Spiral model

 According to this model, training inputs are provided both

by the work organization and training organization.
Organizations have built-in training system and also
engage outside institutions for training. Due to built-in
system, training has a starting and continues as a process
with three continuous phases of pre-training, training,
and post training and hence it is called as spiral model.
The sub-phases of each phase along with work
organizations and training institution’s inputs is described
below.
 Phase- I
  Phase- II
Phase- III
 Entire process consists of three phases- 
Pre-training, Training and Post training.
Pre-training
Training
 Post-training
1. Pre-training

 The process starts with an understanding of the situation requiring

more effective behaviour i.e., what performance is to be improved.
The “what” precedes “whose”. During this phase the trainer
organization actively involve themselves to carry out the following
activities.
 1. Identification of task: Task in this context, is the expected activity
or a set of activities to be done by the employee in order to achieve
the effectiveness in the functioning of the organization. The gap
between what is expected and what is actually happening will form
the base for identification of task.
 2. Deciding execution system: How and by whom the identified task
should be put into action? – has to be answered. It involves two sub
systems.
 Sub system i- Defining the system of execution- The task is
sequentially structured into different components and each
component should be described in terms of activities to be performed
to achieve the component. At the end of this step one will be clear
with the following functions
 Resource-input functions
 Product-output functions
 Planning and managerial functions
 Sub system ii- Identifying personnel to perform the functions
Organizations are composition of different departments and
functionaries. Each one will be performing their respective jobs.
Similarly the new functions are also to be assigned.
 3. Deciding the team: In organizations there will be
different levels of personnel in different departments.
These levels are both vertical (head of department,
supervisors, and assistants) and horizontal (all, heads, all
supervisors, all assistants). The personnel to perform the
identified task are to be teamed which either may be
assigned to single department or different levels of
personnel from different departments, assigning who
should do what. This clarifies the following two issues.
Composition of team
Division of work among the members of team
 4. Plan of function – This includes two components

 New arrangement of functions: Newly emerged functions need to be fit into the job chart
of personnel.
 Job description: New job chart need to be described specifically i.e., technically and
operationally.
 Technical description should include
 Nature of work
 Quantity and quality specifications
 Procedures and processes
 Information documentation
 Operational should include
 The kinds of personal contact with others, for example, colleagues, customers;
 The pressures on the job, such as quick decisions and heavy responsibilities;
 Any wide variations in the quantity of work and the time required to complete them
 Targets.
 5. Identification of trainees: 
Based on who should perf.orm what function
2. Training

 Measures the quality and quantity of expected

behaviour. It is a process of providing inputs for
the desired outcomes which can be concurrently
measured. During this phase both trainer and
trainee actively involve themselves. The
participation of both is explained below.
S.No. Trainer Trainee

1 Provide stimulation in accordance with task through sessions Engage in the activity

2 Observe the performance Demonstrate the performance

3 Motivates towards effective behaviour Frames questions and new impressions

4 Monitors the training behaviour Develops acceptability towards expected new behaviour

5 Measures the quality and quantity of expected behaviour Achievement in terms of upgraded knowledge and skill

Ascertain the compatibility between expected performance and

6 Concludes the new behaviour in back home situation.
acquired performance of the trainee

If new behaviour is found useful, they try it again, check it

7 Fill the gaps for effectiveness and satisfaction, try it repeatedly, and
improve it.
3.Post-Training

 After training,the situation changes at work place

and also at home to some extent. Participants
once again give full attention to work, colleagues,
and families. Hence the influence of post training
 behaviour occurs in two situations.
 Organization level
 Personnel are allowed to settle in again.
 They are facilitated for sharing with colleagues the new things learned through training.
 They are encouraged to use the useful things that are learned.
 Heads and supervisors expect better or changed performance.
 Providing feed back to the training organization.
 Individual level
 Implementation of new behavior for improved performance
 Feed back to the supervisors and trainers.
 Motivate others for adoption of new behaviour
 Train colleagues / recommending training to other colleagues
“Nothing great was ever achieved
without a personal sacrifice. You have
to pay the price to realize your
goals.” 
― Lailah Gifty Akita