ROLL CALL AND TRAINING PROGRAMS1

Dr. Oscar G. Nalzaro2

I.

Introduction
Training programs are directed toward maintaining and improving
current job performance, while development programs seek to develop skills
for future jobs. Both managers and non-managers may receive help from
training and development programs, but the mix of experiences is likely to
vary.
Non-managers are much more likely to be trained in the technical
skills required for their current jobs, while managers frequently receive
assistance in developing the skills particularly conceptual and human
relations skills required in future jobs.

II.

Objectives
At the end of the presentation, the participants are expected to:
1. discuss the meaning of roll call and training; and
2. identify and explain the types of training and basic requirements in
training.

III.

The Meaning of Roll Call and Training

Roll call
o is the calling of a list of names, to check that all are present;
o is the calling of the names of people from a list (roll) to determine the
presence or absence of the listed people;
o is the calling known as a register;
o the term applies to the calling itself, to the time moment of this
procedure, and to a military signal that announces it;
o are used in places such as classrooms, the military, prisons, law
enforcement, camps, and Model United Nations;
o in traditions of some schools, the term roll call refers to a general
assembly for various daily announcements;
o Roll Call of Honor is a ceremonial roll call of honorably fallen people
or a list of these people.

_____________
1

A lecture presented to the participants of the Regional Training School 4 on Public Safety Junior
Leadership Course of the Philippine National Police (Cl 2011-02) held at the Law Enforcement
Training Center, Sitio Magarwak, Sta. Lourdes, Puerto Princesa City on 31 January 2012.
2
Associate Professor IV & Director, Provincial Center for Human Rights Education. of the Western
Philippines University, Puerto Princesa City.

Training:
o Defined as a carefully planned and handled effort of management
through competent instructors, to impart know how;
o to develop or improve certain phases of an individuals skills,
attitudes, discipline, behavior or knowledge; and
o to make him either more effective on his present job or better qualified
for another job.
Training for specific skills and for building a stable working force is a
program designed by management to achieve the following objectives:
1. Productivity to make the employee do his job more efficiently.
2. Effectiveness on the present job to make the employee improve
or increase his skills or knowledge in areas that the training
endeavors to develop.
3. Qualification for a better job to prepare him for another job that
is either more difficult or higher in category so that he can
overcome obsolescence.
4. Morale booster to improve the employees attitude toward his
job, his fellow workers, his supervisor and the firm as whole.
When an employee is hired, one of the factors considered is his
potential ability to perform the job efficiently, that is, his aptitude for the work
and chance for success on the job.
Training is designed to help get employees adjusted to the work
situation, develop his pride in and enthusiasm for the job, maintain high
standards of service and help prepare him for advancement.
IV.

Training Programs
Employees need to learn new skills and since their motivation is likely
to be high, they can be acquainted relatively easily with the skills and behavior
expected in their new position.
There are four procedures that managers can use to determine the
training needs of individuals in their organization or subunit:
1. Performance appraisal each employees works measured against
the performance standards or objectives established for his or her
job.
2. Analyses of job requirements the skills or knowledge specified in
the appropriate job description are examined. Those employees
without necessary skills or knowledge become candidates for a
training program.

3. Organizational analysis the effectiveness of the organization and

its success in meeting its goals are analyzed to determine where
differences exist.
4. Survey of human resources managers as well as non-managers
are asked to describe what problems they are experiencing in their
work and what actions they believe need to be taken to solve them.
Management Development Programs
It is designed to improve the overall effectiveness of managers
in their present positions and to prepare them for greater responsibility
when they are promoted.
There are four major formal on-the-job development methods:
1. Coaching the training of a subordinate by his or her
immediate superior is by far the most effective
management development technique.
2. Job rotation involves shifting manager from position to
position so that they may broaden their experience and
familiarize themselves with various aspects of the
organizations operations.
3. Training positions - used to develop managers. Trainees are
given staff posts immediately under a manager, often with
the title of assistant to.
4. Planned work activities involve giving trainees important
work assignments to develop their experience and ability.
V.

Basic Requirements in Training

In planning and carrying out an effective training program, several
factors must be borne in mind:
1. It must be recognized that training is organizations concern.
2. The organization must recognize that training is not a matter of
employees choice.
Learning will take place either by plan or by chance and the
company cannot afford to leave the development of its manpower
by chance.
3. The organization must recognize training as a line responsibility.
4. The organization must recognize that training must be geared to the
needs of the individual as measured by the requirements of his
present and probable future job.

VI.

Types of Training
Employee training and development may be given while the employee
is on the job or away from the job and may include training in skilled, semi-

skilled, technical, clerical and supervisory work. It may be in any of the

following forms:
1. Orientation or induction of new employees, refresher training for
the introduction of new methods and techniques
2. On the-job-training (OJT). Learning while actually working on the
job makes the worker acquire skills and learn new techniques by
doing the job himself under the direction and instruction of a
training instructor or supervisor.
3. Employee training in technical or non-technical areas in company
seminars and workshops.
4. Job rotation.
5. Apprenticeship training.
6. Dual-tech Training, as provided by the dual-tech Training Law.
7. Understudy and special projects or assignments.
8. Guidance and counseling.
9. Supervisory training, to equip a supervisor or foreman with the
needed skills to better perform his duties and to help improve the
performance of his workers.
10. Travel or observations tours sponsored by the company or through
the employees own initiative.
11. Conference, lectures, special seminars, or workshops in different
subjects areas, either within or outside the company.
12. Management or leadership development for potential managers.
13. Study grants sponsored by either the company or some other
organization.
14. Study abroad on the employees own initiative.
15. Training within the industry.
16. Vestibule training. It is training given in a classroom simulating a
real plant or office.
17. Learners in industry. These are usually graduating students in
college who are required to gain experience as a requirement for
graduation.
18. Training through correspondence.
19. Internet/Intranet training (Distance learning).
VII.

Orientation or Induction of New Employees

While induction of new employees is the last phase in the selection
and hiring procedure, it is the first part of the overall training program of new
employees in the organization. It is also the first step in boosting the morale
and motivation of the new employees.
Orientation is the planned and guided program of adjustment of a new
employee to his organization, his job and his associates in the job. It is a joint
responsibility of the personnel department and the supervisor of the new
employee.

Orientation includes:
o The introduction of new employees to the job, also called
induction; and
o The refresher training of workers already on the rolls for their
training to changes in methods, procedures and working conditions.
Objectives of Orientation or Induction Program
The induction program is a means to get the new employee off
to a right start and is designed to bridge the gap between the process of
selection and the day-to-day working relationships of the new
employee in his job.
The specific objectives are the following:
o Create in the new employee a favorable attitude and to
adjust him to his new environment. The methods used for
this purposes are:
a. Welcoming the new employee and introducing
him to the employees with whom he will work.
b. Informing him about the people he is
responsible to and to whom he can go for
whatever information or help he may need.
c. Helping him find his way around by conducting
a tour of the offices, to make him familiar with
organizational set and working environment.
o Provide the new employee with basic information relative
to the requirements of his job.
o Acquaint him with organization policies, procedures and
regulations pertaining to discipline, safety, hours of work,
incentives, promotions, transfer and the like.
o Arouse the employees interest in the importance of the
organizational activities.
o Follow-up on his performance.
VIII. Establishing a Training Program
In establishing a training program, one must remember that it must
support the strategy of the organization. Always distinguish between the
need to know and nice to know. Strategy dictates what employees need
to know. It defines the focus of an organizations training program.
Analyzing Training Needs
The immediate and specific needs of an organization are the
determining factor in the selection of the training courses and

materials. The need for training is usually indicated in the following

instances:
o When a required skill is not possessed by anyone in the
workforce;
o When an employees performance is below standard, but he
has the potential to improve his productivity;
o When morale or production is low;
o When there is a fast turnover of personnel;
o When the rate of absenteeism or accident is high;
o When restiveness or dissatisfaction mounts;
o When supervision is lax; and
o When new technology is introduced.
Training needs may be ascertained by considering the following
questions:
o Is there a problem to be solved?
o Who needs the training?
o What is the nature of the training? (remedial or
improvement required by the situation).
Other Training needs Assessment Methods
The interview method appears to be the most popular means of
eliciting information on the organizations training needs. Some other
techniques are the following:
o Work samples. These are the written observations. Actual
work outputs are examined and evaluated.
o Observation. This involves use of time-and motion studies
or a simple observation of employee behavior.
o Key consultation. Data is obtained from the people who by
virtue of their positions are likely to know the training
needs of certain individuals.
o Group Discussion. This can focus on job or group problem
analysis, group goal setting or group tasks.
o Tests. This maybe written or in the form of observation.
This can be useful in determining whether the problem is a
result of a deficiency of knowledge or skill or of a matter of
work attitude.
o Reports. These include planning documents, progress
reports, audits, accident reports, grievances and others,
which can be used to gauge training needs.
6

o Critical incident method. This involves the recording of

critical incidents as they happen, usually by the supervisor.
o Personnel inventories. An analysis of personnel history
items and demographic information.
o Learning agenda. The approach combines behaviorally
based performance appraisals with individual learning
agenda derived from self-analysis.
Responsibility of the Personnel Manager or Training Director
The personnel managers or training director should determine,
in consultation with the different line managers, what training activities
are needed in terms of priorities. He should evaluate the training
programs and submit to management, annual reports on the status of
each program, their effectiveness and the quality of the training
program.
Criteria for Evaluation of Training
Training programs are usually evaluated on the basis of their
intended objectives. John M. Kelly suggests five steps to a meaningful
evaluation:
a. Determine what to measure. Decide before you begin
training what you want to change.
b. Establish a base line. Make sure you know the level of
performance before training begins.
c. Isolate variables.
d. Measure attitudes. This goes back to the problem of
measuring initial reactions, but it is valuable in your overall
evaluation.
e. Measure performance. Go back to your baseline and see
what the results of the training are in terms of the criteria
you have established.
IX.

Sources of Training Material

In many instances supervisors are handed total responsibility for
training every employee who comes into the department. There are number of
outside sources that can provide advice, training facilities and material:
1. Seminars. Training seminars are available just about anywhere in
the country.
2. Journals and bulletin. Professional management groups also
publish a variety of bulletins covering many different subjects.
3. Local educational faculties. The colleges and universities in most
places offer different courses.
7

4. The local library. Most local libraries are filled on books in

various subjects.
5. Retired professionals. Many retires professionals would be
delighted by the opportunity to teach what they know to a new
generation of workers.
6. Trade associations. Many trade associations provide training
material that is available to their members.
X.

Summary
An employees educational background is not sufficient index of his
skill and efficiency in performing a particular job. Thus training in one form
or another is a must in any form. Though intangible, the benefits of training
can be measured in terms of skills, efficiency and productivity of the
employees. It is one of the most effective tools in business and industry to
bring out the best from the resources available people, machines, materials,
money, space and time.

XI.

References
Garofalo, G. 1995. Understanding Others and Making Yourself Understood.
Volume 1. Englewood Cliffs, New Jersey: Prentice Hall, Inc.
Sison, Perfecto S. 2003. Personnel Management in the 21st Century. Manila:
Rex Book Store.
www.what-are-good-leadership-skills.com/leadership.
www.thefreedictionary.com/roll+call.
en.wikipedia.org/wiki/Roll-call.