Common Types Of Training To Help You Become Skilled

Before a person becomes skilled in a particular job, he had undergone training conducted freely by the company for employee skill enhancement programs or by outside training. Here are the common types of training that usually done in companies for their newly hired employees.

On the job-training and Job rotation. On the job-training (OJT) is normally given by a senior employee or supervisor. The trainee is shown how to perform the job and allowed to do it under the trainers supervision. One method of on-the-job training is job rotation, sometimes called cross training. Under OJT, an employee learns several different jobs within a work unit or department and performs each for a specified time period. One positive point of job rotation is that it allows flexibility in the department. For example, when one member of the department is absent, another can perform the job.

Vestibule training. In Vestibule training, procedure and equipment similar to those used in the actual job are set up in a special working area called a vestibule. For example, you land in a folder printing company; the trainee there is taught how to perform the job of printing folders by a skilled person and is able to learn a job at a comfortable pace without the pressure of production schedules. The main advantage of this method is that the trainer can stress theory and use of proper technique on how to print folders right rather than the output, and the student can learn by actually doing the job. However, this method is expensive and the employee still must adjust to the actual production environment. Vestibule training has been used for training typist, word processor operators, bank tellers, clerks and others in similar job descriptions.

Apprenticeship training. Apprenticeship training dates back to biblical times. It is frequently used to train personnel in skilled trades such as carpenters, brick layers, electrician, mechanics and tellers. The apprenticeship period generally lasts from one month to one year. During this time, the trainee works under the guidance of a skilled worker.

Classroom training. Classroom training is conducted off the job and is probably the most familiar method of training. Classroom training is an effective means of quickly getting information to large groups with limited or no knowledge of the subject being presented. It is useful for teaching actual material, concepts, principles and theories. Portions of orientation programs, some aspects of apprenticeship training and safety programs are usually presented with some form of classroom instruction. However, classroom training is used more frequently for technical, professional, and managerial employees.

Programming instruction. The increased availability and lower cost of computers have made the use of programmed instructions more attractive. Programmed instruction requires the trainee to read material on a particular subject and then to answer to questions about the subject. If the answers are correct, the trainee moves o to new material. If the answer is incorrect, the trainee is required to read the material and answer additional questions. The material is programmed and instruction is presented either in text form or on computer video displays. Regardless of the type of presentation, programmed instruction provides active practice, a gradual increase in difficulty over a series of steps, immediate feedback, and an individualized rate of learning. It is normally used to teach factual information.

Management development program. Management development program is a systematic process of training and growth by which individuals gain and apply knowledge, skills, insights and attitudes to manage work organizations effectively. There is a change of attitude to manage work organizations effectively. Management development needs to be a planned, systematic process that integrates the organizations response to changing external and internal environments with the aspirations of individuals within. The change of attitudes and the eventual change of personality is a long process. Such an approach must be flexible enough to accommodate any environmental change. The increasing complexity of problems, both technological and environmental, demands more rigorous skills and talents from managers. The development programs must sense this and re-structure their programs to meet new objectives and goals. Management development is concerned with developing the attitudes and skills necessary to become or remain an effective manager.