How to Perform On-the-job Training - Dean Amory
According to The Encyclopedia of Business, ©2000 Gale Cengage, On-the-job training is by far the predominant form of job training. Studies also indicate that it is the most effective form of job training. Yet, it also represents a significant investment considering that roughly 30% of a new worker's time is spent in on-the-job training during the first 90 days of employment, that productivity of experienced workers assigned to train new workers may decrease during the training period, and that new workers may make expensive mistakes. Both companies and workers therefore profit largely from the presence of simple, but complete trainee and trainer guides that allow for executing OJT in a structured way. “How to perform on-the-job training”, has the information, techniques and tips that will allow you to implement a professional OJT training program. The book also includes all the tools, documents and checklists necessary for setting up a qualitative and efficient skills training program for OJT coaches
According to The Encyclopedia of Business, ©2000 Gale Cengage, On-the-job training is by far the predominant form of job training. Studies also indicate that it is the most effective form of job training. Yet, it also represents a significant investment considering that roughly 30% of a new worker's time is spent in on-the-job training during the first 90 days of employment, that productivity of experienced workers assigned to train new workers may decrease during the training period, and that new workers may make expensive mistakes.
Both companies and workers therefore profit largely from the presence of simple, but complete trainee and trainer guides that allow for executing OJT in a structured way.
“How to perform on-the-job training”, has the information, techniques and tips that will allow you to implement a professional OJT training program. The book also includes all the tools, documents and checklists necessary for setting up a qualitative and efficient skills training program for OJT coaches
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check <strong>the</strong>ir own work and assess it for quality.<br />
Draw up an action plan with <strong>the</strong> trainees and keep a copy so that <strong>the</strong>re is a framework for<br />
discussion when <strong>the</strong> trainee is next observed.<br />
Recognise that <strong>the</strong> way you present something <strong>to</strong> be learned will directly influence <strong>the</strong> learning<br />
skills developed by your trainees.<br />
POINTS TO CHECK WHEN CONSOLIDATING THE TRAINEE'S LEARNING<br />
Provide a final summary<br />
Measure <strong>the</strong> trainee's level of achievement<br />
Reinforce <strong>the</strong> motivational message<br />
Look forward<br />
Not introducing new material<br />
HO TO COACH<br />
Step 1 – Establish Goals<br />
§ Work with your employee.<br />
§ What are you willing <strong>to</strong> accept?<br />
§ Focus on behaviour, not emotions or attitudes - you can see behaviour.<br />
§ Ask for employee input – Collaborate.<br />
§ WRITE THE GOALS DOWN!!<br />
Goals should be SMART!<br />
Step 2 – Collect <strong>Perform</strong>ance Data<br />
§ Don’t start analyzing/concluding yet – Just COLLECT.<br />
§ Focus on behaviour, not judgments/inferences.<br />
§ Use:<br />
o Personal observation<br />
o Interviews<br />
o Reviews<br />
o Reports<br />
o Feedback<br />
Step 3 – Analyze <strong>Perform</strong>ance<br />
§ Did it meet goal?<br />
§ If Not, Why? <strong>Training</strong>? Knowledge?<br />
Personal? Changes? Technology? Policies? Time?<br />
Step 4 – Review and Modify Goals<br />
§ Checkpoint: You know <strong>the</strong> goal, and you’ve “seen” <strong>the</strong> performance.<br />
§ Can we get <strong>the</strong>re? If not, how should <strong>the</strong> goal be changed?<br />
§ Colaborate!<br />
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