employees in an organisation?

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(1) Identifying training needs—Training programme should be set up only after having decided the clear-cut objective in mind. A training programme should be established only when it is felt that it would assist in the solution of specific operational problems. The most important step is to make a thorough analysis of the entire organisation, its operations and manpower resources available in order to find out "the trouble spots" where training may he needed^

Training is not the ultimate cure for all troubles for example if the employees output is low this may be corrected by better skill training. But this problem may be because of faulty material, process equipment or engineering design. If it appears that general caliber of the employee is low, this problem may be solved by training. But in other cases, the training will not be of much use. Following are the steps for discovering training needs.

(a) Analysing Jobs and Men—If the men are less capable to perform the particular jobs they can be given training to increase their skills. Jobs and worth of the men should be analysed through job analysis and performance appraisal.

(b) Identifying production problems—Production problems like low productivity, poor quality, high cost, high rate of absenteeism, labour turnover etc. should be identified to indicate the need for training.

© Collecting opinions—Opinions should be obtained from the management and the working through interviews or through questionnaire regarding necessary and desirable training programmes.

(d) Anticipating requirements—The line managers can forecast beforehand the manpower requirement on the basis of long term plans regarding business expansion, new plants, new designs and new technology. Training may be given to the existing employees to enable them to meet the requirements of the new jobs in the future.

(2) Getting ready for the job —Following steps are taken in this regard:

(a) Identifying the trained under this step it is to be decided who is to be trained. Who is to be trained-The new comer or the older employee or the supervisory staff or all of them selected from different departments!, The proper selection of trainees is very important to obtain permanent and gainful results of training . A trainee should be trained for the kind of job he likes and is suitable to perform. Careful screening of candidates for training raises the effectiveness of the training work. Trainee should be given the proper background information before he starts learning new job skills and knowledge trainer should explain the trainee the importance of the job its relationship with the work flow and the important of training.,

(b) Selection of training method^-Now it is advisable to lay down which method is to be adapted for the training. Different methods of training may be suggested for the different levels of personnel. Skilled workers may be trained on the job. On the job and apprenticeship training may be awarded, to skilled and semi-skilled workers. For supervisory and executive personnel on the job and off the job methods such as role-playing, lectures and seminars etc. May be recommended/Thus a decision regarding the method of imparting training should be taken cautiously bearing the objectives of training in mind}

© Preparation of trainer or instructor- The success of the training programme much depends upon the instructor. Instructor must be well-qualified and may be obtained from within or outside the organisation) It should be decided beforehand what is to be taught and how. He should be able to divide the job into logical parts so that he may teach one part at a time without losing his perspective of the whole.

As because training must be based upon the needs of the organisation therefore, the trainer must have a clear-cut picture of the objectives of training in mind. It should not be in a vacuum. Trainer needs professional expertise in order to fulfill his responsibility. If he is ill-informed about the training process or knows little about possible connection between training and management, he deserves the casual treatment. The trainer should explain, and where necessary demonstrate the operations step by step and should allow the trainees to repeat these operations. He should also encourage the question from tile trainees.

(d) Training material: There should always be the training material with the instructor; materials may include some text or written materials as a basis for instruction, review and reference. This may be prepared in the training section with the help of supervisors. The written materials should be distributed among the trainers so that they may come prepared in the lecture class and may be able to understand the operation quickly and remove their doubts, if any.

(e) Training period -The length of training period depends upon the skill of the trainees, purpose of the training trainee's tearing capacity and the training media used. Generally no single session should last longer than two hours. The time of training whether before or after or during working hours should be decided by personnel manager taking in view the loss of production and benefits to be achieved by training.

(3) Preparation of the learner: This step consists:

(i) the putting the learner at ease so that he does not feel nervous because of the fact the is on a new job. (ii) In stating the importance and ingredients of the job and its relationship to work flow (iii) in explaining why he is being taught (iv) in creating interest and encouraging questions, finding out what the learner already knows about his job or other jobs. in explaining why of the whole job and relating it to some job the worker already knows, (v)planning the learner as close to his normal working position as possible and (vii) in familiarising him with the equipment, materials tools and trade terms.

(4) (Presentation of operations and knowledge—^This is the most important step in a training programme. (The trainer should clearly tell, show, illustrate and question in order to put over the new knowledge and operations. The learner should be told of the sequence of the entire job and why each step in its performance is necessary. lnstructions should be given clearly, completely and patiently. Trainer should demonstrate or make use of audio-visual aids and should ask the trainee to repeat the operations.

(5) Performance try out—Under this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected and if necessary some complicated steps are done for the trainee the first time. Then the trainee is asked to do the job, gradually building up skill and speed. The trainee is then tested and the effectiveness of $ training programme evaluated.

(6) Follow up—On the completion of training programme trainees should be placed to the job. The supervisor should have a constant vigil on the person still facing any difficulty on the job, he must be given full guidance by the immediate supervisor and should be initiated to ask questions to remove the doubts.