Page 84 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Unit 5: Training Implementation

Notes

Task Find out the options available for a small or medium size organization for
outsourcing the training programme and compare it with training programme outsourcing
options availability for large organizations.



Case Study CORIL Programme

fter the nationalisation of Caltex Oil Refining (India) Limited, (CORIL) the
Hindustan Petroleum Corporation decided to recruit operatives for its Refinery,
Aboth for its expansion project as well as for its attritional vacancies. Hitherto
CORIL used to recruit postmatrics and train them thoroughly before they were inducted.
Now, HPCL has decided to take science graduates for operatives keeping in line with the
current practice in the petroleum industry in the country. Since oil refining technology is
comparatively new to the country, systematic and sustained training has to be provided.
Therefore, a one year training schedule was drawn up. The new recruitees called apprentices,
were given general orientation about the organisation and explained generally the process
equipment in the first couple of weeks. By the end of two months they were exposed to
basic training. In the next four months intensive training in units/sections were imparted
followed by quarterly performance appraisal. In the next six months the apprentices were
sent for on-the-job training followed by quarterly performance appraisal. At the end of
one year successful candidates took up regular job as qualified operatives.

5.6 Summary

 Implementation involves a series of activities, through which training managers bring
the course to learners in accordance with approved design.
 Implementation requires scheduling of courses, faculties, equipments and service providers
apart from arranging for ongoing classroom support, and ensuring the smooth flow of
activities as per the plan.
 A programme can be implemented in three major ways, namely, by buying (i.e.
outsourcing) the programme or making it (i.e. conducting in-house) or by a mixture of
outsourcing and making yourself functions which can be called as blended or hybrid
approach.
 The entire gamut of implementation activities can be classified into blocking the dates,
mobilizing the resources, managing the contingencies and executing the programme.
 The excellence in execution occurs if all the planned activities come live in action on all the
training days, i.e., confirmed trainees and trainers turn up for the programme, the training
hall and laboratory facilities are available, the service providers render the services and
the desired learning occurs as per the plan.
 The seating arrangement for training should be flexible enough to rearrange them easily
for different activities like individual assignment, group discussion, etc.

 Time management is very critical. Never hesitate to inform the trainer in advance the
constraints of time.
 If any trainer continues the session beyond allotted time, it is necessary to intervene by
showing a red flag to him or by sending message on a piece of paper to stop.

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