Restructuring internship - Bureau of Waterworks Tokyo Metropolitan ...

More documents

Recommendations

Info

on-job-training (OJT) at each workplace and who were advisors at the time of accident or trouble, are soon going to quit the job and leave the workplace all at a time. (2) Promotion of consignment and deprivation of practical experience The water supply business is not an exception to the big trend of the times, i.e. “from the government to the private sector,” i.e. “what can be done by the private sectors should be left to them.” In addition to the construction works, etc. that have long been carried out on contract basis, commissioned works performed by expert minority are increasing in various fields of the water supply business for effective business operation. Nevertheless, in spite of the increasing number of commissioned works, there are some jobs left; for instance the job of commission supervision; and, after all, the Bureau of Tokyo Waterworks bears the ultimate responsibility of round-the-clock distribution of “safe and high-quality water” to the customers. The capacity to lead, on the part of the staff doing management and supervision of the commissioned enterprise, will become all the more important in the future. In the supervision of a commissioned enterprise the “practical experience” is not an essential requirement. However, the opinions from the worksite or the reports of training courses suggest that the “practical experience” does make a difference. In other words, the capability of an employee to lead the enterprise depends on whether he/she has practical experience or not. But, with the commissioned works increasing in number, there are fewer chances for the employees (staff) to perform the job directly in the workplace, which may lead to the “degradation in the capability of leading and supervising the enterprise on the spot. Hence, the “pseudo experience” in the training site becomes increasingly important. 2. Measures for restructuring internship (1) Drawing up the “Training Plan 2005” On the basic concept of long-term effective cultivation of human resources, we drew up and announced the “Training Plan 2005” in December 2003 after making a thorough review of the training system, etc. Based on this plan, we restructured internship (practical training program) for training so as to provide required ability depending on the “years of experience” in the task the person is engaged in. Image of internship (Engineer) with distinct levels Goal of training Advanced training course Ability to lead and cultivate personnel and private enterprise Intermediate training course Ability to perform the task by self decision Lecture Ability to perform the task as instructed by the supervisor Intermediate training course Training for the newly-appointed Lecture Real experience Lecture Real experience Basic knowledge about waterworks 1 month 6 months Copyright 2007 Bureau of Waterworks, Tokyo Metropolitan Government. All Rights Reserved 8-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo, Japan Fig.2 Lecture 座学 Simulated 擬似体験 experience Simulated experience 3 years Concept Overall control and response to trouble Correspondence to Case of failure Case of trouble Clear vision of training objective Target number of years 5 years
In restructuring the internship, we set the objective as “acquisition of the basic ability required for performing the clerical business of the Bureau without fault” instead of the conventional objective as “sequential training,” and the programs conventionally planned and operated by each concerned business department were included in the Bureau-sponsored training program. Working groups both in clerical and technical fields were organized and after the study period of about a year, a review of the training system was made. For technical field, efforts were made to create an image of the role of internship by distinguishing the levels respectively for newly-appointed staff and other personnel from beginner class to advanced class as shown in Fig.2. During the process of study on the restructuring of the internship, a thorough and drastic review was made from the standpoints of “the clerical and technical abilities required for steady succession of the Bureau’s business” and “the methods required for the steady and effective succession.” As for the “required abilities,” we sorted out all of the clerical and technical jobs performed daily by our staff, and ranked the required minimum level of ability to perform the job as “Beginner Course.” Next, in order to “standardize” the contents and methods of training, we made study on them by cultivating instructors for the training. (2) Planned implementation of training for instructors In considering the elaborate contents and methods of training, we have started planned implementation of a program called “training for instructors” ahead of schedule since FY2004 to train the instructors for internship. A total of 400 instructors— 234 persons in FY2004 and 166 persons in FY2005—were trained and, on finishing their training courses, they received the “Certificates” from the Bureau Manager. These people are actively engaged as instructors in the internship program that started in FY2005 after the restructuring. Fig. 3 shows the curriculum for the instructor training course, composed mainly of two major factors, namely “creation and review of curriculum and textbooks” and “training on presentation.” Copyright 2007 Bureau of Waterworks, Tokyo Metropolitan Government. All Rights Reserved 8-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo, Japan
Page 1: Restructuring internship ~ Implemen
Page 5 and 6: Fig. 4 State of acknowledgement of
Page 7 and 8: (4) Implementation of the restructu

Restructuring internship - Bureau of Waterworks Tokyo Metropolitan ...

Create successful ePaper yourself

Delete template?

Save as template?