The process starts with an understanding of the situation requiring more effective behaviour i.e., what performance is to be improved. The “what” precedes “whose”. During this phase the trainer organization actively involve themselves to carry out the following activities.
Identification of task: Task in this context, is the expected activity or a set of activities to be done by the employee in order to achieve theeffectiveness inthefunctioning of the organization. The gap between what is expected and what is actually happening will form the base for identification of task.
Deciding execution system: How and by whom the identified task should be put into action? – has to be answered. It involves two sub systems.
Sub system i- Defining the system of execution- The task is sequentially structured into different components and each component should be described in terms of activities to be performed to achieve the component. At the end of this step one will be clear with the following functions
Resource-input functions
Product-output functions
Planning and managerial functions
Sub system ii- Identifying personnel to perform the functions Organizations are composition of different departments and functionaries. Each one will be performing their respective jobs. Similarly the new functions are also to be assigned.
Deciding the team: In organizations there will be different levels of personnel in different departments. These levels are both vertical (head of department, supervisors, and assistants) and horizontal (all, heads, all supervisors, all assistants). The personnel to perform the identified task are to be teamed which either may be assigned to single department or different levels of personnel from different departments, assigning who should do what. This clarifies the following two issues.
Composition of team
Division of work among the members of team
Plan of function – This includes two components
New arrangement of functions: Newly emerged functions need to be fit into the job chart of personnel.
Job description: New job chart need to be described specifically i.e., technically and operationally.
Technical description should include
Nature of work
Quantity and quality specifications
Procedures and processes
Information documentation
Operational should include
The kinds of personal contact with others, for example, colleagues, customers;
The pressures on the job, such as quick decisions and heavy responsibilities;
Any wide variations in the quantity of work and the time required to complete them
Targets.
Identification of trainees: Based on who should perform what function; the list of trainees including different levels should be made(Figure)
Participants