Quarry Southern Africa May 2019 - Page 26

FEATURES A work scene from Lyttleton Dolomite. manager/supervisor relationship. This uncertainty is frequently expressed by a manager feeling that his or her supervisor needed training if only to give them the confidence to manage. This uncertainty is reciprocated on the quarry floor by a supervisor expressing frustration by saying, ‘I can manage, if only he would let me,’ perhaps with an added comment that training of some kind would assist. The feeling on both sides that training is needed became Aspasa’s starting point for detailed training analysis. “A classic training approach should be adopted which leads to a review of the role of the supervisor, job analysis, job description … a parallel line of thought colloquially known as the ‘availability method’ reviewed appropriate training offered by management training houses and Aspasa.” At the end of the learning process, delegates would be able to: • Instruct members of their workforce in job requirements • Communicate effectively with their own workforce and with other members of management 24_QUARRY SA | MAY/JUNE 2019 • Know the company procedures and practices • Apply company procedures (including discipline, grievance, induction, and training) • Know the company structure • Know their responsibility under the Mining Health & Safety Act • Have an appreciation of employment law • Have a working knowledge of the company training systems and of instruction techniques • Develop their sense of belonging and their identity within the company • See their functions as management jobs. The paper notes that identification of the objectives prior to the commencement of training is of paramount importance in any field, but is probably more so in this specialised field as, at the end of training, there is no objective yardstick by which the benefits of such training can be evaluated. “Training can, however, be validated in terms of the original course objectives. For example, if upon reflection it was adjudged that the [fifth, above] objective was not valid, that is the knowledge was not required by the supervisor, measures could be taken to amend the objective or indeed remove it from the list.” If the training objectives are valid, the paper asserts, why worry about evaluation? “The 10 objectives outlined above demonstrate that the training carried out is a balance of knowledge input (knowing the company procedures and practices); skills training (to be able to instruct the workforce in job requirements); and experiential personal development with the aim of establishing positive working behavioural attitudes both individually and within the organisation.” Training available Prisma Training Solutions is the primary provider for mine training and development for Aspasa members. “We provide a range of training interventions such as: Technical Training, Compliance/ Mandatory Training, Safety Training, Career Development Training,” explains managing director Jacques Farmer. He adds that one cannot overemphasise the importance of doing a competency www.quarryonline.co.za