your unit's mission, you must have trained personnel to carry it out. All petty officers in the Navy are responsible for training the personnel under their immediate supervision. Do NOT take this responsibility lightly.

TRAINING Effective

training requires a great deal of planning and directed effort. To prevent a haphazard approach to the job of training, you must organize materials into logical sequence and have an accurate method for measuring the results. If any learning takes place, there must be some results. If you push as hard as you can on an object and there is no result - if you fail to move it - no work has been done regardless of the energy you expended. If no learning takes place, you have not trained. Three steps that may help you in planning and carrying out your training programs are as follows:

1. Encourage learning by using the comet training methods.

2. Measure achievement at regular intervals to assure that learning is taking place.

3. Record results to document progress and to improve your training system.

Evaluation

Evaluations are worthwhile tools. Both you and the trainee will want an evaluation of the work accomplished. Generally, the most valid trainer evaluations are obtained by testing the trainees. If they have learned to perform in a highly satisfactory manner, this is an indication that training has occurred. Personnel must be trained correctly. Improper training, in many cases, is worse than no training at all.

Performance Testing

Performance testing can help you do a better job of conducting an OJT program. You can use performance tests to find how well your trainees are doing their jobs. However, it is difficult to find a test that truly assists you in evaluating performance.

Performance tests should enable you to rate the work of subordinates accurately enough to carry out the following objectives:

To help you determine the qualifications of personnel entering OJT programs.

To aid you in rating the improvement of persons undergoing OJT.

To help determine whether trainees can actually perform the tasks they are being trained to do.

To assist you in assigning new people to particular jobs.

To help you locate the strengths and weaknesses in OJT programs.

Since it is a practical check on a work project, a performance test must be a sample work situation in which the trainee performs some active piece of work that can be examined. The test is not designed to measure what a person knows about the job (a written or oral test may fill that need for you). Instead, it is intended to help you rate that person's ability to actually do the job. Do the best you can in organizing and administering the performance test. There will always be room for improvement in most of the testing that you do.

WORK ASSIGNMENTS/SHOP SCHEDULES

Being the supervisor of a crew or shop is an important responsibility. You have personnel assigned to you whom you must employ effectively and safely. Your supervisor expects you not only to meet production, but also to conduct training. The following section contains information that will assist you in the daily planning, organizing, and coordinating of work assignments and shop schedules. You must master these skills to meet the production schedule safely.

PLANNING

In planning, you determine requirements and devise or develop methods and schemes of action for constructing a project. In addition to day-to-day planning, consider the following primary matters in construction: work element estimates, material estimates, equipment estimates, manpower estimates, job or job site layout, material delivery and storage. These matters depend upon each other and all are part of any well-planned project. The success of any project depends to a great extent upon the attention to detail and the care taken in planning.