Refer to Standard Organization and Regula-
tions of the U. S. Navy, OPNAVINST 3120.32B,
for a detailed explanation of how to prepare the
Quarterly and Monthly Training Plan and Weekly
Schedule.
PLANNING AND DIRECTING
TRAINING
Before you begin planning, set a training goal.
Then plan divisional training to meet that goal.
Be sure to allow time for training in personnel
qualification standards (PQS) and the planned
maintenance system (PMS). Also allow time for
general military training (GMT).
GMT is training of a general nature in areas
such as financial responsibility, sex education,
Family Service Center services, and Navy Relief.
Your command’s training officer should have a
set of GMT lectures and the schedule for the
command GMT. Conduct additional GMT when
needed.
An Effective Training Program
An effective training program has three basic
features: (1) compatibility, (2) evaluation and
instruction, and (3) analysis and improvement.
Compatibility means the training program
must work within the command’s framework and
schedule. Make sure the type of training required
will fit into the future schedule of your command.
Instruction involves the actual training of
personnel. Make sure the instructors responsible
for conducting the training or signing qualifica-
tions are knowledgeable and capable of clearly
communicating the subject matter. Evaluation
checks the progress of each person and the ability
of division personnel to function together
efficiently and safely as a team. Evaluate the
instruction to be sure personnel are being properly
trained.
Analysis consists of observing group and
individual performance and comparing the results
with standard criteria. Improvements consist of
steps needed to make training more effective.
To develop an effective division training
program, make sure it includes the following
elements:
Dynamic instruction—Provide instructors
who give well-prepared and professional presenta-
tions. The instructor should give the impression
of having a high degree of knowledge on the
subject.
Positive leadership—Show an interest in
the training program. Make sure persons giving
the lectures and signing qualifications can com-
municate well with others and have the practical
skills needed.
Personal interest—Set realistic training
goals and monitor individual progress. Determine
why a person is below standard and take remedial
action as require to bring the person to the
proper level of training. Acknowledge personal
achievements with rewards, if appropriate, at
divisional quarters.
Quality control—Encourage the chain of
command to become involved in the training
process by testing individuals or having them
demonstrate the knowledge level they are credited
with having.
Technical support—Make sure manuals,
technical publications, operating procedures,
safety precautions, and other references required
for training are available and current.
Regular schedule—Set aside a time every
week for training, preferably on the same day and
time.
Methods of Training
Although you can use various methods to
conduct training, you should use a method of
training that meets your objective. When con-
ducting formal, structured training, use standard
lesson plans. You will find the following methods
effective aboard ship:
On-the-job-training—Use on-the-job training
(OJT) as a personalized means of teaching and
developing professional skills. Use it to teach
personnel how to perform daily tasks such as
those involved in making Planned Maintenance
System (PMS) checks and meeting Personnel
Qualification Standards (PQS). One of the
benefits of OJT is that you can quickly measure
results. Taking time to log the amount of time
your subordinates spend on OJT provides a more
accurate measure of division training.
Team Training—Conduct team training in
watch or battle station assignments through drills
and exercises in port or under way. Take
advantage of training offered by local fleet
5-23
