|
Page 2 of 8
Expert Opinion
In the traditional model of On the Job Training (OJT), to promote new work methods, managers would send workers to a pre-prepared course in the new regulations, procedures, or processes that were required (often at a different location from their place of work). The staff member would then be expected to apply this abstracted knowledge later in their workplace.
Freelance writer Russell Gerbman (2000), states "On the job training has changed over the years, but never so drastically as in the past 5 years. Business is moving at the speed of light, thanks to technology and a booming economy. Corporations and even small businesses not only have a vested interest in recruiting the best for their companies, they also need to keep employees working at the top of their games once they are hired".
More commonly now, OJT is being used as a means of:
- Using the workplace as the training venue;
- Using experienced employees to train others;
- Providing first-time, refresher and recurrent training on-site;
- Skilling and training staff while maintaining work outputs;
- Saving on training costs;
- Ensuring organisational consistency in training, workplace practices, methods, values etc.;
- Providing training based on real-life work experiences and needs;
- Quickly and cost efficiently provide new skills and information as the need arises e.g. the introduction of new computer programmes.
Using this method, training or instruction is given to individuals within the work setting, usually by other staff members who are more experienced in a particular process, skill, or knowledge area. The training is usually undertaken during work hours and aims to assist individuals in developing the skills and knowledge necessary to carry out their daily work. It is noted to be a very effective method for transferring knowledge and skills within an organisation and for ensuring consistency in how work is completed.
To obtain the most benefit from OJT the practice should be based on:
- A training needs analysis;
- The performance objectives of the individual;
- The strategic goals of the organisation;
- The values and culture of the organisation.
Ronald Jacobs (Associate Professor of HR at Ohio State University) and Michael Jones (Adjunct Professor of HR) (1997) identify four on the job training methods. These are:
- Single training programmes - the most commonly used method of the four, this is used to address specific sets of skills on the job and when there is a need to gain defined knowledge or skills.
- Multiple programmes - Using this method, several topics may be developed, each addressing a specific job competency. There may be a specific sequence to the training and together the topics may be thought of as a curriculum.
- Work process programmes - this method involves training staff in tasks related to a work process as opposed to an entire job. Often the tasks are related to a complete process and may be performed across different work areas.
- Combined training - using this method, on the job training may be used in conjunction with off-site programmes.
OJT may also take the form of:
- Mentoring or 'buddying-up' with a more practiced staff member;
- Undertaking work under close supervision of another person and receiving specific feedback on performance.
The aim of all these OJT initiatives is to ensure that the individual being trained has the skills and knowledge necessary to complete the required work effectively, or to develop these if they do not exist.
However, some pitfalls to this method have been identified. These include:
- Having two people do the work of one while the training is being conducted (50% productivity);
- The use of instructors who have not been adequately trained in how to conduct OJTP effectively;
- Instructors training others in 'how they would' complete a task rather than what the company policy or procedure requires;
- Work outputs taking priority over the need for training;
- Not having the required resources, time, or people to conduct the training.
_________________________________________________________
You are reading a Management Brief Report in html-format. Become a member of the BPIR to receive a new report in PDF-format every month (see examples: Benchmarking & Business Excellence). PDF-format can be saved on your hard drive, emailed to work colleagues, and are much easier to read and print out!.. For BPIR updates and best practices sign up to our FREE newsletter.
|
Home 
Management Brief Reports