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On-the-job Training Methods

This method can be used on trainees who join the organization also they can learn through observing how the peers, managers handle their day to day work in the working environment (Gold, 1982).The purpose of the on-the-job training session is to provide employee with task-specific knowledge and skills in work area. The knowledge and skills presented during on-the-job are directly related to job requirements. Job instruction technique, job rotation, coaching and apprenticeship training are the common forms of on-the job training methods. Fully on-the-job training theoretically does not involve any off-the-job training. However, it is very rare for 100% of training to take place as part of the productive work of the learner. 

Video 2: Introduction to on- the-job training method

(Source - Interview success formula,2015)
Few of the methods:


1. Coaching – 

This method can be defined as one-to- one training, a close observation will be done about the employee and will identify the grey areas also will guide the employees to improve their performance. The main advantage is the employees can apply the theory in to practice (McLagan and Patricia, 1989).e.g.:At the bank the line manager is coaching employees to learn and improve their work performance.

2. Mentoring – 


Similar to coaching method it includes one-to- one interaction. The core of this training method is to the development of employee’s attitude. This is done by a more qualified and skillful person. And also this technique is used for senior management (Jacob, 2003).e.g.:At bank a senior officer being a mentee to a junior employee. The mentor will often show the mentee what to do and how to do.

3. Job Rotation – 

This is a way of improving employee’s knowledge and skills within organization involve movements of employees from one official responsibility to another. Above all rotation should be logical (McCourt and Eldridge, 2004).e.g.: Providing an opportunity for branch employees to engage with Corporate Management, through structured branch visit programs.

4. Job Instruction Technology – This is structured on the job training method in and conducted by a professional trainer who has experienced in various areas (Olakunle, 2008).

 Figure 2: The process of JIT in an organization

(Source - Olakunle 2008)

The training happens using learning machines or written through a sequence called ‘frames’. This method is a treasured tool for all trainers. According to Rao (2010) benefits can be indicated as below:
   a.Trainee will receive a clear picture on the job, its purpose and the outcome of the allocated job role at the organization
     b.Trainer will show the correct path to handle the job.

 5. Apprenticeship – 
For centuries, this were the main approach to learning a skill. It worked with a recognized leading person. Pursuing an apprenticeship could be a very beneficial and effective way to eventually develop a new skill. This method last longer than on-the-job training, repeatedly for years (Crosby, 2002).
e.g.: In banking the apprentice will be paid a salary and achieve a recognized qualification.

6. Understudy - In this method, a superior gives training to an employee as his replacement like an assistant to a manager/director. The employee learns through observation and experience by contributing in handling problems in the working environment. Purpose is to prepare the employee for assuming the full duties and responsibilities (Olakunle, 2008).
e.g.: In banking this method mostly used for senior employees, also this method will be used longer period, since the job role and the responsibilities are more advanced. Head of credit gives training to the next qualified credit officer before his retirement.



References

Gold, L. (1982). Job instruction: Four steps to success. IEEE Transactions on Professional Communication, PC-25(1), pp.26-30.

Crosby, O. (2002). Apprenticeships. [Washington, DC]: U.S. Dept. of Labor, Bureau of Labor Statistics.

Jacob, R L (2003). Structured On-The-Job Training. Berrett-Koehler Publishers.

McCourt, W. and Eldridge, D. (2004). Global human resource management. Cheltenham: Edward Elgar.

McLagan and Patricia A (1989). Models for HR practice: Training and Development Journal, v43 n9 p49-59.

Subba Rao, P. (2010). Human Resource Management: (Text and Cases). Himalaya Pub. House.

Olakunle, A.O. (2008). Industrial Sociology. Ibadan: Penthouse Publications.


Comments

  1. Taniya John SchumacherNovember 18, 2019 at 6:58 PM

    This comment has been removed by the author.

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  2. Taniya John SchumacherNovember 18, 2019 at 6:58 PM

    Dear Anne, Kobes (2013) states that under on the job training, workers receive a partial subsidy for a predetermined amount of time that covers each employee’s training period. Workers typically take all of the training costs but receive a subsidy of 50 to 90 percent for the wages of on the job training members during the training period. Subsidy amounts depend on employer, smaller organizations receive larger subsidies. Companies with fewer than 50 employees receive the most

    ReplyDelete
    Replies
    1. anneNovember 29, 2019 at 3:58 PM

      Also Kobes,2013 mentioned Yet on-the-job training can be popular across the spectrum of workforce development stakeholders. It offers something for everyone: employers gain a cost-effective way to meet their specialized labor needs, workers gain an opportunity to receive free education—with a paycheck—to advance their careers, and training providers gain a strategy to help individuals boost their skills and build relationships with employers.

      Delete
  3. Mark TaylorDecember 13, 2019 at 10:02 PM

    Hi, Adding to the topic I would like to bring to your notice that Researchers shows that traits such as conscientiousness and openness to experience, influences the motivation towards learning of the trainees in an organization (Major, Turner, & Fletcher, 2006).

    ReplyDelete

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