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

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
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