IDTIA 601: Industrial Attachment Program

(LU):1.ANALYSE OWN PROFESSIONAL GAPS IN LINE WITH

INDUSTRY DEMANDS
L.O: 1.1. IDENTIFICATION OF PROFESSIONAL GAPS IN OWN
CARIER
TOPIC OF THE SESSION:
IDENTIFICATION OF PROFESSIONAL GAP IN OWN CARRIER

Objectives of the session

By the end of the session the learner will be able to:
1. To identify clearly the professional gap in his own carrier
2. Define correctly the term labor market used in Industrial attachment
program
3. Identify labor market role and opportunities in training
4. Identify correctly various techniques of identifying professional gaps
 Professional gap and skill gap
Professional gap: is a period during your professional career in
which you did not have formal employment. Career gaps can
range in length from several months to a period of several years. It
can also occur voluntarily or involuntarily.
 Skill gap:What is a skills gap?
 There is actually no set skills gap definition, but the general consensus
is that these are deficiencies in performance caused by a lack of
skills for the workplace — or the lack of development thereof.
Another skill gap definition can be the evident contrast between
the ideal performance and the employees’ actual performance.
Labor Market and Labor Market
demand
 The labor market, also called the job market, refers to the supply and
demand for employment.
These two main factors define the labor market:
• Supply: Supply encompasses individuals who are seeking jobs.
• Demand: Demand consists of businesses that need labor based on
organizational changes, economic activity, and industry trends.
 Employees provide the supply, and employers provide the demand—
understanding how these relationships work is critical in helping
employers
 Labor market role in training
The main idea behind labour market training is
that there are open jobs, but the unemployed
cannot apply because they lack the right skills.
The labour market training is designed to
provide those skills in demand.
Labour market opportunities

 A labour market is the place where workers and

employees interact with each other. In the
labour market, employers compete to hire the
best, and the workers compete for the best
satisfying job. Description: A labour market in an
economy functions with demand and supply of
labour.
Techniques of identifying professional gap
SWOT analysis: SWOT stands for Strengths, Weaknesses,
Opportunities, and Threats.
How to Perform Your Personal SWOT Analysis
Strengths
•What advantages do you have that others don't have (for example,
skills, certifications, education, or connections)?
•What do you do better than anyone else?
•What personal resources can you access?
•What do other people (and your boss, in particular) see as your
strengths?
•Which of your achievements are you most proud of?
•What values do you believe in that others fail to exhibit?
•Are you part of a network that no one else is involved in? If so,
 SWOT Con’t

 Weaknesses
• What tasks do you usually avoid because you don't feel confident doing
them?
• What will the people around you see as your weaknesses?
• Are you completely confident in your education and skills training? If
not, where are you weakest?
• What are your negative work habits (for example, are you often late, are
you disorganized, do you have a short temper, or are you poor at
handling stress)?
• Do you have personality traits that hold you back in your field? For
instance, if you have to conduct meetings on a regular basis, a fear of
public speaking would be a major weakness.
 Opportunities
• What new technology can help you? Or can you get help from others or
from people via the internet?

• Is your industry growing? If so, how can you take advantage of the current
market?
• Do you have a network of strategic contacts to help you, or offer good
advice?
• What trends (management or otherwise) do you see in your company, and
how can you take advantage of them?
• Are any of your competitors failing to do something important? If so, can
you take advantage of their mistakes?
• Is there a need in your company or industry that no one is filling?
• Do your customers or vendors complain about something in your
Threats
•What obstacles do you currently face at work?
•Are any of your colleagues competing with you for
projects or roles?
•Is your job (or the demand for the things you do)
changing?
•Does changing technology threaten your position?
•Could any of your weaknesses lead to threats?
Benchmark competency

Benchmarking is a process of measuring the performance

of a company's products, services, or processes against
those of another business considered to be the best in the
industry, aka “best in class.” The point of benchmarking is
to identify internal opportunities for improvement. Or
process of identifying the best innovative ideas in
systematic way.
 Identify important skills
The important skills in irrigation career are but not limited
to:
•Ability to follow routine verbal and written instructions.
•Ability to understand and follow specific instructions and
procedures.
•Ability to perform irrigation tasks such as operate timers, clocks,
and controls for sprinklers.
•Knowledge of manual and/or computerized irrigation systems.
•Ability to read, understand, follow, and enforce safety procedures
As the lead technician, you will be responsible for
- mapping out irrigation areas,
- digging trenches,
- installing equipment,
- testing the system, and
- conducting regular maintenance checks.
You may also be required to
- install electrical timer systems,
- plumb outdoor water tanks, and
- connect water-recycling systems.
To ensure success as an irrigation technician, you should exhibit a
strong
-work ethic,
- Have detailed knowledge of irrigation techniques,
- Be able To operate heavy machinery when required. Ultimately,
a top-level Irrigation Technician can expertly
- install any sized irrigation system to fit the needs of the client.
 Con’t

•Installing pumps and electrical timers.

•Testing the irrigation system with the aid of computer software.
•Conducting routine maintenance checks.
•Troubleshooting and replacing faulty parts.
L.O. 1.2. Establishment of strategies to fill
the professional gap
Topic 2. Discussion about various strategies to fill the
professional gap.
Objectives
At the end of this session trainee will be able
to
- Identify different strategies fill professional
gap
- To select the appropriate strategies based on
available resource and time availability
- Matching strategies with labor market
opportunities.
Various strategies to fill the
professional gap.

1. Online training :
Online training lets organizations and managers teach people skills and knowledge over the internet via
a computer, smartphone, or other device. It can involve:
• Asynchronous training such as e-learning courses, videos, and facilitated discussion forums, that
people can access when they want to.
• Synchronous or live training where multiple learners take part at the same time, interact with the
trainer and one another through virtual classrooms, webinars and online chat tools
 Con’t
2. Industrial attachment program (IAP)
Industrial attachment means the placement
of a person in a workplace for the purpose of
gaining knowledge and practical skills.
 Con’t
3.Volunteering

Volunteering is becoming the new normal. Taking the time to

give back to the community while strengthening your skills
will not only make you a better person but a better employee.
This new trend is known as strategic volunteering, and it
means looking for opportunities that strike a balance between
looking great on a resume and giving valuable career
experience.
4. Seminar
A seminar is a form of academic instruction, either at
an academic institution or offered by a commercial or
professional organization. It has the function of bringing together
small groups for recurring meetings, focusing each time on
some particular subject, in which everyone present is requested
to participate. This is often accomplished through an
ongoing Socratic dialogue[1] with a seminar leader or instructor,
or through a more formal presentation of research. It is
essentially a place where assigned readings are discussed,
questions can be raised and debates can be conducted.
END OF L.U. 1
LU2:Enhance innovation in Industrial attachments
Learning Outcome 2.1: Explanation of innovation

Meaning of innovation: An innovation is an idea that has been

transformed into practical reality. For a business, this is a product,
process, or business concept, or combinations that have been
activated in the marketplace and produce new profits and growth
for the organization.
TYPES OF INNOVATION

1. Radical innovation is an invention that destroys

or supplants an existing business
mode.
Examples include the invention of the wheel, modern
farming equipment in today's farming industry, and of
course the washing machine. All these examples were at
one point in time a new technology, which could change
our lives forever.
 TYPES OF INNOVATION CON’T

2. Incremental Innovation: The term “incremental innovation”

refers to a series of small improvements made to a
company's existing products or services. Generally, these
low-cost improvements help further differentiate a company
from the competition while building on current offerings
For example, Gillette constantly upgrades its razors, adding new
features, like extra blades, heated razors, and a pivoting head.
 TYPES OF INNOVATION CON’T
3. Disruptive innovation: refers to the innovation that transforms
expensive or highly sophisticated products or services previously
accessible to a high-end or more-skilled segment of consumers to
those that are more affordable and accessible to a broader
population.
Three examples of disruptive technologies are the wheel, the light bulb,
and the cellphone.
TYPES OF INNOVATION CON’T

4. Architectural innovation occurs when new

products or services use existing technology to
create new markets and/or new consumers that
did not purchase that item before. For example,
the smart watch used existing cell phone
technology and was repackaged into a watch.
CORE VALUE RELATED TO IAP
COMPETENCES ACQUIRED
The benefits of Industrial Attachment enable students to
acquire some soft or generic employability skills which
include: good communication skills, teamwork and ability to
build positive relationships; self and time management,
ability to influence others and to negotiate, problem-solve,
network, manage change and ...
INNOVATION PROCESS

An innovation process is a set of steps between

an idea's conception and its implementation. It is a
streamlined process that is managed in a way that
reflects a company's structure and innovation goals
Step 1: Idea generation and collection
 It all starts with an idea and the best ideas can come from
anyone in your team, at any time. So making sure
everyone knows how to capture and store ideas is
essential.
 Experience shows that researching and introducing
dedicated idea management software is the simplest and
most effective way to capture great ideas from your
team. It provides a central location for storing ideas and
actioning them in a transparent and efficient manner.
Step 2: Idea review and evaluation

 Ideasshould be reviewed and evaluated on a regular

basis to ensure that they move quickly and that your
ideators receive immediate feedback. You don’t want
people to think that their ideas are going into a
bottomless pit because lack of feedback can
demotivate them and discourage further participation
in your innovation programme.
Step 3: Proof-of-concept or a pilot
 Ideas that are aligned with your strategic goals and have
successfully passed through the evaluation stage can be
further developed. If the idea creates a big change, it’s
beneficial to run a small pilot, build its MVP or run a proof of
concept before rolling it out to the whole organization. Think
of this stage as a rehearsal and also as a time to prepare your
communication plan about upcoming changes.
The key to a successful pilot stage is simple: feedback,
feedback, feedback! Watch, listen and participate, and
don’t just focus on the positives. This is your chance to
significantly limit risk before going into full production
Step 4: Full rollout and implementation
It’s time to roll the idea out to your whole company.
Luckily, you should be feeling confident after a pilot,
and all your stakeholders should be on board.
Remember to consider how this new idea is going to
be integrated into your existing systems, and get help
with producing clear training guides.
Step 5: Adoption and benefit realization
When you’ve successfully implemented an idea,
don’t forget to regularly review and check whether
this news solution still solves the initial problem and
whether it has been well adopted by the whole
organization. It’s also really important to keep
collecting feedback. So continue tracking the
success of your initiative against its initial KPIs and
make a note of any lessons learned.
 SKILLS TRANSFER
Skill transfer is a process where personal
cognitive and behavioral abilities are applied to
contexts that are different from the one in which
they were originally learned.
L.O.2.2: Description of innovation
strategies during IAP.
Innovation strategies are different from many business strategies, because of the
difficulty of predicting the steps, time and impact of the innovation.
An innovative strategy guides decisions on how resources are to be used to meet a
business's objectives for innovation, deliver value and build competitive advantage.
Strategies should include:
• an analysis of a business's competitive and technological environment
• its external challenges and opportunities
• its distinctive advantages.
This guide describes how to approach the development of your innovation strategy
Types of innovation strategies
Innovation strategies can be classed as proactive, active,
reactive and passive
Proactive
Companies with proactive innovation strategies
tend to have strong research orientation and first-
mover advantage, and be a technology market
leader. They access knowledge from a broad range
of sources and take big bets/high risks
Active

Active innovation strategies involve defending existing

technologies and markets while being prepared to
respond quickly once markets and technologies are
proven.
Companies using this approach also have broad sources
of knowledge and medium-to-low risk exposure; they
tend to hedge their bets.
These companies use mainly incremental innovation
with in-house applied research and development.
 Reactive
The reactive innovation strategy is used by companies:
• which are followers
• have a focus on operations
• take a wait-and-see approach
• look for low-risk opportunities.
They copy proven innovation and use entirely incremental
innovators. An example is Ryanair, a budget airline which has
successfully copied the no-frills service model of Southwest
Airlines.
Passive
Companies with passive innovation strategies wait until
their customers demand a change in their products or
services. Examples include automotive supply
companies as they wait for their customers to demand
changes to specification before implementing these.
EXAMPLE OF INNOVATION STRATEGIES
 Apple: Apple is known for its innovation in design and technology
 Google: Google’s innovative culture is embedded in its DNA. The
company encourages employees to spend 20% of their time working
on personal projects, which has led to the development of some of
Google’s most successful products, including Gmail and Google Maps.
 Amazon: Amazon’s innovative strategy is based on customer
obsession. The company is constantly looking for ways to improve the
customer experience, which has led to the development of innovative
products such as Amazon Prime, Alexa, and Amazon Go. Amazon also
invests heavily in research and development, which has allowed the
company to stay ahead of its competitors.
Tesla: Tesla is known for its innovative approach to
electric vehicles. The company’s focus on sustainability
and renewable energy has led to innovative products
such as the Tesla Roadster, Model S, and Model X. Tesla
is also developing autonomous driving technology,
which could revolutionize the automotive industry.
L.O.2.3: Integration of innovation process
during IAP program
 Idea Generation and Mobilization
New ideas are created during idea
generation. Mobilization occurs when the
idea is moved to a different physical or
logical location, such as an outside firm
or another department.
2. Advocacy and Screening
Not all ideas are worth implementing. Advocacy and
screening help evaluate an idea and measure its
potential benefits and problems. From there, a
decision can be made about an idea’s future.
 3. Experimentation

The experimentation stage tests an idea, such as with

a prototype or pilot test. Researchers in Innovation:
Management, Policy & Practice carefully note that
“Experimentation does not test an idea’s objective
merits, but the suitability for a particular organization
at a particular time.” Some ideas “might be ahead of
their time or beyond the present capacity of the
company … [they] may be set aside into an idea
bank or idea library for development at a later time.
5. Diffusion and Implementation
“Diffusion and implementation are two sides of the same
coin,” researchers wrote in Innovation: Management,
Policy & Practice. Diffusion is the companywide
acceptance of an innovative idea, and implementation
sets up everything needed to develop and utilize or
produce the innovation.
END OF UNIT 2
Reporting is a presenting of a
statement of a student's level of
achievement from IAP during a
prescribed period of time
Types of IAP Reporting Documents

 Daily report: This is a report sheet filled every day by a trainee in which
he/she has write a brief description of all activities performed per day, the
tools/machinery/equipment and methodology used to perform that activity,
and number of hours per day taken to perform all those activities
 Weekly report: It is weekly sheet as a development of a daily report sheet
filled by a trainee where he /she mentions a brief description of a whole
week activities performed, the tools/machinery/equipment and methodology
used to perform that activity, and number of hours per day taken to perform
all those activities
Importance of IAP Reporting Documents

 Accountability Reasons
 IA Program Monitoring and Evaluation Reasons
 IA Program Improvement Reasons
 Sharing the Lessons Learned from IAP with Others
A schedule is a basic time-management tool
consists of a list of times at which possible
tasks, events, or actions are intended to
take place.
 Itis a sequence of events in the
chronological order in which such things are
intended to take place during industrial
attachment.
Elements to be considered while
preparing an IAP schedule
 Activities to be done
 Logical sequence of activities
 Time frame for each activity(starting and ending)
 The person in charge for each activity
 School chronogram
 Industrial
attachment refers to the work
experience that is relevant to professional
development prior to the graduation.
 InIndustrial attachment, Trainee joins the
company which is relevant to his/her
career; Trainee will complete the industrial
attachment in particular time.
Elements to consider while identifying
relevant companies
 Company services:
 Acquired competences
 Hosting capacity
 Company location
Provision of IAP information

Trainee IAP request:

Trainer has to be sure that all IAP requested letters have been responded by companies in
this case he/she announces when and where allowed trainees will do their industrial
attachment.
IAP calendar/schedule
 Trainer has to explain clearly how the attachment will be processed where he/she
informs the trainees the following:
 Exactly when the industrial attachment will be started
 Time of first visit of trainees in IAP
 Time of second visit of trainees in IAP (if there is)
 When the IA will end
Provision of IAP informantion

IAP agreement (school-company)

 The agreement should contain a start date and, normally, an end date. It
should make clear that the industrial attachment will expire automatically on
the end date without the need to provide notice.
 Signing an agreement before starting the industrial attachment prevents a
situation from arising in which the parties must renegotiate the industrial
attachment rules in the event of a disagreement.
Insurance
 Insurance is a special type of contract between an insurance company and its
client in which the insurance company agrees that on the happening of
certain events the insurance company will either make payment to its client
 Checking of Logbook Completeness

1.Weekly report:
This document is filled every day by trainee on the basis of the IAP agreement between the TVET center and the
company.

In checking the completeness of this document, trainer should take

attention on the following:
 List of activities performed: during the IAP period, the trainee is
requested to give a brief description of all performed activities on the weekly basis.

 Tools used: trainee is supposed to report every day on the weekly report the used tools,
equipment and machinery.

 Techniques or methods used: During the IAP period, intern is requested to

report every day on the performed activities with the used techniques and methods.
2.Attendance sheet

 This document should be filled by trainee with his/her signature every day in
order to demonstrate his/her presence at the company and it should be
signed and stamped by the company supervisor as an approval to his/her
presence.
 In IAP period, trainee is supposed to be present at the workplace during all
the time allocated to the IAP. For TVET institutions the duration of IAP is 270
hours and within the period trainees should sign on the presence sheet where
his company supervisor certifies it at the end of IAP.
3.Company supervisor evaluation form

 At the end of IAP, supervisor of company is supposed to provide scores and

comment to trainee before he/she returns to school. The scores are the result
of all activities performed by trainee during the period of IAP in company.
 At least two days before the end of the attachment period, the company
supervisor is requested to fill out the evaluation form and returns it to the
school trainer who is acting as IAP instructor.
 The trainer will use the supervisor’s information to discuss and evaluate the
performance of the trainee during the interview at school.
 In checking the completeness of this document, trainer should verify if all
competences and its criteria were covered by the company supervisor in
marking trainer by making a decision about each final statement and take into
consideration the comment given by company supervisor.
4.Trainer company visit form:

 This document is used and filled by the trainer during the company visits on
the basis of the industrial attachment program. In checking this document,
trainer has to verify the progress in performing activities for all studied
specific competences in comparison to the defined activities in the IAP
agreement.
 Phases of industrial attachment program
evaluation

1.Evaluation from the company:

 This is the 1st phase of IAP evaluation which is done at the company through the
monitoring of the performed trainee’s activities. The company supervisor fills out the
form and gives feedback on all relevant aspects by respecting the criteria of
assessment.
 Technical competences on 20 %
 Appropriate attitude on the workplace on 20 %
 Quality of work on 15 %
 The total marks allocated to trainee in the 1st phase of IAP are calculated on 55 %.
2.Interviewing trainees at school
This is the 2nd phase of IAP evaluation which is done at school by at least 2
trainers and if possible the company supervisor. The interview is evaluated
on the basis of a standard assessment form and respects the assessment
criteria.
 Technical competences on 30 %
 Appropriate attitude on the workplace on 10 %
 Quality of work on 5%
The supporting documents in which the jury member will use are:
 Weekly report sheet
 Attendance sheet
 Trainer company visit form
 Company supervisor evaluation form
3.Summary of IAP assessment:

 This is the 3rd phase of IAP evaluation where trainer/ jury members have
to make a summation of result from company and from the interview.
 In order to successfully complete industrial attachment program,
trainee must have a minimum score (passing line or be competent) for
all aspects (the performance during the IAP at the workplace and
evaluation done at school).
 If trainee has a passing grade for the IAP, but his performance is
assessed as insufficient in any criteria, trainee should repeat the IAP
even if his scoring exceeds the general passing line.
 Criteria Company Interview/Jury Total
scoring

Technical /20 /30 /50

competences
Attitude on /20 /10 /30
the
workplace
Quality of /15 /5 /20
work
All criteria /55 /45 /100
 Interviewing trainees at school
Main parts of interview:
1. Open the Interview
When you open an interview, your goals here are to:
• Greet and welcome
• Explain purpose of interview
• Explain the structure of interview
Having a warm welcome yet clearly setting the tone and structure for
the rest of the interview helps guide the both of you. Letting them
know what’s ahead will make them more comfortable yet aware that
you are in control.
 2. Body of interview
This part is divided into two sections which are the following:

1.Build relationship
Building relationship throughout the interview is critical. Your goal here is to create an
environment where candidates feel comfortable giving honest answers.
Here are a few techniques to build relationship:
 Greet the interviewee.
 Introduce the interview Make eye contact
 Use the candidate’s first name .
 Share your personal experiences
 Use humor
 Take notes
2. Ask Questions
This is the part that most interviewers focus on but don’t plan well
enough ahead. The questions should be planned out in advance to
make sure to gather enough of the right kind of information to
further trainees’ performance. Each trainee should be asked the
same set of questions against the same predetermined benchmark.
 3. Close Interview
When closing the interview, it is again important to reinforce relationship and
goodwill towards the trainee’s brand. This is also the chance to answer any
interviewee questions. Be honest and positive in responses. Explain the next steps
in the process to manage the expectations and then thank them for their time.

Note to interviewer: Remember to give yourself a break between interviews as

you are doing multiple in one day. Try your best to clear your mind and focus on
the benchmarks you had set for the role to keep as unbiased as possible.
THANK YOU !