Continuous on-the-job training

This includes the structured shipboard training of cadets and also the training of cadets after they are certified as officers in charge of a navigational watch. On-the- job training and learning has no parallel. This helps the mariner to use his/her knowledge in performing the challenging tasks in different situations and circumstances. This gives him/her the competence and skills by experience and develops confidence in his/her ability to perform all jobs. On-the-job training also helps the deck cadets to update their knowledge in performing the shipboard operations, each time with a better speed and better results.

STCW-95 Convention gave maximum importance to "on-the-job training" and made this very systematic and effective for cadets by introducing a cadet's training record book for the structured shipboard training. However its effectiveness shall depend on the proper and sincere implementation by the designated officers. In chapter 3, the author has already given details of the structured shipboard training programme (SSTP). Considering the results of the survey and the observations made therein, the author feels that the following provisions are necessary for the effectiveness of the SSTP:

1. The shipping company must have an approved SSTP from the DGS. If not, the company can have a DGS approved distance learning programme conducted by Birla Institute of Technology and Science (1997).

2. All senior officers and the master besides the ship-training officer must share the responsibility of training of cadets on board. They must watch the cadets' activities at all times and guide them to follow the correct procedures.

3. Where necessary due to the nature of the employment of the ship, the company must provide a dedicated training officer, who can give sufficient time for cadets

4. The company must post the cadets on all types of ships for a reasonable period for a diversified training as per the training record book.

5. Sufficient time for studies and for extra curricular activities must be provided to the cadets on board.

6. The company and the master both must ensure that the cadets are never used as replacement for ratings.

The introduction of a training record book has provided a number of benefits for on board training of cadets. It not only helps the cadets to keep a track and record of their learning, but also helps the trainers for good planning of their training objectives. In some shipping companies, the effective execution of the structured shipboard training is not possible, due to operational difficulties and lack of time with the mates and master. Recently, approved distance learning programmes have been permitted in such companies for this purpose.

Lord Perry of Walton (1994), in his keynote address on "the development and implementation of international maritime training standards", at the World Maritime University, Malmö explained the utility of the distance learning programme as follows:

It is, that the speed of technological change is now days so great that the initial training in all fields of science and technology becomes outdated. This is the reason why there has been such an explosion of continuous education provision; and why so much of it has to be done by distance education because key people can not be released from work to go back to school at regular intervals. For mariners this is the reason why on board training has become so very important.

In India, the DGS has approved a distance learning programme, which is conducted by Birla Institute of Technology and Science (BITS). This programme is managed and operated by the maritime professionals, who ensure that the structured shipboard training programme of cadets is executed effectively. BITS also has plans for making similar distance learning programmes for on-the-job training of watchkeeping officers and mates at sea in the near future. However the programme is totally optional for the cadets and their company.

The author has observed that the excessive interference of the senior officers in the "on-the-job training" of junior officers may be counter productive. An ideal "on-the- job training" shall be the one, where the trainees are often left to develop their own skills by self-realisation. The trainers must watch their performance and give them feedback later for improving their performance. Baillie (1998, 19) supports the author's view in the following lines:

Training involves a deliberate scheme to assist the learner. It involves the trainer guiding the learner to make more satisfactory or effective actions, helps him to attend to the appropriate feed back signals, encourages him and evaluates his progress. As skill improves the actions become smoother or quicker (or whatever the skill requires) and then the learner can focus more attention on the significant feedback. He thus takes charge of his final development with the trainer having less input.

A high level of effectiveness in "on-the-job training" of cadets can be achieved if the trainers on board motivate and encourage the cadets to perform better than what they could. The trainers should feel proud of those cadets, who excel beyond the abilities of the trainers themselves. Baillie (1998, 22) again explains this fact very nicely as follows:

At most levels, you expect teacher to be better in doing a task than the trainee. But at the highest level, the ambition of a competent teacher is that his best students will actually perform better than he or she. Coaches in sports are generally not as competent as the best performers; they offer insights, motivation and a wealth of learning from the experience of others. Like wise there are competent trainers who can help practical men to perform better than-they.