(before the normal work routine begins). Allowing personnel to learn by doing (skill) is also more effective  than  giving  them  group  lectures (knowledge). To be successful, training MUST be a normal, scheduled part of the division routine, while on- the-job training should be continuous in every work center. Allow time for a carefully thought- out, hands-on training program that is free from the ordinary pressure of everyday work. Training should include a certain amount of repetitiveness to be effective. It should also take place for short periods on a frequent basis rather than for longer periods spaced farther apart. Effective training should last 45 minutes to 1 hour and be held three times a week. Training conducted for 2 or 3 hours once a week simply isn’t as effective. Instruction and Evaluation The training requires instruction of personnel and evaluation of their individual progress and ability to function efficiently and safely as a team. Analysis An analysis of training effectiveness involves observing  group  and  individual  performance, comparing results with standard criteria, and recognizing deficiencies and methods for improve- ment. REQUIREMENTS FOR EFFECTIVE TRAINING We discussed the three features that make a well-developed and effective training program. Now, we will cover five requirements of effective training. As you read each of the requirements, ask yourself, Am I using this step or requirement in my training now? 1. Dynamic instruction —You need to prepare instruction that shows you have a thorough knowledge of the subject and then present the information in a professional manner. Repeat information for emphasis only. 2. Personal interest —Persons in authority must show an interest in your training program. Division Officers must ensure the petty officers responsible  for  training  and  qualifying subordinates know the subject matter. The petty officers must also possess the practical skills to clearly demonstrate and communicate the subject matter. 3. Quality control —The chain of command must reinforce training. A senior member can do that  by  questioning  subordinates  about information they are credited with knowing or by requiring them to demonstrate skills they have attained. 4. Technical support  —Supervisors  must ensure manuals, technical publications, operating procedures,  safety  precautions,  and  other references required for training are available and current. 5. Regular schedule —You must schedule instruction on a regular basis. TRAINING METHODS Of the many training methods available, you will find some work more effectively for you than others. You will also find that each method has its pros and cons. THE SCHOOL OF HARD KNOCKS METHOD The “school of hard knocks” is the least effective method of training. When using this method, a supervisor places trainees in a work situation and leaves them to learn as best they can on their own. That is a crude and wasteful way to learn. It does not guarantee trainees will learn the skills they need to do their jobs properly. It also encourages the development of bad working habits that are frequently difficult to correct. THE APPRENTICESHIP METHOD The apprenticeship method involves on-the- job training of personnel individually or in small groups by experienced workers. The experienced workers show the trainees the ropes and teach them all they need to know about their jobs. Properly used, this method can be extremely successful.  Unfortunately,  it  also  has  many drawbacks. Its success depends on the quality of the  experienced  worker  as  an  instructor.  Its success also depends on the quality of the training guides the instructor and the trainee use. Without a training guide, the instructor may forget some information or inadvertently pass on bad work habits. Problems arise when the instructor neglects to preplan, is not a good instructor, or resents being saddled with an apprentice to train. 5-2