1. On-the-Job Training Methods
Chapter Seven
On-the-Job Training Methods
© 2010 by Nelson Education Ltd.

2. © 2010 by Nelson Education Ltd.
Learning Outcomes
Describe on-the-job training methods
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
© 2010 by Nelson Education Ltd.

3. © 2010 by Nelson Education Ltd.
Learning Outcomes
Define mentoring and describe how to develop a formal mentoring program
Describe the advantages/disadvantages of on-the-job and off-the-job training methods
© 2010 by Nelson Education Ltd.

4. © 2010 by Nelson Education Ltd.
On-The-Job Training
Trainee receives instruction and training at work station from a supervisor or experienced coworker
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
Structured approach most effective
© 2010 by Nelson Education Ltd.

5. Job Instruction Training
Formalized, structured, and systematic approach to OJT
Incorporates the principles of behaviour modelling
Four steps:
Preparation
Instruction
Performance
Follow up
© 2010 by Nelson Education Ltd.

6. © 2010 by Nelson Education Ltd.
Performance Aids
A device that helps an employee perform his/her job (while on the job)
Signs/prompts
Trouble shooting aids
Special tool or gauge
Flash cards
Posters or checklists
© 2010 by Nelson Education Ltd.

7. 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
© 2010 by Nelson Education Ltd.

8. © 2010 by Nelson Education Ltd.
Coaching
One-on-one individualized learning experience in which a more experienced and knowledgeable person is formally called upon to help another person develop their insights and techniques pertinent to the accomplishments of their job
© 2010 by Nelson Education Ltd.

9. © 2010 by Nelson Education Ltd.
Mentoring
Method in which a senior member of an organization takes a personal interest in the career of a junior member
Mentor: provides coaching and counseling 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
© 2010 by Nelson Education Ltd.

10. © 2010 by Nelson Education Ltd.
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
© 2010 by Nelson Education Ltd.