How to Develop an Effective Training Program

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  • 8/9/2019 How to Develop an Effective Training Program





    DATE = 28-31 DECEMBER 2009TIME = 8am-5pmVENUE = Conference room,

    Hyatt Regency Kuantan ResortTelok Chempedak, 25050 Kuantan,

    Pahang, MalaysiaTel: +60 (9) 518 1234 Fax: +60 (9) 567 7577



    When we are dealing with changing attitudes and behavior in employees, which are the most

    difficult attributes to change in individuals. But, with a little perseverance, as more peoplecomplete the program they begin to speak a common language. Soon, it will start to see a

    behavioural change within the organization that will provide long-term and lasting benefits..Originally focusing on the engineer community, human factors has now spread into the trainingsphere of maintenance technicians as maintenance resource management (MRM). As we workwith maintenance staff to provide awareness training in human factors, we need to avoid the

    mistake of merely adapting the existing. The human factors program for maintenance requires adifferent approach just as engineers and maintenance personnel are very different. For example,

    engineers are more open with their communications and freely express their feelings andopinions while maintenance personnel, in general, keep to themselves and are reluctant to

    express themselves as often as they should.

    Key Words-Based on items selected before, As the head of Maintenance ServiceDepartment I have developed a training program for my assistance such that they

    meet the important of maintenance training and benefits. This will includes thetransformer, Transmission line and high voltage line system because there are put

    in one term Electrical Power Systems



    This document describes a process for developing a training program that will assist users inmeeting the. The process outlined in this document represents a method for building a qualitysystems training program that uses a focused needs assessment. It is not intended for use outsideof this purpose. The steps described in this document are designed for a general audience with

    limited experience in training program development. Besides endorsing the training, seniormanagers also should participate in the classes and take the message to heart. The most seniorperson at the top of the organization needs to go through the training, needs to support it, and

    needs to model the behavior taught in the class in their own working environment. If senior
  • 8/9/2019 How to Develop an Effective Training Program


    management does not model the behaviors that are taught in the class, the change in attitude andculture will not carry throughout the organization. But, with the active participation of

    management and the technician workforce, benefits of human factors training will start to berealized, including a reduction of incidents that can be the start of a catastrophic chain of events.


    DATO' IR. HAJI KALID BIN HAJI ALIAS, Management ServicesDATO' DR. IR. WAHID BIN OMAR, Energy Efficiency and Power AlertLIM MENG FATT, Power Quality and Safety PowertipsD. INDERJIT SINGH,Training & Development and Operation & Maintenance



    MODUL 1






    MODUL 4

    COST FOR THIS COURSE RM 300.00 for each person including with accommodations



    28/12/2009 MODUL 1

    Qualified Person Requirements

    Before the needs assessment and job/task analysis can be properly conducted therequirements for qualifying employees must be established. These OccupationalSafety and Health Administration (OSHA) mandated requirements establishthe foundation for training and qualifying maintenance employees and must beconsidered when conducting the needs assessment as well as the job/task analysis.Early editions of the National Electrical Code (NEC) and OSHA 29 CFR1910.399 defined a Qualified Person as: One that is familiar with theconstruction and operation of the equipment and the hazards involved. .OSHAalso states that qualified persons are intended to be only those who are wellacquainted with and thoroughly conversant in the electric equipment and electricalhazards involved with the work being performed. . The 2005 Edition of the NECexpanded this definition and now requires a qualified person to be One who has
  • 8/9/2019 How to Develop an Effective Training Program


    skills and knowledge related to the construction and operation of the electricalequipment and installations and has received safety training on the hazardsinvolved. . Since one of the three qualification requirements is to receive safetytraining on the hazards of the equipment, it must be addressed specifically. OSHAhas provided strict regulations for safety training that go hand-in-hand with the

    qualification of an employee. The following information is provided in order toclarify the OSHA mandates for training employees in the electrical field. OSHArequires employees to be trained in and familiar with the safety-related workpractices, safety procedures, and other safety requirements as it pertains to theirrespective job assignments. OSHA also requires employees to be trained in anyother safety practices, including applicable emergency procedures that are relatedto their work and are necessary for their safety.Qualified employees are required to be trained and competent in: Skills and techniques necessary to distinguish live parts for other parts of theequipment Skills and techniques necessary to determine the nominal voltage

    Minimum approach distances to live parts The proper use of:o Special precautionary techniqueso Insulating and shielding materialso Insulated tools and test equipmento Job planningOSHA states that a person must have this training in order to be considered aqualified person. They also require the employer, through regular supervision andannual inspections, to verify that employees are complying with the safety-relatedwork practices. Additional training or retraining may also be required if: The supervision or annual inspection indicate noncompliance with work practices

    New technology New types of equipment Changes in procedures Employees are required to use work practices that they normally do not useOSHA also considers tasks that are performed less often than once per year tonecessitate retraining before the performance of the work practices involved. Thisretraining may be as simple as a detailed job briefing prior to the commencement ofthe work or it may require more in-depth classroom instruction along with on-the-job training. All training is required to establish employee proficiency in the workpractices and procedures. In fact, OSHA requires the employee to demonstrateproficiency in the work practices involved before the employer can certify that theyhave been trained. Note the statement that requires the employee to demonstrateproficiency in the work practices involved. The only way the employee candemonstrate proficiency is through a written exam and/or to actually do the workafter receiving or as part of the training. Hands-on training would be required inorder to accomplish this OSHA requirement (see Fig. 1).

  • 8/9/2019 How to Develop an Effective Training Program


    Figure 1

    Hands-On Low-Voltage Circuit Breaker Training

    The OSHA Electrical Safety-Related Work Practice regulation, 29 CFR1910.331-.335, provides the same basic requirements as 1910.269 for trainingqualified persons. These same training requirements are also found in the NFPA70E-2004, Standard for Electrical Safety in the Workplace. As can be seen by theabove statements, proper training is a vital part of the workers safety andproficiency, as well as being a mandated OSHA requirement.

    28/12/2009 MODUL 2

    Needs Assessment

    Now that it is understood who a qualified person is and why they must be properlytrained, the next step is to determinewhat the specific needs are. The needsassessment isrequired before any significant training can be developed andimplemented. This assessment involves relevantcompany personnel who are awareof the job requirementsand all applicable codes, standards, and regulations.Information that is collected will provide insights into anypast or presentperformance problems that must beaddressed in the training program. This processcan alsobe used to determine whether or not training is the solution to anyproblems that may exist. Other factors, which affectperformance, must also berecognized and considered.These other factors could include the quality ofprocedures,human factors, management style, and work environment.Any one orall of these factors may affect job performance.The needs assessment shouldinclude, but not be limitedto, an in-depth review of the fol


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