Steps for conducting training programmes in an organization are : (i) Preparation of the learner (ii) Identification of training needs (iii) Who is to be trained? (iv) Imparting knowledge (v) Performance try-out (vi) Follow-up.
(i) Preparation of the learner:
The trainees should ensure that the trainees do not become nervous during the training period. The trainees should be educated about the importance of training and its relationship with the work flow.
The trainees should also be made family with the equipment, machinery, tools and other items with which to work. In sum, the trainees should be explained ‘why’ of each job and especially the job he is going to perform. The trainer should inculcate interest in the trainees to learn perfectly so that they perform effectively on their jobs.
(ii) Identification of training needs:
Identification of training needs require organisational analysis, operational analysis, and man analysis. Organisational analysis is concerned with the determination of enterprise goals, allocation of resources, and establishing the framework within which training programmer is to be carried out.
Operations analysis is concerned with the job an employee is doing or is supposed to do. Man analysis deals with the review if knowledge, attitudes, and skills of the incumbent and decide the alterations in the behaviours of the incumbent in order to perform the job effectively.
According to William Berliner and William Mc Larney, while discovering the training needs the following tasks are to be performed.
(a) List the duties and responsibilities or tasks of the job under consideration (Job Description can be used here).
(b) List the standards of work performance on the job.
(c) Compare the actual performance against the standards.
(d) Determine the areas of the job where employee is struggling to perform effectively.
(e) Determine what kind of training is to be given to the employee to overcome difficulties in performing the given task or job.
(iii) Who is to be trained?
The second important step in developing an effective training programme is to decide the employees who are to be trained. These include the supervisory staff, the newcomer, old employee, or all of these.
(iv) Imparting knowledge:
Disseminating information and imparting the methods of performing jobs is the core of training programmer. The trainer should clearly tell, show, explain, illustrate and question in order to put over the new knowledge and operations concerning the job.
The trainee should be told the sequence of performing a given task, and why each step in the performance of the job is necessary. The trainer should give the instructions to trainees clearly, unambiguously, and completely. The trainer should ask questions to check whether the trainee understands what they taught and encourage the trainee to clear doubts, if any.
(v) Performance try-out:
To know the effectiveness of training all the trainees are tested. Testing is done by:
(a) Conducting oral or written tests to the trainees to ascertain how far they have learnt the principles and techniques of performing the job.
(b) Conducting structured interviews about the job.
(c) Asking the trainees to do the job to ascertain their performance.
(d) Studying the profiles and charts of carrier development of the participating trainees and related assignment techniques.
(e) Eliciting the opinion of the top management about the trainees’ job performance.
A final step in the training programmer is the follow-up. In the connection it is necessary to remember that “if the learner has not learnt, the teacher has not taught.” The trainees should be informed about their performance so that they can improve upon it in future. Providing feedback encourages the trainees to perform better because they will be able to identify the crucial areas where they are lacking; to know their weak spots and their strong points in performing the given task. After knowing the limitations it becomes very easy for the trainees to remove them and become successful on their jobs.