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 Training

Implementing

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 The trainer need 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 on participants. 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:

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 as well. Just contact us for more details. Customers in the USA, Asia-Pacific or other regions are requested to contact their nearest Alterian office for any information regarding training courses.

Communications

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

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

Cancellations
All cancellations must be received in writing* and the following company policy will apply: 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

the details (when, how and how much) of the time allocated outside routine work duties is for offthe-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. 2. 3. 4.

Small Business Managing Employees Recruiters Difference Between the Internal & External Recruitment Strategies

Difference Between the Internal & External Recruitment Strategies

Internal Recruitment
An 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

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, your culture 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, you are 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.