The forestry Personnel’s Training is guided, overall by the National Training Policy; 1996.It recommends adoption of a three tier approach to include all administrative levels from the lowest to the highest. It pays special attention to train the personnel in the latest scientific and technological developments in the field of forestry at cutting edge level who “Interface” with the public at large. The salient recommendations of the policy are: 

• Identification of organizational training needs through in-house exercises but often involving outside training experts is necessary. 

• Training programme should be participatory and not to heavy, it should be stimulating enough but must leave time and opportunity for reflection. 

• There should be grater dependence on action based training methods, like on-the –job training in field and action research. 

• Selected government run and autonomous training institutions should be oriented training institutions and the programme design should be custom made. The choice of method should be dictated by the characteristics of the training groups and their needs and not the internal priorities of the training institutions. 

• Faculty exchange, visits and other forms of interaction among the training institutions in the country and abroad would ensure continuous renewal of their expertise and professionalism. • To prevent training event going off track concurred monitoring of training events should be made meticulously and there should be comprehensive evaluation exercise to be undertaken after a time lag. 

• Induction training for all categories is necessary, the duration of which may be determined by the gap between required job-competencies and the actual competence of the recruits. 

• Attitude plays an important role in determining the performance levels. Despite availability of beat of knowledge and skills, the ability for delivering desired services may be found wanting in individuals if they do not have appropriate attitudinal disposition. Therefore, training intervention and the use of appropriate case studies high- lighting the role of attitude in the success and failure of civil servants has been recommended. 

• Trainers are considered the heart and soul of the training function. The trainer, therefore, must be fit for being looked upon as a role model by his trainees. The expertise of such persons should be available even after he leaves the training institution as resources persons. 

• There must be a scheme for the up-gradation of knowledge and skill of the trainers. 

• Incentives in monetary and other terms need to be considered to attract successful managers with trainer potential, while remuneration to resources persons should be appropriate. 

• There is a need to set up and develop suitable infrastructure for induction and in-service training at the cutting-edge levels. Increased involvement of the Non-Governmental Organisation for training them is recommended. 

• Overseas training must be need based. Such training should be preceded by in –depth briefing by the organization and on completion, a debriefing seminar must be organized. 

• The training plans should be drawn by cadre controlling authorities and implemented. 

The training of the Forestry Personnel is organised in such a way that, they get initial i.e. “Induction” training as well as refresher trainings i.e. “In-service trainings”.

These trainings are mostly handled by Central Government for the top three levels of forestry personnel i.e. Indian Forest Service (IFS) officers, State Forest Service (SFS) officers and Range Forest Officers (RFOs). For the Balance of the forestry Personnel i.e. Deputy Rangers, Forester and Forest Guards, the Induction as well as In-service trainings are taken care of by respective States and union Territories.