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. SYSTEMATIC  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. 2. 3. Encourage  learning  by  using  the  comet  training methods. Measure achievement at regular intervals to assure that learning is taking place. 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: l l l l l 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  weak- nesses 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. 1-11