INDUSTRIAL TRAINING
INDUSTRIAL TRAINING
INDUSTRIAL TRAINING
*D.Murugesan
Introduction
Industrial training is perhaps one of the most neglected areas of management responsibility in India. There are a number of reasons because of which industrial managements in india have so far justified their reluctance towards any substantial investment in "within the industry training programmes. A vast number of our managements genuinely view the establishment of systematic training within the company as both avoidable and wasteful expenditure. Except for a few progressive firms, the vast majority of companies, big and small, are unable to clearly conceptualize any relationship between training and improve performance or profit. "let us get on with improving performance or profit. "Let us get on with improving our production further and devote our full time for it; the training can wait for some time", is a commonly heard remark in most companies. Whatever justification such a philosophy may appear to have, it is valid in the short term only.
Requirements of Training
Training refers to effectively systematized and evaluated attempts in any programme, tailor-mode to fit the needs of a particular organization, for developing in men and women at various levels of responsibility certain attitudes, actions, skills, and abilities that enable them to make the most effective contribution, as a living organism, to the combined effort, while removing gross inequalities in organization and improving their specific job performance. The requirements of any training programme may be conveniently grouped into eight heads which may be considered as essentials. These may be fitted into the circumstances of a particular organization
Attitudes
Knowledge, however, is not an end in itself, It must be directed to creating right attitudes towards management policies. Knowledge, for its absorption and becoming part of the working equipment, required creation of interest and willingness to learn. Training which concentrates on the initiation of newcomers does not go beyond the first step and that which is satisfied with the acquirement of knowledge stops in the middle.
In any training programme, therefore, the creation of the right attitude is very essential for the development of people after the routine knowledge has been acquired. The object of directing training towards attitudes is to make the trainee self-confident, influencing, inquisitive, and responsive in the work process.
Training for all
Training is a process which never ceases until the day of final retiremenht of an employee. It is not simply a treatment given once to new employees only and them dropped until a promotion or transfer is about to occur. The continual process of direction, correction, and improvement in performance, at every level of employment, is one of the chief characteristics of training. As such, it cannot be regarded merely the casual information given by the senior to the junior in the manner "half explained and quarter understood". It must include in a varying degree every member of the staff and every department of the organization. Training must be carefully worked out in line with the latest developments in the world of knowledge and experience, while keeping an eye on the needs which may arise out of them in the future. In fact, training cannot be effectively practiced in isolation.
Active participation
Another essential thing of a training programme is that it must arouse active interest and willingness to cooperate. It gives satisfaction is the trainee feels from the beginning that he has a contribution to make and that this is values. Training is a school where teaching is a joint endeavour conducted in active participation of the trainer as well as the trainee. This method of training by mutual consultation secures equality of interest, provides an opportunity to find and remove the causes of indifference or resistance, helps the trainees towards a constructive interpretation of their own experience and finally encourages the group members to do their own teaching and thus gives them confidence in their own knowledge and future development.
Timing of training
Training in its concrete expression must be timed extremely carefully with the trainee's progress. In the training material presented to him, a trainee must get an opportunity of applying it to his own work, directly or indirectly. Theories cannot be understood without any possibility of testing their validity. In any case, the success of any training programme is not to be judged by what the trainer expects from the trainee but by what the trainee receives form the trainer. Interest can only be built up when the training starts from the receiving end. It has been wisely said that over-training is as dangerous as under-training and the trainee who is confronted with a mass of facts or is asked for his opinion on points before he is qualified to judge either becomes confused and insecure or gains a false confidence which is a source of future failure.
Conformity with objectives
Training must be based on the requirement of a particular department or organization. At every stage and in every detail, it must be in line with the policy and aims of the department which it serves.
Fulfilling certain needs of employees
A training programme, in order to be effective, should be directed to fulfill certain basic needs of individuals in an organization so that they can turn out to be better suited for the discharge of their present or future responsibilities. These needs fall under three heading, viz, improved social skills in communication, human relations, etc.; improved managerial skills in planning, delegation, coordination, control, training, evaluation, etc.; and technical skills in technical policies and procedures, etc.
Management climate
Lastly, the favorable attitude of the top management to the day-to-day process of growth of the managerial cadre as well as the operative level of employees is of paramount importance for the success of a training project. An employee, whatever be his native talents, working in a restrictive climate which stifles his initiative and creative thinking and action will decidedly respond poorly to a training assignment.
Aims of Training
The training programme in any large-scale organization should have its main aims as follows:
Attainment of precision and clarity in the transaction of business
continuing adjustment of the employees' outlook and methods to new needs of new times.
inculcation of broad views to counteract the tendency towards robot-like efficiency and mechanization by the machine.
Vocational training, not merely to fit the individual to his present work but also to develop his capacity for higher work and greater responsibilities.
The payment of special regard to staff morale, in order to offset the adverse effects of routine work.
These aims should be looked upon as constant, as the training is a continuous process which goes on all the time.
Basic Approach
Industrial training schemes, to be successful, have to satisfy certain important industrial objectives. The basic approach thus has to be positively economic in nature. All training programmes must, therefore, be well planned and competently executed, almost like a business or a technology operation. An enthusiastic training programme need not be necessarily useful also. As time goes on and cost of training increases, the training managers (like the maintenance managers) would have to be prepared to relate the expenditure on training towards contribution to profit, growth, and efficiency. Otherwise, the training department budgets and investments will be the first to suffer whenever down-turns in business force an economy drive. A timely modern in-plant training scheme should scientifically design its basic approach, which comprises the following:
1. profit objectives as a Take- off point
Specific objective should be to improve skill and motivation of supervision talents and operational skills aimed primarily at cost reduction
2. Reinforcement capability to Human Working Capital
Should aim at proper return from cost of training in the short run; for example, reliever training in continuous industries.
3. Training as capital budgeting
To prepare major personnel replacement programmes in keeping with the long-term modernization and expansion schemes. It is an investment programme or capital budgeting for investment in human capital
4. Technologically undated information
It should be ensured that the training content is relevant, the methods of knowledge transfer are effective, and the quality and the quantity of training programmes and their timeliness are adequate and sufficient.
Conclusion
Training is a continuous process and in the lo9ng range considerable return on investment is obtained in the form of higher production and productivity, better quality of products, better utilization of plants etc. Keeping these things in view, it is desirable that each organization should earmark some amount in the budget every year on training and development and also have a proper system of evaluation to assess the benefits achieved by this investment
INDUSTRIAL TRAINING
By: d.murugesan
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