Training & Development

Soft skill development

Of
Uniform personnel

Group -II
 Introduction

Uniform personnel – All kinds of organizations where its personnel

wear uniforms

Defense forces

The Police forces, and

The Paramilitary forces

Why Uniform Personnel

Helm of Affairs at Prestigious Organizations

Often Criticized for poor interpersonal Skills & People Management

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Training & Development - Term VI
 Need Analysis

Communication Skills

Time Management

Anger Management

Telephonic Etiquette

Team Building and Leadership

Social and Business Etiquette

Presentation Skills

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Training & Development - Term VI
 Conceptualization of Training Methods

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 Training Methods – Week 1 of 3
Objective - Understanding the needs and implications of soft skills in profession
Method Used: Lecture/Discussions
Rationale: To begin with, it’s important for participants to appreciate the need of soft skills in their
profession. The first few lectures would focus on the following aspects:
•Explaining the importance of soft skills in the profession
•Explaining the impact of soft skills on the image of organization
•Explaining the connect between their soft skills and the career growth

Trainees Categorization :
•Green - already have requisite soft skills and don’t need additional training
•Red - seriously lack soft skills and require maximum attention
•Yellow - Falling between Green and Red categories

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 Training Methods – Week 2 of 3
Objective - Developing behavioral and interpersonal skills

Method Used: Behavior Modeling

Rationale : Behavior Modeling uses the innate inclination for people to observe others to
discover how to do something new

Procedure: In this method, some kind of process or behavior is videotaped

and then is watched by the trainees. Games and Simulation section is also
included because once the trainees see the videotape, they practice the
behavior through role plays or other kind of simulation techniques. The
trainee first observes the behavior modeled in the video and then
reproduces the behavior on the job.

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 Training Methods – Week 3 of 3

Objective - Putting things learnt into practice

Method Used: On the Job Training

Rationale : This would help trainees to practice the skills learnt under the supervision
of trained superiors.
This part of training will also incorporate an evaluative component.

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 Training Evaluation
Process of Training Evaluation
Before Training: The learner's skills and knowledge are assessed before the
training program.

During Training: It is the phase at which instruction is started. This phase

usually consist of short tests at regular intervals. To be done during week 2 of
program

After Training: It is the phase when learner’s skills and knowledge are
assessed again to measure the effectiveness of the training. To be done in the
last week of program, this would involve a 360 degree feedback mechanism
Observation : On the job trainers (superiors) would evaluate trainees on their
performance
Customer feedback: Customers would be asked to provide feedback on their overall
experiences with the uniformed personnel services/behavior.
Questionnaire: Trainees would be asked to provide feedback on the overall program.
Self-assessment: Trainees would be required of self-assessment. This would be then
compared with the assessment from other parties. Any discrepancies would be further

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investigates and sorted out
Training & Development - Term VI
 Training Evaluation
Donald Kirkpatrick's four levels of evaluation model
Level Evaluation Evaluation description and
type (what is characteristics
measured)
1 Reaction Reaction evaluation is how
the delegates felt about the
training or learning
experience.
2 Learning Learning evaluation is the
measurement of the increase
in knowledge - before and
after.
3 Behaviour Behaviour evaluation is the
extent of applied learning
back on the job -
implementation.
4 Results Results evaluation is the
effect on the business or
environment by the trainee.
Training & Development - Term VI
Examples of Evaluation tools Relevance and
and methods practicability
'Happy sheets', feedback forms. Quick and very easy to
Verbal reaction, post-training obtain. Not expensive to
surveys or questionnaires. gather or to analyse
Typically assessments or tests Relatively simple to set up;
before and after the training. clear-cut for quantifiable
Interview or observation can also skills. Less easy for complex
be used. learning.
Observation and interview over Measurement of behaviour
time are required to assess change typically requires
change, relevance of change, cooperation and skill of line-
and sustainability of change. managers.
Measures are already in place via Individually not difficult;
normal management systems andunlike whole organisation.
reporting - the challenge is to Process must attribute clear
relate to the trainee. accountabilities
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Training & Development - Term VI 10