114 NAUTICAL CHAET MANUAL 



Training may be accomplished by: 



1. Concentrated Class-Room Teaching, where a selected group will be exposed to the basic 

 elements of the subjects, and a capable instructor with a well-organized lesson plan and sub- 

 sequent brief tests is placed in a position of recoginizing potentials of the student and anticipated 

 advantageous placement. This period of class-room teaching may be followed by an assign- 

 ment of the trainee to a particular section or unit for further study of fitness. If his services 

 prove satisfactory, further training should be given in some or all of the following categories 

 to make him a more useful employee : 



a. Standards 



b. Navigation Aids 



c. Elementary drafting 



d. Hydrographic verification 



e. Chart revision 



f. Field assignment (hydrographic sm"vey and combined operations) 



g. Chart construction and reconstruction 

 h. Review of hydrographic smrveys 



i. Review of revision and construction 



j. Development and planning 



k. Research 



1. Secondary division training 



These phases are listed in their approximate order of normal advancement, however, 

 rigid adherence to this particular sequence is not essential. A general outline for each of these 

 subjects with particular emphasis on the important aspects of the duties involved should be a 

 combined effort of tlie chief of the affected unit- or section and the training officer. Such 

 training outlines may change from time to time with improved methods and/or equipment. 

 Minimum time allotments for each phase should be made for this training depending on time 

 for the overall training schedule. 



2. On-the-job training. This manner of training is the most direct and the most common 

 and has been in use for niany years. However, in the past, this method has often been a detri- 

 ment to the employee and employer alike for lack of thoroughness and completeness. The new 

 employee was often looked upon as an immediate additional helper and briefly told only what 

 seemed apparent to get the total workload accomplished. There is no incentive or job attrac- 

 tion — nor can the employer have an intelligent helper, unless the employee knows how the 

 information was obtained he is to utilize, why he should do this function one way and not 

 another, how his part is related to other activities within the organization, and finally, how 

 his efforts can best serve the ultimate purpose. 



On-the-job training must be thorough and complete and should be guided by an established 

 program to expose the new employee to the basic duties in each of the required categories. 

 Even physical demonstration may be called for in discussions of proper and most efficient 

 use of instruments, etc. Typical common problems should be pointed out along with a logical 

 disposition. This type of training will be required, more or less, in addition to others as listed. 

 In normal personnel turnover, this may be the only method needed and fulfill its purpose well, 

 if carried out adequately. 



