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A training program has to be developed to meet the individual needs of the athlete

and take into consideration many factors: gender, age, strengths, weaknesses,

objectives, training facilities etc. As all athletes have different needs, a single

program suitable for all athletes is not possible.

To put training program into effect according to definite plan or procedure is

calledtraining implementation. Training implementation is the hardest part

of the system because one wrong step can lead to the failure of whole training

program. Even the best training program will fail due to one wrong action.

Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is

implemented. Completing training design does not mean that the work is done

because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is

the most important factor to taste the success. Therefore, following are the

factors that are kept in mind while implementing training program:

The trainer Thetrainerneed to be prepared mentally before the delivery

of content. Trainer prepares materials and activities well in advance. The

trainer also set grounds before meeting with participants by making sure that

he is comfortable with course content and is flexible in his approach.

Physical set-up Good physical set up is pre requisite for effective and

successful training program because it makes the first impression onparticipants. Classrooms should not be very small or big but as nearly square as

possible. This will bring people together both physically and psychologically.

Also, right amount of space should be allocated to every participant.

Establishing rapport with participants There are various ways by which a

trainer can establish good rapport with trainees by:

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Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners

Starting the class promptly at the scheduled time

Using familiar examples

Varying his instructional techniques

Using the alternate approach if one seems to bog down

Reviewing the agenda At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants

the goal of the program, what is expected out of trainers to do at the end of the

program, and how the program will run. The following information needs to be

included:

Kinds of training activities

Schedule

Setting group norms

Housekeeping arrangements

Flow of the program

Handling problematic situations

Training Policies

Courses are held at our training centers in Chicago (USA), Newbury (UK), Bristol (UK)or in Hilversum (The Netherlands). Upon request, training can be delivered on-site aswell. Just contact us for more details.Customers in the USA, Asia-Pacific or other regions are requested to contact theirnearest Alterian office for any information regarding training courses.

Communications

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In written communication with us, always mention the training code, the name of thedelegate, your company name and your billing address.

PaymentAfter receiving your purchase order, we will send you an invoice. Full payment must bemade prior to the course starting. Please make cheques payable to Alterian.

CancellationsAll cancellations must be received in writing* and the following company policy willapply: Cancellations received in writing at least 15 working days prior to the start of the training

will incur no cancellation fee.

Cancellations received in writing between 10 and 14 working days prior to the training

course will incur a cancellation charge of 50% of the course fee.

Cancellations received in writing less than 10 working days prior to the training course will

incur a cancellation charge of 100% of the course fee.

Training Plan.

The training plan will outline who will deliver the training, and when and where your apprentice or

trainee needs to go to receive the structured component of the training.

A training plan must be devised within three months of an apprentice or trainee commencing their

apprenticeship or traineeship and prior to the delivery of any structured training.

Treat the training plan as a working document. It should be flexible enough to meet all your needs.

Remember that you can talk about this to your registered training organisation at any stage during

the training.

What to include in the training plan

The training plan must specify the following:

the competencies to be obtained

the time-frame for achieving the competencies

the training to be undertaken

the delivery modes to be employed

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the details (when, how and how much) of the time allocated outside routine work duties is for off-

the-job training

who is responsible for the delivery and/or assessment of each competency

assessment details and arrangements

a record of any recognised prior learning (RPL) for qualifications and cross-credit hours granted

prior to commencing the apprenticeship or traineeship. RPL involves the assessment of any existing

relevant skills and/or qualifications. This crediting process can reduce the length of the off-the-job

training or the duration of the overall apprenticeship or traineeship.

the name of the qualification to be issued

any other specific requirements to be met in accordance with the particular training contract in

question

1. Small Business

2. Managing Employees

3. Recruiters

4. Difference Between the Internal & External Recruitment Strategies

Difference Between the Internal & External

Recruitment Strategies

Internal RecruitmentAn internal recruitment strategy is characterized by promoting employees from within an

organization to fill upcoming positions. Many firms use such devices as job posting

boards, email flashes, intranet posts and fliers to advise existing employees of positions

they may vie for. This recruitment may be in the form of creating and shuffling

temporary teams to fill certain tasks or may be permanent changes. Internal recruitment

may be primarily horizontal or it may be for promotions in which the promoted

employee's former position may not be filled.

External Recruitment

An external recruitment strategy is one which a human resources department will

systematically search the employee pool outside its own employees to fill positions.

Many firms will use advertisements in newspapers, job search websites, job fairs and

referrals from current employees to fill positions. Some companies will utilize a

temporary employee agency to fill positions that can be completed quickly and with less

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company-specific skill required to complete the desired task. Other firms will use

headhunters or hiring consultants to seek, screen and deliver employees for a fee.

Advantages of Internal Recruitment

Internal recruitment has some natural advantages. You do not have to "reinvent the

wheel" with an internal recruit. He will likely understand your business model, yourculture and your processes before assuming the new position. The resulting outcome is

that he will assimilate into the new position faster than a new employee who will need to

be trained on the many formalities of your firm from benefits to where your fire exits are

before he can begin job-specific training. These employees take longer to find, longer to

train, more money to prepare for the job and may not fully integrate into your culture

after all of the training process. Often, the opportunity to advance provides a strong

motivation in a firm that employs a strong internal recruitment strategy.

Advantages of External Recuitment

External recruitment also has some substantial advantages. Unlike internal recruits, youare getting an inflow of often completely new ideas with an employee who has not been

exposed or overexposed to your corporate culture. An outside prospect often yields new

ideas. She may bring information or methodologies from her former employer that can

be integrated into your best practices. Internal job pools may cause problems with a

larger company's diversity mix, and lead to problems with the Equal Employment

Opportunity Commission in terms of promoting a diverse workplace. External job

recruiting allows for rebalancing in this realm if needed. External recruiting may lead to

team stability, as teams may remain intact when hiring externally.