Remedial Training

Presented by:

Shubhangee Nath
A1802009283
 Training
 Training needs can generally be classified as either
individual or group needs.
 Individual needs may relate to orientation (induction)
training
 initial (basic) training
 remedial training (to correct perceived faults - this
situation is an alternative to recruiting new staff)
 refresher training (such as in company policy, safety, fire
drill) or personal development.
 Remedial Training: an organization view

 Remedial training is defined as training in the elementary

skills that every worker must have in order to achieve basic
employability.
 Remedial training leads to occupational, on-the-job, or
customized training that will equip the participant with
specific job skills.
 Wherever practical, remedial training should be conducted
concurrently with the early parts of occupational training.
 Employers provide workforce readiness (remedial)
training programs to erase deficiencies among their
newly hired entrants in skills they expect them to have
when hired.
 Many employers provide workforce readiness or remedial
training to bring their new entrants to speed up
 Yet, the majority of companies find these programs to be
“moderately” or “somewhat successful”, at best.
 Remedial Methods
 Remedial training may involve a variety of training
methods including:
 skills training exercises at the facility, in a laboratory
or a simulator, planned lectures, interviews and
discussion sessions, and directed self-study.
 The method used and the duration of the remedial
training should be dictated both by the extent of
training required and individual performance
 Remedial training at Ministry of defence
Singapore
 Remedial Training (RT) aims to help NSmen to improve and
train effectively for the respective IPPT (individual Physical
Proficiency Test) stations.
 It caters to the NSmen’s varied needs through the adoption of
a motivational and coaching approach to encourage
participation and positive learning experience.
 With the exception of NSmen who undergo IPT, all NSmen
who failed or defaulted their IPPT by the end of their IPPT
window have to undergo RT.
 They will have to book their RT within 1 month of their new
IPPT window and complete their RT by the end of this
window. RT is an 8-week non-residential physical training
program.
It is conducted in 2 phases:

 Phase 1 - 4-week Conditioning Phase where training is

conducted twice a week, once on a weekday and once
on weekend.
 Phase 2 - 4-week Toughening Phase where training is
conducted thrice a week, twice on a weekday and once
on weekend.
 Remedial training: A survey report
Almost Half of the co. Offer Remedial Training Programs to
Erase Deficiencies:

 Many employers provide workforce readiness training to

compensate for remedial deficiencies among new
entrants.
 Almost half (46.0 percent) of employer respondents
provide training to improve new entrants’ workforce
readiness.

Reference: research report on The ILL-Prepared U.S. Workforce

Exploring the Challenges of Employer-Provided Workforce Readiness Training
 Participants of the survey
 The sample of workforce readiness training providers
included four industry groups or clusters: manufacturing;
financial services; non-financial services; and education,
government, and other nonprofits.
 Majority of the 97 respondents who provide workforce
readiness training (86.2 percent) are from small to mid
market
 Firms, with less than $1 billion in revenues. Nearly two
thirds (63.1percent) are smaller companies with less than
$100 million in revenues.
 Board of the survey
 An advisory board composed of training development
specialists from major corporations and other training
experts helped design the questionnaire and interpret
the survey results.

 During the second quarter of 2009, more than 200 U.S.

employers responded to the remedial Training survey,
commenting on workforce readiness (remedial)
training.
 Board view on the survey
 The majority of the advisory board members believe
companies are not providing workforce readiness
training because “employers don’t view it as their
responsibility”
 A view also offered in the 2009 ready to Work survey
which showed employers held the educational system
as primarily responsible for workforce readiness.
 2 Others on the advisory board mention that workforce
readiness training was “not a good use of training
resources” or “not proven to be cost-effective
 Effectiveness of Remedial Training
 Responses from the survey suggest a lukewarm
endorsement of workforce readiness programs while
specific cases reveal more positive evaluations of such
training.
 Those offering workforce readiness training programs
were asked to rate the success of their programs in two
ways,
 deficient” to an “adequate” level of skill/expertise
 “adequate” to an “excellent” level of skill/expertise.
 Why and How the program is
conducted
Some companies provide workforce readiness training because
 they feel they have no choice—they need entry-level
workers with core basic skills as preparation for further
training to advance to managerial positions.
 If those who enter lack core skills, they are simply not
promotable.
 The results were impressive: 80 percent of graduates remain
with the company five years after completing the program,
and more than 2,500 graduates are still in the company’s
workforce serving in 240 different types of jobs, ranging
from nuclear pipe welders to senior executives.
 Companies that provide remedial training for their new
entrants and are reporting some positive results.

 These include: Bank of America’s partnership with Year Up,

a non-profit organization; CVS Caremark-TJX Companies
joint initiative; Harper Industries; Northrop Grumman’s
Apprenticeship School; and YUM! Brands.

 In addition, American Express is cited as an example of a

major corporate employer that does not provide remedial
training but has instead taken an alternate route to ensure its
new entrants are ready to work.
 Reasons for not providing remedial
training by few co.

 Co. do not invest in remedial training as they believe:

 Rather than investing in remedial training, the
company focuses its training dollars on ongoing
employee development and career advancement
opportunities.
 The company’s new hiring profile ensures that every new
entrant starts work with proven skills
 Entrants’ aptitude for teamwork and communication
skills and attitude about work are evaluated by the human
resources staff.
Thank you