Difference between revisions of "On-job training"
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On-the-job training, sometimes called direct instruction, is one of the earliest forms of [[Training|training]]. It is a one-on-one training located at the job site, where someone who knows how to do a task shows another how to perform it. It is probably the most popular method of training because it requires only a person who knows how to do the task, and the tools the person uses to do the task. It may not be the most effective or the most efficient method at times, but it is normally the easiest to arrange and manage. Because the training takes place on the job, it can be highly realistic and no transfer of learning is required. It is often inexpensive because no special equipment is needed other than what is normally used on the job. The other side is that OJT takes the trainer and materials out of production for the duration of the training time. In addition, due to safety or other production factors, it is prohibitive in some environments. | On-the-job training, sometimes called direct instruction, is one of the earliest forms of [[Training|training]]. It is a one-on-one training located at the job site, where someone who knows how to do a task shows another how to perform it. It is probably the most popular method of training because it requires only a person who knows how to do the task, and the tools the person uses to do the task. It may not be the most effective or the most efficient method at times, but it is normally the easiest to arrange and manage. Because the training takes place on the job, it can be highly realistic and no transfer of learning is required. It is often inexpensive because no special equipment is needed other than what is normally used on the job. The other side is that OJT takes the trainer and materials out of production for the duration of the training time. In addition, due to safety or other production factors, it is prohibitive in some environments. | ||
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| + | In highly complex environment such as nuclear industry that is continually advancing and improving, the role of OJT is critical. | ||
| + | Here are listed some areas where OJT prooved to be very efficient: | ||
| + | |||
| + | * '''New employees.''' Even the most skilled new employee must learn specific equipment, standards, rules and local procedures. Normally OJT supports early performance success and employee satisfaction. | ||
| + | |||
| + | * '''Expanded job requirements, new technology or re-assignment to a new work location'''. OJT can be an excellent choice to prepare the employee. | ||
| + | |||
| + | * '''Specified performance gaps.''' Tune-ups and refreshers may improve ability. | ||
| + | |||
| + | * '''Career development.''' Normally employees will appreciate the opportunity to learn new things from others. | ||
| + | |||
| + | == Types of On-job Training == | ||
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| + | There are two types of on-job training - '''structured on-job training''' and ''unstructured on-job training''' | ||
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| + | ===Structured on-job training === | ||
| + | |||
| + | * Training topic&methods are '''planned in advance''' and often written down. The training may be repeatable and used in future situations with others. | ||
| + | |||
| + | * An appropriate trainer is selected. Training goals are communicated. | ||
| + | |||
| + | * The supervisor and trainer evaluate progress and how much the employee “can do” as a result of the training. OJT continues until the performance objectives are met. | ||
| + | |||
| + | * Planned and structured approaches are critical when training new employees. | ||
| + | |||
| + | * When addressing a performance concern, using a structured approach is the primary option in an effort to do everything possible to increase ability and close the gap. | ||
| + | |||
| + | ===Unstructured on-job training === | ||
| + | |||
| + | * Training topic&methods are '''not planned in advance'''. Training is rather spontaneous and more informal. The learner may observe, imitate, and/or ‘try’ a skill as demonstrated by an expert worker or supervisor. | ||
| + | |||
| + | * Adequately meets certain work conditions e.g., fix the machine quickly. Trainers spontaneously show, tell, coach. | ||
| + | |||
| + | * Appropriate for easy tasks that are quickly picked up and repeatable by others. | ||
| + | |||
| + | * May result in inconsistent learning outcomes unless the informal trainer “tests” to make sure the learner can repeatedly perform the skill without the active coaching of an expert. | ||
| + | |||
| + | * May prove adequate for minor performance concerns -- when a basic refresher is all that an employee needs to get back on track. | ||
== Methods of on-job training == | == Methods of on-job training == | ||
Revision as of 09:11, 9 March 2016
Contents
Definition
On-the-job training (OJT) is the training of employees at the place of work while he or she is doing the actual job
Description
Usually a professional trainer (or sometimes an experienced employee) serves as the course instructor using hands-on training often supported by formal classroom training (BusinessDictionary). It is a tool for transferring knowledge and skills. It is important to note, that OJT is one of the tools for transferring the tacit knowledge of the trainer.
On-the-job training, sometimes called direct instruction, is one of the earliest forms of training. It is a one-on-one training located at the job site, where someone who knows how to do a task shows another how to perform it. It is probably the most popular method of training because it requires only a person who knows how to do the task, and the tools the person uses to do the task. It may not be the most effective or the most efficient method at times, but it is normally the easiest to arrange and manage. Because the training takes place on the job, it can be highly realistic and no transfer of learning is required. It is often inexpensive because no special equipment is needed other than what is normally used on the job. The other side is that OJT takes the trainer and materials out of production for the duration of the training time. In addition, due to safety or other production factors, it is prohibitive in some environments.
In highly complex environment such as nuclear industry that is continually advancing and improving, the role of OJT is critical. Here are listed some areas where OJT prooved to be very efficient:
- New employees. Even the most skilled new employee must learn specific equipment, standards, rules and local procedures. Normally OJT supports early performance success and employee satisfaction.
- Expanded job requirements, new technology or re-assignment to a new work location. OJT can be an excellent choice to prepare the employee.
- Specified performance gaps. Tune-ups and refreshers may improve ability.
- Career development. Normally employees will appreciate the opportunity to learn new things from others.
Types of On-job Training
There are two types of on-job training - structured on-job training' and unstructured on-job training
Structured on-job training
- Training topic&methods are planned in advance and often written down. The training may be repeatable and used in future situations with others.
- An appropriate trainer is selected. Training goals are communicated.
- The supervisor and trainer evaluate progress and how much the employee “can do” as a result of the training. OJT continues until the performance objectives are met.
- Planned and structured approaches are critical when training new employees.
- When addressing a performance concern, using a structured approach is the primary option in an effort to do everything possible to increase ability and close the gap.
Unstructured on-job training
- Training topic&methods are not planned in advance. Training is rather spontaneous and more informal. The learner may observe, imitate, and/or ‘try’ a skill as demonstrated by an expert worker or supervisor.
- Adequately meets certain work conditions e.g., fix the machine quickly. Trainers spontaneously show, tell, coach.
- Appropriate for easy tasks that are quickly picked up and repeatable by others.
- May result in inconsistent learning outcomes unless the informal trainer “tests” to make sure the learner can repeatedly perform the skill without the active coaching of an expert.
- May prove adequate for minor performance concerns -- when a basic refresher is all that an employee needs to get back on track.
Methods of on-job training
- Demonstration or direct instruction - showing the trainee how to do the job.
- Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee.
- Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)
- Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary"
