CHAPTER SIX
On-the-Job Training
Methods
LEARNING OUTCOMES
Describe the following on-the-job training
methods: job instruction training, performance
aids, job rotation, apprenticeships, coaching, and
mentoring
List the advantages and disadvantages of each
Describe how and when to use each training
method
Describe the coaching process and how to
design a coaching program
LEARNING OUTCOMES
Define mentoring and describe how to develop a
formal mentoring program
Describe the advantages and disadvantages of
on-the-job and off-the-job training methods
ON-THE-JOB TRAINING
METHODS (OJT)
Trainee receives instruction and training at work
station from a supervisor or experienced co-worker
Most common approach to training
Especially useful for small businesses
Most misused:
• Often not well planned or structured
• People assigned to train have no training to be trainer
• Potential transfer of undesirable habits/attitudes
• Trainers worry about someone taking their job
Structured approach most effective
ON-THE-JOB TRAINING
METHODS (OJT)
ON-THE-JOB TRAINING
METHODS (OJT)
JOB INSTRUCTION
TRAINING
Formalized, structured, and systematic
approach to OJT
Incorporates the principles of behaviour
modelling
Four steps:
1. Preparation
2. Instruction
3. Performance
4. Follow-up
JOB INSTRUCTION
TRAINING
Step 1: Preparation
Breaks down the job into small tasks, prepares
equipment and supplies, and allocates time to
learn each task
Determine communication strategy and what
trainee already knows and nature of the tasks to be
performed
Stages: 1) put trainee at ease
2) guarantee the learning
3) build interest and show personal
advantage
JOB INSTRUCTION
TRAINING
Step 2: Instruction
Telling, showing, explaining, and demonstrating
the task
Show trainee how to perform job
Repeat and explain key points in detail
Allow trainee to see whole job again
Be patient/encourage questions
JOB INSTRUCTION
TRAINING
Step 3: Performance
Trainee performs task under guidance from
instructor who provides feedback and
reinforcement
Ask trainee to explain steps then perform less
difficult parts of job
Allow trainee to perform entire job and reinforce
behaviour
JOB INSTRUCTION
TRAINING
Step 4: Follow-up
Trainer monitors performance and provides
feedback
Gradually tapers off instruction as employee gains
confidence and skill
JOB INSTRUCTION
TRAINING
Tips for Trainers
Should not be managed differently from other
types of training
Should be integrated with other training methods
Ownership must be maintained
Trainers must be properly chosen and trained
• SME may need train-the-trainer program
JOB ROTATION
Trainees are exposed to many jobs, functions,
and areas within an organization
Often used as an ongoing career-development
program
Objective is to learn a variety of skills required for
current and future jobs or colleagues’ jobs as
done in cross training
Caution – only learns superficial knowledge if
not enough time spent
JOB ROTATION
Benefits
Improved knowledge and skills
More opportunities for career advancement
Higher job satisfaction and salary
CROSS TRAINING
Training to perform each other’s roles
Benefits
Anyone can step in
Beneficial for cross-functional teams
Greater flexibility for organizations – allows
employees to develop better skills
APPRENTICESHIP
PROGRAMS
Training for skilled trades that combines
OJT and classroom instruction
Origins in medieval times
On-the-job component (80%) teaches skills
Classroom component (20%) teaches theory done
in community colleges or “labour halls”
Apprenticeship system covers over 65 regulated
occupations in four occupational sectors
APPRENTICESHIP
PROGRAMS
Construction Motive Power Industrial Service
Carpenter Motor Vehicle Mechanic Chef
Mechanic
Plumber Aircraft Millwright Baker
Mechanic
Stone Mason Machinist Tool & Die Hairstylist
APPRENTICESHIP
PROGRAMS
Apprentice receives supervised training by a
journeyperson; is regulated through government,
labour, and employer partnership
Apprenticeship period lasts between 1 and 5 years,
depending on trade
Apprenticeships are focused on collective training
needs of specific occupations within broad industrial
categories
Must have willing sponsor
APPRENTICESHIP
PROGRAMS
Federal Provincial/ Industry Labour
Territorial
Facilitates inter- Regulates & Sponsors Promotes
provincial mobility administers apprentices programs
programs
Pays tuition for in- Pays for school Pays for OJT Develops
school training programs period curriculum
Provides income Promotes programs Provides and
support during in- and develops pays costs of
school period curriculum on-the-job
training
Provides tax credits Provides tax credits
to employers and to employers and
apprentices apprentices
APPRENTICESHIP
PROGRAMS
Tips for Trainers
Positive ROI on investment in apprentices for
employer
Demand for skilled tradespersons increasing as
current labour force ages
Significant focus on program enhancement/
expansion to meet needs of current/future
industries
APPRENTICESHIP
PROGRAMS
Societal values influence youth and parents to select
other occupations
Opportunity to attract wider demographic and
minorities into apprenticeship labour pool
Employer reluctance to offer apprenticeship
programs and rely on existing labour market to meet
their needs
Role of HR and training professionals are important
in championing apprenticeships as effective
recruitment and retention strategy
APPRENTICESHIP
PROGRAMS
PERFORMANCE AIDS
A device that helps an employee perform his/her
job (while on the job)
Signs/prompts
Troubleshooting aids
Special tool or gauge
Flash cards
Posters or checklists
PERFORMANCE AIDS
Tips for Trainers
Maximize visual performance aid with concepts
from graphic artists’ craft
• Ease of reading, colour, boldness, graphic
language
Consider how performance aids might save time
and money
Maximize use of technology (electronic
performance support systems)
COACHING
Experienced and knowledgeable person is
formally called upon to help another person
develop the insights and techniques
pertinent to the accomplishment of their job
COACHING
Key elements in coaching process:
Open dialogue
Planned use of opportunities
Agreed upon set of objectives
Focus on strengths; weaknesses only if inhibiting
performance
COACHING
Steps
1. Initial discussion, setting objectives
2. Opportunities identified, long-term plan set
3. Employee performs tasks, reports to coach
• Process fitted into employee’s goals and
organization’s long-term strategies
COACHING
Coaching Opportunities
Transfers
Special assignments
Vacation replacement
Speaking engagements
Professional membership
COACHING
Effective in enhancing interpersonal skills,
communication skills, leadership skills, and self-
management skills
Individual: Improves working relationships, job
attitudes; increases rate of advancement and salary
increases
Organization: Increases in productivity, quality,
customer service, retention; decreases in customer
complaints, costs
COACHING
Tips for Trainers
Build trust and understanding
Ongoing dialogue and feedback
Coach must be able to relate to employee
Coaching should be part of broader process
Effectiveness should be evaluated
MENTORING
Senior member in an organization takes a
personal interest in the career of a junior member
Mentor: Provides career and psychosocial support
to a junior employee (the protégé)
• Formalized mentoring programs are emerging
in organizations
• Focus is narrower than coaching: career
development of “junior” employees
• Participation is generally voluntary
MENTORING
Two roles of a mentor:
1. Career support
• Coaching, sponsorship, exposure, visibility,
protection, and provision of challenging
assignments
2. Psychosocial support
• Friendship, listening, counselling, feedback,
role model for success
MENTORING
Benefits
Accelerate career progress of underrepresented
groups
Transmit culture and values to newer managers
Pass on accumulated wisdom of seasoned
leaders
MENTORING
Tips for Trainers
Ensure clarity of roles and expectations
Choose mentors carefully
Match mentors and protégés with care
Train both mentors and protégés
Structure the mentoring relationship
Ensure support from management
OFF-THE-JOB VS.
ON-THE-JOB TRAINING
Off-the-Job Training Method
Advantages
Can use wide variety of training methods
Can control training environment/tailor programs
Large numbers of trainees can be trained at once
Disadvantages
Can be much more costly than on-the-job training
Training environment differs from workplace –
creates challenge for transfer of training
OFF-THE-JOB VS.
ON-THE-JOB TRAINING
On-the-Job Training Methods
Advantages
Lower cost
Greater likelihood of application of training
on-the-job
Less difficulty of transfer
OFF-THE-JOB VS.
ON-THE-JOB TRAINING
On-the-Job Training Methods (cont'd)
Disadvantages
Distractions in work environment during training
Potential for damage to equipment
Disruption/slow-down of service
Potential safety issues
WHICH IS BEST?
What is most important is mixing and combining
methods (blended delivery approach) to best suit a
particular training need, objective, or any
organizational constraints
SUMMARY
Identified as most common yet also most misused
and the need for planning and structure to achieve
effectiveness
Discussed specific methods, their advantages and
disadvantages, and the considerations for use
Identified importance of selecting most appropriate
method to meet training need, and value of blended
delivery approach with off-the-job methods
