How to Perform On-the-job Training - Dean Amory

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7.2 Strategy The coaching-based OJT program strategy is based on a few simple ideas: A successful OJT program is created in a team environment. A champion in the company is needed to administer the program. Supervisors are assigned to oversee the training needs of each trainee. (Note: They do not necessarily conduct any training.) OJT trainers use coaching skills as they direct the learning process. Every OJT coach is given specialized training on teaching and coaching skills. OJT is conducted based on standardized methods for each job or task. Management has to create a positive attitude about coaching. 7.3 The OJT Team The key members of the OJT team are: A Champion. A champion is an individual who actively promotes the program in the company. The champion is a strong believer in the benefits of the coaching based OJT program and, in essence, sells it to upper management and enthusiastically supports its integration into the company. He or she administers and evaluates the overall program. The Supervisor. The supervisor manages the action part of the program and is the person responsible for overseeing the progress of the trainee. o The supervisor— o Selects the coaches and provides on-going support for them. o Determines the training plan for assigned trainees by identifying the knowledge and skills to be acquired and providing standardized task training materials to the coach. o Pairs trainees with an appropriate coach or coaches. o Evaluates the trainee’s proficiency and signs off when training is complete. o Assesses the coach’s skill in transferring knowledge and skills to the trainee. o Initiates follow-up for each trainee. The Coach. The coach does the training. He/she is responsible for organizing and planning the training, developing a relationship with the trainee, and teaching knowledge and skills to the trainee. The Trainee. The trainee is responsible for being an interactive learner, developing a relationship with the coach, and mastering the material taught. The primary work team in the coaching-based OJT program is the trainee, the supervisor assigned to oversee his or her training, and the coach or coaches who conduct that training. The diagram shows how primary interactions related to the program are expected to progress in a formal program. 92
The relationship between the coach and the trainee is defined in either a written or verbal agreement. Both individuals understand and are committed to the goals, actions, and timeline of the process and understand their respective roles and responsibilities. 7.4 Parameters of a structured training program To establish a structured program, parameters must be set regarding issues such as who will conduct the training, what material will be covered, and how long training will last. In addition, the following topics should be considered. Working with supervisors for successful implementation Selecting and preparing OJT trainers/coaches Developing and/or selecting training materials Setting trainee prerequisites Evaluating performance Granting company certification to trainers/coaches and trainees Implementation of the OJT Program Evaluating the program Source: http://businesscasestudies.co.uk/aldi/business-expansion-through-training-anddevelopment/on-the-job-training.html#ixzz2U09B6x44 7.5 Working with supervisors for successful implementation Supervisors play a key role in this OJT program. They select and review coaches. For each trainee assigned to them, they develop a plan with the knowledge and skills needed by that individual in mind. They match trainees to coaches to accomplish the goals set forth in the plans. It is the supervisor's responsibility to conduct an official evaluation to determine when trainees have achieved an acceptable level of performance. Since OTJ is, by definition, taking place at a worksite, even supervisors who are not currently assigned trainees need to understand the importance of quality training and know how to support coaches and trainees. All supervisors should know any legal requirements and company policies requiring employee training before certain tasks can be performed. Training-related paperwork, even if it is to be completed by another supervisor or a coach, should be explained to all supervisors so they can review it if they ever have a question about the training status of any employee who reports to them. OJT coaches can not be expected to fulfil their original duties at the same level of involvement while they are engaged in training activities. During that time, part of their job is to teach, not to produce. Supervisors need to understand how this short-term loss will be a long-term gain for the 93
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How to Perform On-the-job Training
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Title: How to Perform On-The-Job Tr
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5. Coaching Tips ..................
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8.4 Workshop Topics ...............
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On-the-job training 1. General Intr
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2. Professional Coaching © Copyrig
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Here are several quotes that can en
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STEP THREE Build an appreciative an
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4. A Comprehensive Program to Deliv
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Goals — setting and clarifying re
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did not recognize that his techniqu
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6. Make Learning Fun Narrative of a
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11. Hand the initiative over to the
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negative way (in our terms, that it
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Coaching Tip 2 - General Tips Some
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Coaching Tip 6 - Use The Art of Cha
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Remember that training and developm
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6.2 Glossary of Terms Activity A wa
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On-the-job instruction: I would use
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Coaching Support Contacts and Resou
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Workshop Expectations Coaching Skil
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9.2 Expectations What do you expect
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Characteristics of a Good Coach Eve
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9.6 Unit 2: The Coach/Trainee Relat
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Asking Good Questions Questions hel
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Here are some suggestions for provi
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Developed and revised by Bruce Myla
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Common Training Errors OJT coaches
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Coaching Checklist The following ch
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Steps to Successful Coaching 1. Foc
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Part III - Important Considerations
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OJT Trainee Pre-assessment Subject
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Box 8: Commitment Has improved sinc
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OJT Trainee Feedback Subject of OJT
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9.10 Unit 6: Wrap-up Coaching Suppo
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Workshop Expectations At the beginn
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How to Perform On-the-job Training - Dean Amory

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