The induction training not only helps personal adjustment of the new employee to his job and work group but also promotes good morale in the organisation. An induction programme should aim at achieving the following objectives: (a) To build up the new employee’s confidence in the organisation so that he may become an efficient employee. (b) To ensure that the new employee may not form false impressions regarding his place of work. (c) To promote a feeling of belonging and loyalty. (d) To give information to the new employee about canteen, leave rules and other facilities etc.
In short, planned induction welcomes a new employee, creates a good attitude, reduces labour turnover and makes the employee feel at home right from the beginning. 2. Job training:The object of job training is to increase the knowledge of workers about the job with which they are concerned, so that their, efficiency and skills of performance are improved. In job training, workers are enabled to learn correct methods of handling machines and equipment avoiding accidents, minimising wastes etc.
Under this technique, an employee is placed in a new job and is told how it may be performed. It is primarily concerned with developing in an employee the skills and habits consistent with the existing practices of an organisation and with orienting him to his immediate problems. The employees learn the job by personal observation and practice as well as occasionally handling it. It is learning by doing, and it is most useful for jobs that are either difficult to explain or can be learned quickly by watching and doing. The actual training follows a four-step process: (a) Preparation of the trainee for instruction. (b) Presentation of the instructions in a clear manner.
(c) Having the trainee try out the job to show that he has understood the instructions. (d) Encouraging questions and allowing the trainee to work alone and the trainer should follow up regularly. 3. Promotional Training:Many concerns follow a policy of filling some of the vacancies at higher levels by promoting existing employees. This policy increases the morale of workers.
When the existing employees are promoted to superior positions in the organisation, they are required to shoulder new responsibilities. For this, training has to be given. 4. Refresher Training:With the passage of time, employees may forget some of the methods, which were taught to them, or they may have become out-dated because of technological development and improved techniques of management and production.
Hence, refresher training is arranged for existing employees in order to provide them with an opportunity to revive and also improve their knowledge. According to Dale Yoder, “Retraining (refresher training) programmes are designed to avoid personnel obsolescence”. Thus, refresher training is essential because (a) Employees require training to bring them up-to-date with the knowledge and skills and to relearn what they have forgotten.
(b) Rapid technological changes make even the most qualified workers obsolete in course of time. (c) Refresher training becomes necessary because many new jobs are created that are to be manned by the existing employees. 5. Apprenticeship Training:Apprenticeship training system is widely in vogue today in many industries. It is a good source of providing the required personnel for the industry. Under this method, both knowledge and skills in doing a job or a series of related jobs are involved.
The apprenticeship programmes combine on-the-job training and experience with classroom instructions in particular subjects. Apprenticeship training is desirable in industries which require a constant flow of new employees expected to become all-round craftsmen.